Activation, Use, and Exchange of Existing Knowledge Among Employees in Organizations.

Lužar, Magda

Research Question (RQ): We asked regarding the use of existing knowledge among employees in the studied organizations and the methods used to activate the different dimensions of employee knowledge within the organization. The aim was to promote employees' willingness to exchange knowledge with each other.. Purpose: The purpose was to find ways to use the existing knowledge of employees and methods to activate dimensions of employee knowledge within the organizations studied. Method: Based on a theoretical literature review, we initiate the research protocol using the Delphi technique in which experts respond to open-ended questions. The process concludes with a consensus in the third round. The developed questionnaire is then distributed to engineers of all ages working in large manufacturing organizations. Results: Key factors for knowledge activation include collaboration in the work process, mentoring, participation in projects, orientation programs and internal education. Developing a culture that encourages knowledge sharing and recognizing and developing the competencies of individuals, especially in cross-age and expertise teams, are critical to successful knowledge exchange and use. It is recommended to promote lifelong learning, participate in mentoring programs, and establish effective knowledge exchange processes to improve organizational culture. In the second part of the study, we confirmed the significant impact of using existing knowledge (H1) on knowledge exchange among engineers in manufacturing organizations. We observed a positive change of 13.2 %, which was further validated by an F-test and an effect size (f2 = 0.160). We also statistically confirmed the importance of knowledge activation (H2), albeit with a relatively small effect size (f2 = 0.070), which was assessed by appropriate statistical tests. The empirical contribution shows that the use of existing knowledge and knowledge activation significantly influence knowledge exchange among engineers in selected organizations in Slovenia. Specifically, we found that knowledge activation explains 7 % of the variability, while the use of existing knowledge contributes 13.2 % to knowledge exchange. Both variables show a positive effect on the process of knowledge exchange in the context of manufacturing organizations. Organization: The impact of the study on managers and organizations is that it provides them with concrete guidance for effective knowledge management in organizations. Managers can use the results to formulate guidelines and strategies for knowledge exchange and thus improve the organizational culture. The study encourages the establishment of mentoring processes, participation in projects, onboarding programs and internal training to promote knowledge exchange, which is crucial for effective employee management. The results of the study provide concrete guidance for the design of policies and strategies for knowledge exchange in organizations. Society: The impact of the research on society is reflected in its contribution to improved knowledge management in organizations, leading to a better working environment and more successful business operations. The emphasis on collaboration, mentorship, and knowledge exchange also promotes lifelong learning and the development of individual competencies. This can have a positive impact on innovation, productivity, and the competitiveness of organizations, which in turn has a long-term positive impact on society. Originality: The value of the study lies in the combination of knowledge activation and the use of existing knowledge, focusing on specific strategies for knowledge exchange in the context of engineering manufacturing organizations in Slovenia. The study contributes to a broader understanding of the dynamics of knowledge exchange and provides practical guidance for policy makers, owners and managers of organizations. Limitations/further research: We recommend that future researchers broaden the geographical scope of their studies to increase the generalizability of the results. We also suggest including a diverse sample of organizations from different sectors, not limited to large manufacturing firms, to gain a more comprehensive insight into the dynamics of knowledge exchange. Additional methods to enhance participant responsiveness and a focus on monitoring the long-term impact of global events on organizations could be useful contributions to a more comprehensive understanding of strategies for leveraging existing knowledge, knowledge activation, and knowledge exchange in organizations.

INFORMATION sharing; MANUFACTURING industries; CORPORATE culture; PERSONNEL management; MENTORING; MENTORING in the professions; DELPHI method; RESEARCH questions; KNOWLEDGE management

Challenges of the Future / Izzivi Prihodnosti, 2024, Vol 9, Issue 3, p195

2463-9281

Academic Journal

10.37886/ip.2023.009