Transforming I into we in organizational knowledge creation: A case study

Abstract

AbstractThis study examined the process by which individual knowledge is transformed into organizational knowledge by clarifying the sensemaking process. Although several earlier studies on organizational learning have argued that knowledge sharing among members is important, research detailing the development of the knowledge‐sharing process is relatively rare. The current study addresses this gap by using a qualitative case study of a Korean government‐funded organization to examine the organizational knowledge‐sharing process. The findings suggest that learning for organizational knowledge generation depends on participation and communication and requires voluntary, dynamic interactions based on intersubjectivity among the organization's members. This study has important theoretical and practical implications for future research on organizational knowledge sharing and provides a new theoretical framework for the field of human resource development.