TY - JOUR
AU - Husted, Kenneth
AB - Spring 2003 | V ol.45, No.3 | REPRINT SERIES California Review Management Knowledge-Sharing Hostility in Russian Firms Snejina Michailova Kenneth Husted © 2003 by The Regents of the University of California Knowledge-Sharing Hostility in Russian Firms Snejina Michailova Kenneth Husted he processes of identifying, capturing, and leveraging knowledge inside organizations contributes substantially to creating competitive advantage. By systematically sharing knowledge between its mem- T bers, an organization avoids redundancy in knowledge production and the problem-solving process. Employees often seek to improve their knowl- edge by asking their colleagues, getting training from more experienced col- leagues, or receiving supervision from their superiors. However, in many cases this kind of knowledge sharing is restricted by the tendency to merely seek miss- ing answers in the local environment; it is random in terms of access to the best knowledge in the organization versus just finding a satisfactory solution; and it is fragmented because it is left to individual preferences. The knowledge management literature has identified a number of imped- iments to knowledge sharing. They can be clustered into three groups: barriers related to the very nature of knowledge, impediments associated with the eco- nomics of knowledge sharing, and obstructions originating from individual 
TI - Knowledge-Sharing Hostility in Russian Firms
JF - California Management Review
DO - 10.2307/41166176
DA - 2003-04-01
UR - https://www.deepdyve.com/lp/sage/knowledge-sharing-hostility-in-russian-firms-DPse5TJMPw
SP - 59
EP - 77
VL - 45
IS - 3
DP - DeepDyve
ER -