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Knowledge Sharing: What Works and What Doesn’t Work: A Critical Systems Thinking Perspective

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A Correction to this article was published on 26 November 2019

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Abstract

This paper examines a range of knowledge sharing (KS) activities in a large-scale longitudinal change project over 5 years. The KS activities were part of a broader project which aimed to introduce best practice knowledge management at a large public sector organisation. This paper describes an action research (AR) learning journey in three AR cycles: (1) research and development, (2) implementation, and (3) management action. The analysis adopts a systems thinking approach examining the learning journey from the perspective of its multiple participants. The results show that introducing best practice KS to an organization must address blockages in the learning flows caused by fragmentation within the community of action research.

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Change history

  • 26 November 2019

    The article missed to include the article Acknowledgment that should be written as follows.

  • 26 November 2019

    The article missed to include the article Acknowledgment that should be written as follows.

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  1. Faculty of Business, University of Wollongong, Northfields Avenue, Wollongong, NSW, 2522, Australia

    Peter Massingham

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  1. Peter Massingham
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Correspondence to Peter Massingham.

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Massingham, P. Knowledge Sharing: What Works and What Doesn’t Work: A Critical Systems Thinking Perspective. Syst Pract Action Res 28, 197–228 (2015). https://doi.org/10.1007/s11213-014-9330-3

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