Hinder för kunskapsdelning

In today?s fast changing environment it is important for knowledge intense companies that want to stay competitive to actively work with their knowledge, knowledge sharing and Knowledge Management (KM). Barriers decrease the efficiency of how knowledge is created, stored and shared, and they are therefore important to reduce or preferably remove making the KM activities result in as much value for the organisation as possible. To achieve this, it is important that the KM activities become a natural part of the employees? daily work. Activities become natural when employees are truly motivated, which can be achieved through for example further education, reward systems and supporting work conditions.In this study we have focused on existing barriers for knowledge sharing and we ask ourselves ?what barriers exists??, ?how is existing IT being used as a support?? and ?how does motivation, reward and punishment affect knowledge sharing??. By conducting a qualitative case study at a knowledge intense company in Huskvarna, we will answer these questions and also recommend how the company can reduce the barriers we find, thus creating prerequisites for more effective knowledge sharing. We carried out an interview and an observation of how an employee at the company worked with knowledge sharing.Through the case study, we found that the company worked with knowledge sharing using both a discussion forum and a CV database located on the company?s intranet. However, we did find barriers and the most important ones were low awareness and realisation amongst staff of the value and benefit of possessed knowledge, lack of an intentional KM strategy and lastly their IT systems were not adjusted to employees? needs. The foremost consequence of these barriers is that the company can not effectively utilize their knowledge, which is their most important resource making the company competitive. Since motivation and understanding are the two primary factors for employees to work more naturally with knowledge sharing, and to achieve this we recommend that the company implement some sort of reward or incentive system combined with education.In working with this thesis, we have learnt that knowledge sharing exists in all companies, with or without an intentional strategy and with or without IT supporting the activities. Thus, barriers also exist in all companies. The cardinal thing to understand is that companies must work to reduce or remove barriers, regardless how many they are. Knowledge has become such an important resource that no knowledge intense company today can afford to ignore this fact.

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