Knowledge Sharing Experiences Among Middle Management Leaders: A Phenomenological Study
The findings from this study contribute to understanding what promotes tacit knowledge sharing between leader-leader interactions, encourage employee participation in knowledge sharing, and leads to successful organizational outcomes. Objectively, the purpose of this study was to understand the exchange of knowledge sharing experiences between middle-management leaders during peer-to-peer interactions, and if the interactions stimulate interdepartmental knowledge sharing. The contribution of this research pursued how and when knowledge sharing between middle-management leaders occurs, and if the interactions encourage interdepartmental knowledge sharing activities. The literature presented throughout the study highlights the challenges organizations and leaders face with communication of tacit knowledge, the storage of tacit knowledge, and the multiple leadership elements that influence knowledge sharing. Applying a phenomenological approach to comprehend the lived experiences of leaders during peer-to-peer interactions supported the purpose of the study and collecting information through personal interviews contributed to the rich data that developed the themes including the value of knowledge sharing among peers, a need for leader growth and development, and identification of gaps in communication. Lastly, a proposed recommendation that incorporates an integrated leadership development program into the organization’s culture, that flourishes over time by shaping tacit knowledge sharing principles and streamlining knowledge sharing consistently. Keywords: asymmetrical information, explicit knowledge, knowledge hoarding, knowledge sharing, peer-to-peer, tacit knowledge
Asymmetrical Information, Explicit Knowledge, Knowledge Hoarding, Knowledge Sharing, Peer-to-Peer, Tacit Knowledge
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