Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

I rather share my knowledge

I rather share my knowledge This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance.Design/methodology/approachThe study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents.FindingsThe results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually.Practical implicationsThe described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case.Originality/valueThis study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png VINE Journal of Information and Knowledge Management Systems Emerald Publishing

I rather share my knowledge

Download PDF
15 pages

Loading next page...
 
/lp/emerald-publishing/i-rather-share-my-knowledge-T0NyxDUXwM
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2059-5891
DOI
10.1108/vjikms-04-2019-0052
Publisher site
See Article on Publisher Site

Abstract

This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance.Design/methodology/approachThe study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents.FindingsThe results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually.Practical implicationsThe described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case.Originality/valueThis study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

Journal

VINE Journal of Information and Knowledge Management Systems – Emerald Publishing

Published: Apr 7, 2020

Keywords: Knowledge sharing; Choice architecture; Knowledge management; Gamification; Canonical action research; Nudge theory; Reward system; Case study

References

  • Predicting knowledge sharing behavior based on people's early core beliefs
    Afshar-Jalili, Y.; Ghaleh, S.
  • The impact of cultural collectivism on knowledge sharing among information technology majoring undergraduates
    Arpaci, I.; Balo, M.
  • Action research
    Avison, D.E.
  • All the origins of learning: absorbing knowledge flows from within the team
    Ayoubi, C.; Pezzoni, M.; Visentin, F.
  • Nudging the financial market? A review of the nudge theory
    Cai, C.W.
  • Pluralist action research: a review of the information systems literature
    Chiasson, M.; Germonprez, M.; Mathiassen, L.
  • Social network, social trust and shared goals in organizational knowledge sharing
    Chow, W.S.; Chan, L.S.
  • Predictors of employees’ perceptions of knowledge sharing cultures
    Connelly, C.E.; Kelloway, K.E.
  • Working knowledge: how organizations manage what they know
    Davenport, T.H.; Prusak, L.
  • Principles of canonical action research
    Davison, R.M.; Martinsons, M.G.; Kock, N.
  • The roles of theory in canonical action research
    Davison, R.M.; Martinsons, M.G.; Ou, C.X.J.
  • Role of organizational citizenship behavior in promoting knowledge sharing
    Dehghani, M.R.; Hayat, A.A.; Kojuri, J.; Esmi, K.
  • From game design elements to gamefulness: Defining gamification
    Deterding, S.; Dixon, D.; Khaled, R.; Nacke, L.
  • Gamification and nudging: two sides of the same medal
    Dorscheidt, R.
  • Nudge management: applying behavioral science to increase knowledge worker productivity
    Ebert, P.; Wolfgang, F.
  • Generalizing from workplace ethnographies: from induction to theory
    Edwards, P.; Belanger, J.
  • Governing knowledge sharing in organizations: levels of analysis, governance mechanisms, and research directions
    Foss, N.J.; Husted, K.; Michailova, S.
  • Incentive design and gamification for knowledge management
    Friedrich, J.; Becker, M.; Kramer, F.; Wirth, M.; Schneider, M.
  • Relationship between transformational leadership and knowledge management
    Gelard, P.; Boroumand, Z.; Mohammadi, A.
  • Framework for designing and evaluating game achievements
    Hamari, J.; Eranti, V.
  • A study on the correlations between knowledge sharing behavior and organizational citizenship behavior in catering industry: the viewpoint of theory of planned behavior
    Hsien, L.C.
  • Knowledge sharing in organizations: a conceptual framework
    Ipe, M.
  • Tweeting badges: user motivation for displaying achievement in publicly networked environments
    Kwon, K.H.; Halavais, A.; Havener, S.
  • Clarifying the relationship between organizational citizenship behaviors, gender, and knowledge sharing in workplace organizations in Taiwan
    Lin, C.P.
  • Impacts of organizational knowledge sharing practices on employees’ job satisfaction
    Malik, M.S; Kanwal, M.
  • Model-driven serious game development: Integration of the gamification modeling language GaML with Unity
    Matallaoui, A.; Herzig, P.; Zarnekow, R.
  • Introduction to gamification: foundation and underlying theories
    Matallaoui, A.; Hanner, N.; Zarnekow, R.
  • The delphi method for selection of KM strategies based on the level of KM maturity: a case of OICO, Iran
    Philsoophian, M.; Akhavan, P.; Ghorbani, S.; Afshar, Y.
  • Do we need a nudge?
    Pickler, R.H.
  • Understanding counterproductive knowledge behavior: antecedents and consequences of intra-organizational knowledge hiding
    Serenko, A.; Bonits, N.
  • Changing the game: a case for gamifying knowledge management
    Shpakova, A.; Dörfler, V.; MacBryde, J.
  • Impact of gamification on user’s knowledge-sharing practices: Relationships between work motivation, performance expectancy and work engagement
    Silic, M.; Back, A.
  • Behavioural insights, nudge and the choice environment in obesity policy
    Smith, M.; Toprakkiran, N.
  • Extreme case learning: the manager perspective on rare knowledge and capabilities development
    Suder, G.
  • How gamification of an enterprise collaboration system increases knowledge contribution: an affordance approach
    Suh, A.; Wagner, C.
  • An assessment of the scientific merits of action research
    Susman, G.L.; Evered, R.D.
  • Gamification in knowledge management motivating for knowledge sharing
    Swacha, J.
  • Knowledge sharing behaviour and its predictors
    Tohidinia, Z.; Mosakhani, M.
  • Overview of behavioral economics and Policy’
    White, M.D.; Abdukadirov, S.