Abstract
This paper is based on a research project that aimed to identify the enhancers and inhibitors of human-centred knowledge sharing (KS) by micro-teams. The study focused on KS within and between micro-teams in an Information Services (IS) Department of a large, international organisation. Primary data was collected via questionnaires and its analysis highlighted a range of reasons why some teams fail to share knowledge. The conclusions and resultant recommendations focus on eliminating the notion of ‘tunnel vision’ within and between the micro-teams.
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