Page 62 - Volume_14

Jurnal PPM: Journal of Malaysian Librarians
Vol. 14, 2020

knowledge means good teamwork and collaboration with parties would be very difficult.
Knowing the importance of this, organisations embark on the journey to change the
culture and change management became part of the main core of the project. Changes
are complicated and difficult, particularly when certain behaviours have already been
part of the culture. As knowledge sharing is one of the critical key success factors
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organisations preserve with a certain degree of success .

Furthermore, researches have shown that both tacit and explicit knowledge has a
significant positive relationship with the performance of knowledge transfer 16 ,
18
structure and leadership where sharing culture is essential in the success or failure of
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the process.

Generally, human beings would like to share and will share when the context is right.
Most of the implementations done by organisations assume a lot of things about human
behaviour and culture. Especially we assume if we run a program or organise events
people will start to share. It is about finding and understanding the context. As David
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Snowden says there are seven principles of KM.

• Knowledge can only be volunteered, it cannot be conscripted.
This first principle points out that the best way to share and retain tacit knowledge is
by creating an ecosystem that knowledge is always volunteered. It is an environment
where the talent is forthcoming, ever willing and conformable to share. Examples of
this are for experts or leaders to have mentees or run a learning program. This is also
the reason why our efforts to codify tacit knowledge by interviewing or asking the
experts to write his experience are mostly met with failure.
• We only know what we know when we need to know it.

15 Tissen, Rene et al (2000). The knowledge dividend: creating high-performance companies through
value-based knowledge management. Harlow: Pearson Education Limited.
16 Chin Wei Chong et al (2007). Implementation of KM strategies in the Malaysian telecommunication
industry: an empirical analysis. VINE: The Journal of Information and Knowledge Management Systems,
37(4), p. 452-470
17 Kalsom Salleh et al (2004). Organisational structure and culture as the critical factor in implementing
knowledge management practices in public listed companies: a Malaysian perspective. KMICE 2004,
Hotel Evergreen Laurel, Penang, Feb. 14-15
18 Mohd Bakhari Ismail and Zawiyah Mohammad Yusof (2008). Factors affecting knowledge sharing in
public organisations in Malaysia. KMICE 2008, June 10-12, Langkawi, Malaysia. 7 p.
19 Snowden, David et al (2011). Knowledge management and the individual: it’s nothing personal. IN
Personal Knowledge Management: Individual, Organisational and Social Perspectives. Edited by David
J. Pauleen, G. E. Gorman. London: Gower, 292 p.

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