Factors negatively influencing knowledge sharing in software development

Abstract

Background: ‘Knowledge is power’ and software developing organisations are dependent on knowledge to achieve and maintain a competitive advantage. Subsequently, knowledge sharing is a key factor for modern software developing organisations to succeed in today’s competitive environment. For software developing organisations to reach their goals and objectives, knowledge sharing – and in particular the sharing of useful knowledge – needs to be targeted. To promote knowledge sharing, factors influencing knowledge sharing need to be identified and understood.Objective: This study seeks to identify factors that negatively influence knowledge sharing in software development in the developing country context.Method: Expert sampling as a subcategory of purposive sampling was employed to extract information, views and opinions from experts in the field of information and communication technology, more specifically from those who are involved in software development projects. Four Johannesburg-based software developing organisations listed on the Johannesburg Stock Exchange (JSE), South Africa, participated in this research study. Quantitative data were collected using an online questionnaire with closed-ended questions.Results: Findings of this research reveal that job security, motivation, time constraints, physiological factors, communication, resistance to change and rewards are core factors negatively influencing knowledge sharing in software developing organisations.Conclusions: Improved understanding of factors negatively influencing knowledge sharing is expected to assist software developing organisations in closing the gap for software development projects failing to meet the triple constraint of time, cost and scope.

“The person with maximum knowledge will win the race”: Conceptualizing knowledge in microbusinesses

“…Regarding knowledge sharing as a way of knowledge creation and management, self-confidence emerged as the most important personal trait that leads the knowledge bearer to share their knowledge widely and openly, in addition to being linked to increased sales (Li et al, 2006). Lack of self-confidence apparently creates a barrier to knowledge sharing because it perhaps potentially leads to narrow-mindedness and fearfulness of losing status or job or position as a consequence of giving away knowledge, an important source of power (Khoza & Pretorius, 2017;Schwartz & Bilsky, 1987;Wang & Noe, 2010). Self-confidence was regarded as the outcome of education and interpersonal relationships.…”

“…According to Schierjott et al (2018), employees tend to rely on their relationships with peers to accumulate knowledge. Others argue that trust in interpersonal relationships (Chen et al, 2014;Khoza & Pretorius, 2017;Lu et al, 2006) facilitates knowledge sharing (Taura & Radicic, 2019) and motivators to share knowledge (Holste & Fields, 2010). Nonaka et al (2000, p. 28) note the importance of "strong love, caring and trust amongst organisational members."…”

Strategies to Improve Knowledge Sharing in Project-Based Organizations

“…Researchers have confirmed the importance of knowledge sharing in organizations (Giampaoli, Ciambotti, & Bontis, 2017). Knowledge results in power for organizations and the individuals within (Khoza & Pretorius, 2017) 2017). The establishment of a centralized resource center is a great method for transferring knowledge to employees; however, project team members will also need adequate training and development to deliver effective knowledge management (McNealy, 2017).…”

“…"Organizational leaders must build a culture where project management business leaders are free to use their knowledge management strategies to transfer knowledge to their project team members for successful project outcomes; thus, increasing the competitive advantage of the overall organization" (McNealy, 2017, p.106). The purpose of knowledge management is to generate results (Serrat, 2017); therefore, knowledge management strategies are vital for the transfer of knowledge (Khoza & Pretorius, 2017).…”

Determinants of Knowledge Transfer for Information Technology Project Managers: A Systematic Literature Review

“…In a survey, it was found that documentation and transfer of project knowledge is the most burdensome tasks for project managers, and they express a strong desire to remove it from their to-do lists (Harrin, 2022). Several issues and concerns have been identified to influence ITPMs' unwillingness to share their experiences, expertise, and lessons learned from previous projects, such as reward and promotions (Chelagat et al, 2019;Jhamba & Steyn, 2021;Nakayama et al, 2021), communication barriers (Alwahdani, 2019;Ren et al, 2018), time urgency (Avença et al, 2023;Khoza & Pretorius, 2017;Zhao et al, 2015), job security (Khoza & Pretorius, 2017;Pietruszka-Ortyl et al, 2021), resistance to change (Beste, 2023;Khoza & Pretorius, 2017), technological limitation (Mirzaee & Ghaffari, 2018;Nidhra et al, 2013;Pietruszka-Ortyl et al, 2021), and the need for technical expertise (Alwahdani, 2019;Chelagat et al, 2019;Liu et al, 2020).…”