[[alternative]]A Study of Intra-Organizational Knowledge Sharing

[[abstract]]The purpose of this study was to investigate the objectives, implementation and systematic facilitating structure of the intra-organizational knowledge sharing of enterprises. A semi-structural interview outline was developed based on the result of literature review, covering questions about the state and objective of case companies’ internal knowledge sharing, organizational structure, human resource policy, information technology, organizational culture and leadership. A qualitative method of case study with face-to-face in-depth interviews was employed to collect the data. After data analysis, the findings and conclusions were made as follows: 1. The main direct objective of organizational internal knowledge sharing was to build the sharing culture. Meanwhile, the indirect goals were revenue growth, knowledge creation, and the enhancement of organization value and competitive advantages. 2. Setting up a unit responsible for designing and implementing internal knowledge sharing as well as building cross-functional sharing mechanism was the key point at the aspect of organizational structure in enterprises’ internal knowledge sharing. 3. Training, performance evaluation, multiple sharing mechanisms, and knowledge incentives were the most important four parts related to human resource policy in organizational internal knowledge sharing.Enterprises mainly used training to solve employees' skill problems and performance evaluation to encourage employees to share. In addition, diverse sharing mechanisms within an organization were helpful to knowledge sharing, and designed incentives could increase employees’ inclination to share. 4. In general, storage tools, search tools and dissemination tools were three kinds of information technologies frequently used to set up enterprises’ information system to make internal knowledge sharing more convenient and easier. 5. Based on the organizational core value, the idea of knowledge sharing could be easily embedded into a company’s operations and accepted by employees. Moreover, leaders’ supports would make internal knowledge sharing be successfully implemented.