Knowledge Collaboration, Essay Example

Corporate Communications Analysis

The research question which will be reviewed in this corporate communications analysis is:  what is the most effective means of developing a workforce which is committed to the collaboration of knowledge within an organization? Studies have demonstrated that organizational knowledge is increased by the application of collaborative endeavours between organizational personnel (Bartol & Srivastava, 2002; Casimir et al., 2012; Gorelick & Tantawy- Monsou, 2005; O’ Neill and Adya, 2006; Xue et al, 2011).

The organizational increase of knowledge is a result of the combination and the exchange of knowledge which is present between the members of an organization. In consideration of the importance of the collaborative endeavours which increase knowledge in an organization, the scholars have shown an interest in classifying the tools which would enable the collaboration between employees with regards to knowledge formation (Bartol & Srivastava, 2002; Casimir et al., 2012; Gorelick & Tantawy- Monsou, 2005; O’ Neill and Adya, 2006; Xue et al, 2011).

The organizations which do not make the most of the capacity of enabling the collaborative endeavours do not completely implement the economic resources which are an outcome of the human resource assets in the organization. This corporate communications characteristic is required by an organization in order to produce growth and competitive advantage. In order to create a continuous knowledge collaboration process which enhances the organization’s competitive position and augments the moral of the organizational personnel, the organizations which include Ernst & Young have found that the economic and human resources invested must be aggregated to the implementation of corporate communication administrative practices which motivate the members of the organizational staff to continuously collaborate with knowledge contributions (Bartol & Srivastava, 2002)..

The majority of organizations are motivated by the effective management of human resources and intellectual capital. As a result, the academic and scientific assets which are held by the members of the organization’s human resources departments have become assets which are extremely liquid and desirable. These assets are essential in corporate communications with regards to the organizations’ ability of maintianing a competitive advantage. The members of the organizational staff who have more substantive commitments to their professional growth need to be motivated with regards to the unrestricted collaboration of the experiential knowledge in the corporate communication environment (Gorelick & Tantawy- Monsou, 2005).

The collaboration of academic and empical knowledge in the organizational environment must be communicated liberally in the corporate environment. The activity of knowledge cooperation takes place with the valuation of social assets and social communication. The social exchange theory asserts that the collaboration of knowledge occurs as an outcome of a communication of values. The communicated values may include the maintenance of employment security, the equilibrium of the power structure and perception of future relationships. These communications with regards to value may provide assistance in the valuation of the motivations of the personnel within an organization to respond with effective citizenship behaviors (Casimir et al., 2012).

The social capital theory defines that the cooperation of knowledge between organization members occurs on the organizational personnel perceiving that there may be social benefits (i.e., enhanced rapport, increased reputation) for the individual who is engaged in the knowledge collaboration and the organization by which they are employed. The methods of the distribution of social capital respond as a factor which enables the normative behavioural processes. The methods of the distribution of social capital may serve as a source of social management in order to encourage people. The collaboration which takes place with regards to knowledge distribution is a classification of volunteer citizenship behaviors. These volunteer behaviors add to the quality of the competitive advantage which is possessed by an organization (Casimir et al., 2012).

The variables which must be considered are the reward systems which are offered by the administration of the corporate organization and the type of leadership which is applied (O’ Neill and Adya, 2006).

Technological Aspects of Knowledge Collaboration

There is a substantial amount of study which shows that the attempts of applying behavioral intentions are correlated with the fulfilment of the behavior. Considering that intentions are not an effective predictor of behavior, the desired intentions may be the most accurate predictor of behavior. This can be credited to the aspects that the intentions are frequently in alignment with the manifested behaviors. Studies have demonstrated that there is a strong connection between the real behaviors which take place in knowledge collaboration and the intentions to exercise effective corporate communications with respect to knowledge collaboration. Basically, the employees in a corporate environment have a greater likelihood of engaging in knowledge collaboration if the organization provides them with adequate motivation. The desire of wanting to engage in knowledge collaboration in corporate communications should be connected with the act of fulfilling that behaviour (Bartol & Srivastava, 2002).

The element of the external quality of the corporate communications by which knowledge collaboration takes place may include the enhancement of the cognitive elements of communication. The communication of knowledge in an organizational environment may be an activity which has a sublime quality. The conveyors of the knowledge in the corporate communications environment often do not have the awareness that they are recipients of observation. In most of the circumstances where the transfer of knowledge takes place, it may prove to be a profitable activity with regards to delegating communication to the owners of the knowledge in order to provide encouragement in the transfer of knowledge in a method which can be easily comprehended by others in the environment. The qualities of the knowledge transfer process can subsequently be internally understood by the learners (Bartol & Srivastava, 2002).

