Knowledge sharing in a global team : Case: Agile in Metso

Knowledge is one of the most important intangible resources a company can have. Due to this knowledge management is interesting field of study for researchers and managers. In a contemporary market place where competition is unforgiving, knowledge and the way knowledge is being shared has become the way to achieve competitive advantage over competitors and leverage against cheap labour companies. To maximise knowledge flow inside their company many multinational corporations are using global teams to tap into the valuable knowledge stocks of their subsidiaries in local markets. In this thesis the global team being studied is practising agile ways of working in organising their daily operations. The objective of this study was to find rich empirical insight into how knowledge is being shared in a global team that is using agile ways of working. The research was done through a case study with a specific global team. Semi-structured interviews were conducted with eight team members. These interviews were transcribed and coded under the themes originating from the theoretical framework of the study. The findings of this study show that agile ways of working have enhancing qualities when it comes to knowledge sharing practices. Especially, in the form of increased visibility and communication. The knowledge stocks had different forms of tacit and explicit knowledge. The highest value input to the knowledge stock originated from the individuals. The greatest barriers for knowledge sharing in a global team are time difference and distance between the members. Inequality in terms of knowledge flow and participation are direct consequences of the barriers and uneven distribution of team members. Key motivators for participating in knowledge sharing were found to be shared targets and good team dynamics. The study found support to the previous perceptions of knowledge absorption being enhanced by prior related knowledge and the connection between team members. The recommendations of this thesis are to build ways of working so that they support intra-team knowledge sharing. To focus on the team members existing individual knowledge stocks and absorptive tendencies. Use of interactive transmission channels, that can include formal, informal and visual communication, increase knowledge sharing. Shared goals or key performance indicators should be used in order to generate motivation for sharing and acquiring of knowledge