The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Issue
Volume 5 Issue 4 / Dec 2007  pp347‑550

Editor: Charles Despres

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Knowledge Work Practices in Global Software Development  pp347‑356

Gabriela Avram

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Intellectual Capital and Organizational Performance: an Empirical Study of the Pharmaceutical Industry  pp357‑362

Alka Bramhandkar, Scott Erickson, Ian Applebee

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From Individual Learning to Organizational Learning  pp363‑372

Delio Ignacio Castaneda, Manuel Fernández Rios

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Tacit Knowledge Elicitation and Measurement in Research Organisations: a Methodological Approach  pp373‑386

Alexeis Garcia-Perez, Amit Mitra

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Competence Matters More than Knowledge  pp387‑398

A G Hessami, M Moore

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Managing Structural Diversity: the Case of Boundary Spanning Networks  pp399‑410

Eli Hustad

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Folksonomies, Collaborative Filtering and e‑Business: is Enterprise 2.0 One Step Forward and Two Steps Back?  pp411‑418

Kevin Johnston

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A Model of Antecedents of Knowledge Sharing  pp419‑426

Radwan Alyan Kharabsheh

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A Consistent Assessment of Intellectual Capital in SMEs InCaS: Intellectual Capital Statement — Made in Europe  pp427‑436

Kai Mertins, Markus Will

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How to Ensure the Quality and Reliability of Intellectual Capital Statements?  pp437‑448

Kai Mertins, Wen-Huan Wang, Markus Will

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Knowledge and Life Cycle of an Organization  pp449‑452

Zygmunt Mietlewski, Ryszard Walkowiak

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Building a Taxonomy for Understanding Knowledge Management  pp453‑466

Kun Nie, Tieju Ma, Yoshiteru Nakamori

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Knowledge Management: Turning Intangible Assets into Feasibility in the Automotive Sector  pp467‑476

Lourdes Sáiz, Ana Maria Lara, Roberto Alcalde

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Knowledge Management for Virtual Reality Applications in a Home Rehabilitation Virtual Network  pp477‑486

Emil Scarlat, Virginia Maracine, Adriana Nica

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MaKE First Steps — How a Definition of Knowledge Can Help your Organisation  pp487‑496

Peter Sharp

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Knowledge Maps and Mathematical Modelling  pp497‑504

Tomas Subrt, Helena Brozova

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Exploration of Knowledge Sharing Challenges in Value Networks: a Case Study in the Finnish Grocery Industry  pp505‑514

Hanna Timonen, Jari Ylitalo

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Abstract

Business activities are increasingly organized through networks. This article considers the value network of the Finnish grocery industry, a network where the web of relationships between two or more companies creates tangible and intangible value through the complex and dynamic exchanges. In value networks the relationships between the participants of the network tend to be more complex than the traditional make‑buy‑relationships, as companies create value together through different types of relationships such as deep buyer‑supplier‑relationships or strategic partnerships. This variance in the nature and level of collaborative relationships poses new challenges to knowledge sharing. Complementing previous research on the challenges to knowledge sharing in other network settings, this article explores the knowledge sharing challenges specific to value networks based on a qualitative case study about the value network of the Finnish grocery industry. The data consists of 32 thematic interviews of top and upper management representatives from 16 companies in the value network. The results show that the current collaborative relationships in the Finnish grocery industry are functional and working, but mostly just traditional "arms‑length" buyer‑supplier‑relationships. However, the challenges to knowledge sharing seem to be somewhat different to those present in other network settings. The challenges to knowledge sharing in value networks do not seem to concern so much the opportunities for knowledge sharing, but the motivational and cultural factors affecting what knowledge is shared and how much knowledge is shared. Based on these results, the knowledge sharing challenges of the value network can be crystallized under three points. First, the focus of knowledge sharing has been on information, and the organizational arrangements do not encourage the sharing of valuable know‑how. Second, the organizational cultures and top management directives do not encourage external knowledge sharing, and therefore knowledge is not shared. And third, the experiences of past abuses of trust and the retail groups renewed focus on price bargaining undermine the trust between the companies, thus inhibiting knowledge sharing. 

 

Keywords: knowledge sharing, knowledge sharing challenges, value networks, collaboration, case studies

 

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Does Intellectual Capital Management 'Make a Difference'? A Critical Case Study Application of Structuration Theory  pp515‑526

John A. Tull, John C. Dumay

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Integrating Individual and Organisational Learning Initiatives: Working Across Knowledge Management and Human Resource Management Functional Boundaries  pp527‑538

Christine van Winkelen, Jane McKenzie

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Intangible Assets: Importance in the Knowledge‑Based Economy and the Role in Value Creation of a Company  pp539‑550

Dmitry Volkov, Tatiana Garanina

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