The purpose of this study is to analyze the feedback and data extracted from employees of the supply chain organization of an aerospace company, in developing a plan or model to encourage knowledge sharing among employees to create high performance work teams. This study also determines the level of influence the plan or model will have on employee behavior and morale. The company's recent survey results indicated low employee morale. While various types of recognition are in place in the supply chain organization, as well as Employee Involvement/Engagement team based business initiatives to capture process improvements, the problem is that there is no formal implementation program to encourage knowledge sharing/transfer among the employees. A survey was given to 125 current employees of the supply chain organization. The participants were invited to respond to a validated survey instrument intended to answer four research questions. A total of 114 employees (107 individual contributors and 7 managers) responded and completed the survey. The four research questions measured the effectiveness of leaders in promoting knowledge sharing, what influence if any, would a specific company plan or model to promote knowledge sharing have on the morale and behavior of its employees, what do respondents perceive are the barriers to creating a culture of knowledge sharing, and how are those perceptions related to the demographics of the respondents. This was a quantitative study in nature, utilizing descriptive statistics to analyze the data derived from the knowledge sharing survey. Study findings revealed that participants perceived their leaders as being supportive in knowledge sharing and open to new ideas. The findings also indicated that a specific company plan or model to promote knowledge sharing would have an overwhelming positive effect on morale and behavior. The most frequent perceived barriers were a tendency to resist change, concern about job security or loss of job and a lack of openness in sharing useful information. The data also indicated that regardless of the demographics of the participants, they interpreted the survey and answered in a consistent manner. Finally, the researcher recommends a knowledge sharing model to encourage knowledge transfer.
|Commitee:||Moghaddam, Kambiz, Schmieder-Ramirez, June|
|School Location:||United States -- California|
|Source:||DAI-A 73/01, Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Collaboration, Knowledge sharing, Knowledge transfer, Work teams|
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