If Only We Knew What We Know: Identification and Transfer of Internal Best Practices

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

“…The specialty care coordinator whom everyone in a unit-based team relies on for knowing how to get things done with other units is invaluable and still just one person: Even if she stays for years in her key position, her scope of organizational knowledge is very partial and necessarily subjective. Solutions to the problems that impede quality, service, and affordability frequently exist within the very organizations that confront those problems, yet in large loosely coupled organizations the people who experience particular challenges are usually unaware of applicable solutions in their own organizations and may be wary of adopting those solutions for internal political reasons [41]. Being inventive is celebrated; imitating successful others is not [11].…”

Activity Theory Ontology for Knowledge Sharing in E-health

“…Organizations have recognized that knowledge constitutes a valuable intangible asset for creating and sustaining competitive advantages [1] . Knowledge sharing activities are generally supported by technology, such as knowledge management systems.…”

Managerial information behaviour: Relationships among Total Quality Management orientation, information use environments, and managerial roles

“…This information will focus on all parts of the external environment: existing and potential customer groups, needs, products, competitors and allies, as well as an ongoing monitoring of all events pertaining to the industry. Thus, competitive intelligence is the primary focus of the manager's monitoring activities in a learning organization (Desai & Bawden, 1996;O'Dell & Jackson Grayson, 1998). By monitoring internal quality information, the manager can be a disseminator of quality stories and tacit information, which foster organizational learning (Cole, 1999, p. 199;March, Sproull, & Tamuz, 1991;O'Dell & Jackson Grayson, 1998).…”

“…They also seek out and evaluate TQC information in customer requirements, and from other organizations to benchmark TQC activities. But this adoption must avoid overreliance on explicit rather than tacit information, as many practices are not easily codified (O'Dell & Jackson Grayson, 1998). As disseminators, the managers in a TQC organization will be responsible for relaying process efficiency, improvement, and customer satisfaction information to employees, as prescribed by a monarchical information structure, following a "top-down cascade model" (Cole, 1999, p. 199).…”

“…A monarchical information structure will be consistent with this use of formal authority in interpersonal interactions. The manager will also act as an external liaison (O'Dell & Jackson Grayson, 1998;Rogers, 1993), linking groups of suppliers to their customers to achieve a more systemic view of how the organization's various processes relate to one another. The manager will also act as a leader in the organization, ensuring that employees perform their tasks in accordance with specified improvements and performance criteria, and will also seek feedback from customers, systems, and employees on those improvements.…”