There may be obstacles which are manifest in the occupation of communicating knowledge to others in the corporate environment. These obstacles may by explicit or implicit. The distinct isolations which occur as a result of the distinctions in culture and language may prove to be obstacles to the transfer of knowledge. The obstacles may be physiological, sociological, emotional or psychological (Bartol & Srivastava, 2002). The action of the communication of knowledge in an organizational environment by the personnel of the organization may be demonstrated by the formula:

Assimilation + Communication = Knowledge Collaboration

The most recognized form of the communication medium in the organizational environment is the intranet. A number of the empiricists have suggested analogies of the motivation of the communication of knowledge with the barriers which are found in the organizational intranet matrices (Casimir et al., 2012).

The organizations possess lifecycles which consists of different stages. These stages incorporate the events from the birth of the organizations to the maturation stage of the organization. As the organization is progressing through the various life stages, there are structural changes which occur in the development center of the organization. Studies have shown that organizations evolve in different manners. Each of the stages which the organization passes through takes place in a way which has received influence from the stages which precede it (Gorelick & Tantawy- Monsou, 2005).

These stages of development in an organization are made of environmental qualities, strategic qualities and technological qualities. The following table reviews the political and cultural developments which occur in an organization which affect the knowledge collaboration process. In the following table, the political and cultural characteristics are reviewed from diverse points of view. There have been a number of improvements in the software applications and communications technological applications curing the past two decades. Notwithstanding, there have been few changes to the corporate communications which take place with regards to the knowledge collaboration of the personnel within the organizations Gorelick & Tantawy- Monsou, 2005.

The studies which have been conducted have shown that there are a few situations which are the causal attributes for the deficiency in knowledge collaboration. The characteristics can be separated into two primary categories. These categories are:

1. The problems which are correlated to being an organizational stakeholder, the qualities of the policies of the organization and the confidence which the staff possesses in the administrative authority of the organization.
2. The lack of attentiveness with regards to the cultural context of the organization which can be perceived as the primary reason (Xue et al, 2011).

Table 1: Consideration of the Political and Cultural Conditions of the Organizational Structures Regarding Knowledge Collaboration

Conclusion

The corporate communication experiences which contribute to the knowledge base are  acknowledged as being  valuable resources that are the basis of the core aspect of an organization’s acquiring a competitive advantage. There has been a substantial amount   of literature which has been explored which addresses the corporate communication of knowledge  applied in organizational settings, notwithstanding, there has been little achievement with regards to the enhancement of comprehension of the  environmental, social, physical, psychological, and cognitive  attributes and creation of organizational  knowledge communication. Researchers have debated that as the individuals, information and communication systems are the primary movers of organizational knowledge, the collaboration of disseminating externally and assimilating the knowledge internally which is collaborated could enable the enhanced creation of knowledge. The methods by which an organizational workforce applies the quality of knowledge collaboration can be produced and dedicated. The contribution to the collaboration of knowledge can be enabled by developing an organizational culture which places value on teamwork, knowledge collaborative activities and learning among its members.

Research has demonstrated that the choice of the accurate knowledge collaboration procedures in an organization is dependent on the categories of the regularity of the knowledge collaboration procedures, the personnel, information and communications systems which are receivers of knowledge. Five distinct models of knowledge collaboration have been defined. These five models are  far transference (the duplicating of tacit knowledge that is shared by a team in the organizational context),  near transference (the duplicating of explicit team knowledge by teams in the organization), expertise transfer (when the organizational team needs expert consultation), organizational cognitive ability (which is applied in rare  events which require experiential knowledge and serial transference which implies that the knowledge is explicitly held for a future application.

References

Bartol, K. M. & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership and Organizational Studies, 9(1): 64- 76.

Casimir, G., Lee, K, & Loon, M. (2012). Knowledge sharing: Influences on trust, commitment and cost. Journal of Knowledge Management, 18(5): 740- 753.

Gorelick, C. & Tantawy- Monsou, B. (2005). For performance through learning, knowledge management is critical practice. The Learning Organization, 12(2): 125-129.

O’ Neill, B. S. & Adya, M. (2006). Knowledge sharing and the psychological contract: managing workers across different stages of employment. Journal of Management Psychology, 22(4): 411- 436.

Xue, Y., Bradley, J. & Huigang, L. (2011). Team climate, empowering leadership and knowledge sharing. Journal of Knowledge Management, 15(2): 299- 312.