Preface for the Third Edition - Read

518 C. State of Practice
days organized by the company or at company-owned facilities. Figure C-15 shows
that this kind of knowledge sharing was more the exception than the rule in big
German organizations. However, the ranges of answers were wide showing that
there were some organizations for which this kind of knowledge sharing was very
important whereas others did not pay much attention to these activities.
strong exchange of ideas at company
events, parties
strong exchange of ideas privately,
outside work environment
FIGURE C-15. Factor 4: knowledge sharing outside the workspace 70
Overall mean: 4.14
In the following, the relationships between willingness to share knowledge and
factors describing the existence of a systematic KM initiative as well as access to
KM-related systems will be investigated. Table C-39 shows the statistical results of
the correlations.
TABLE C-39. Summary of correlations with willingness to share knowledge a
correlated
variables
statistics 1. intergroup
OL
atmosphere
systematic KM Spearman’s rho
significance
n
share of employees
with access
to Groupware
share of employees
with access
to KMS
Spearman’s rho
significance
n
Spearman’s rho
significance
n
0.011
0.930
68
0.272
0.138
31
-0.021
0.939
16
a. k.=knowledge, OL=organizational learning
1 2 3 4 5 6 7
2. workspace
OL
atmosphere
-0.154
0.209
68
0.311
0.089
31
0.188
0.485
16
factors
3. rewards
for
k. sharing
0.013
0.919
68
0.289
0.115
31
0.358
0.173
16
4. k. sharing
outside
workspace
-0.338
0.005
68
0.098
0.599
31
-0.146
0.589
16
A correlation matrix of 4 X 3 was tested with 4 factors describing willingness to
share knowledge and 3 variables describing whether KM was systematically
implemented and describing the share of employees with access to Groupware or
70. Diamonds represent the means of the item. The ranges indicate the interval [-;
+] using the standard deviation .
3.03
2.75