Chapter 8: Using Phenomenological Design to Explore Knowledge Sharing
From the Book: The Refractive Thinker®: Vol. II: Research Methodology: 3rd edition


Summary

Leaders, managers, and employees do not completely understand the knowledge sharing process between individuals and within the social structure of teams. The purpose of Connell’s (2013) phenomenological research study was to use Nonaka and Takeuchi's socialization, externalization, internalization, and combination model to explore the organized, continual method of tacit-to-explicit knowledge theory for organizational knowledge creation. The central research question addressed the issues, claims, and concerns behind the employees' perceptions regarding knowledge sharing within the contracting division at a federal organization. Coding, analyzing, and grouping data into 10 primary themes occurred after conducting the personal, semistructured interviews. Results indicated that the foundation for supporting the knowledge sharing process consists of implementing a culture of openness and willingness to share from upper management to individual employees and between individual workers. With improvements and attention given to organizational culture and internal changes from upper management and leadership, lack of trust concerns regarding knowledge sharing have the potential to improve organizations. The implications for refractive thinkers are that employers will promote knowledge management principles to encourage a more competent, successful, and effective work and business environments.