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Knowledge generation and sharing in UK universities: A tale of two cultures?

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  • Howell, Kerry E.
  • Annansingh, Fenio

Abstract

As economies become more knowledge intensive it has become evident to most organizations that knowledge is a valuable resource. This is particularly true in academic organizations, which have the generation and dissemination of knowledge as their principal mission. This research assesses whether path-dependency exists in relation to cultural expectations of knowledge generation and sharing in knowledge intensive organizations. This paper adopts a constructivist approach facilitated by focus group discussions which were conducted in two UK universities, one Russell group university and the other a post-1992. Institutional culture and path dependency play a major role in the willingness of institutions to generate and share knowledge. Each institution exemplified a distinct path-dependency that underpinned cultural expectations but in each case internal and external factors were necessitating changes regarding knowledge sharing and generation which affected individual perspectives and organizational structures. The paper concludes by purporting that certain universities display critical junctures and cultural transformation in terms of knowledge generation, dissemination and sharing.

Suggested Citation

  • Howell, Kerry E. & Annansingh, Fenio, 2013. "Knowledge generation and sharing in UK universities: A tale of two cultures?," International Journal of Information Management, Elsevier, vol. 33(1), pages 32-39.
    • Handle: RePEc:eee:ininma:v:33:y:2013:i:1:p:32-39
    DOI: 10.1016/j.ijinfomgt.2012.05.003
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    References listed on IDEAS

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    Cited by:

    1. Al-Emran, Mostafa & Mezhuyev, Vitaliy & Kamaludin, Adzhar & Shaalan, Khaled, 2018. "The impact of knowledge management processes on information systems: A systematic review," International Journal of Information Management, Elsevier, vol. 43(C), pages 173-187.
    2. Regycleia B. C. Alves & Paulo Pinheiro, 2022. "Factors Influencing Tacit Knowledge Sharing in Research Groups in Higher Education Institutions," Administrative Sciences, MDPI, vol. 12(3), pages 1-15, July.
    3. Almeida, Maria Vaz & Soares, António Lucas, 2014. "Knowledge sharing in project-based organizations: Overcoming the informational limbo," International Journal of Information Management, Elsevier, vol. 34(6), pages 770-779.
    4. Rob Kim Marjerison & Matthew Andrews & George Kuan, 2022. "Creating Sustainable Organizations through Knowledge Sharing and Organizational Agility: Empirical Evidence from China," Sustainability, MDPI, vol. 14(8), pages 1-23, April.
    5. Nihan Demirkasimoglu, 2016. "Knowledge Hiding in Academia: Is Personality a Key Factor?," International Journal of Higher Education, Sciedu Press, vol. 5(1), pages 128-128, February.
    6. Cheng, Jao-Hong & Fu, Ya-Chi, 2013. "Inter-organizational relationships and knowledge sharing through the relationship and institutional orientations in supply chains," International Journal of Information Management, Elsevier, vol. 33(3), pages 473-484.
    7. Larsen, Tor J. & Olaisen, Johan, 2013. "Innovating strategically in information and knowledge management: Applications of organizational behavior theory," International Journal of Information Management, Elsevier, vol. 33(5), pages 764-774.

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