Knowledge Sharing and Knowledge Creation: Dynamics, Enablers, and Organizational Implications

Abstract

Knowledge has emerged as the most crucial resource for organizations, serving as the foundation for innovation, flexibility, and enduring competitive advantage. This article examines the relationships between knowledge sharing, which can be defined as the transfer of tacit and explicit knowledge among individuals or groups, and knowledge creation which is the development of new insights and practices via social and cognitive interaction. Based on underlying concepts like Nonaka and Takeuchi SECI model, social capital theory, knowledge-based views of the firm and community of practices, the study reviews the literature and identifies the mechanisms, enablers and impediments which impact on these processes. The review emphasizes the critical importance of organizational culture, leadership, motivation, and technology in promoting knowledge dynamics while also acknowledging ongoing challenges like knowledge hoarding, isolated structures, and information overload. It considers the new trends, such as digital transformations, open innovation, and increasing demand of remote and hybrid jobs. By combining theoretical knowledge with practical practice, this study argues that knowledge sharing and creation are complementary processes, which collectively impact organizational learning and innovation ability. The conclusions are that organizations must develop trust based organizational cultures and deploy effective knowledge systems and boundary-based collaborations to fully exploit knowledge as a strategic asset. Recommendations are made to both the researcher and practitioners to improve their knowledge and practice in the knowledge management field.