Knowledge sharing and organizational change: Practice interactions in Australian local government

Leith, D; Yerbury, H

Knowledge sharing and organizational change: Practice interactions in Australian local government

Leith, D Yerbury, H

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Publication Type:: Journal Article
Citation:: Journal of Librarianship and Information Science, 2019, 51 (4), pp. 1041 - 1051
Issue Date:: 2019-12-01

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Field	Value	Language
dc.contributor.author	Leith, D	en_US
dc.contributor.author	Yerbury, H https://orcid.org/0000-0002-1525-3268	en_US
dc.date.issued	2019-12-01	en_US
dc.identifier.citation	Journal of Librarianship and Information Science, 2019, 51 (4), pp. 1041 - 1051	en_US
dc.identifier.issn	0961-0006	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135998
dc.description.abstract	© The Author(s) 2018. The sharing of knowledge in organizations is deemed critical to achieving environmental and economic sustainability outcomes. This study applies a practice theoretical approach to investigating knowledge sharing in a team in local government created to break down the boundaries which have led to siloed practices. Findings indicate a range of activities, including influencing and resisting, and these differ from findings in other studies. Analysis of organizational discourses, physical arrangements and social spaces of organizations demonstrated the existence of two distinct practices: knowledge sharing and organizational change. Sharing knowledge of the organization and its ways of working were found to be as important as sharing subject knowledge and expertise.	en_US
dc.relation.ispartof	Journal of Librarianship and Information Science	en_US
dc.relation.isbasedon	10.1177/0961000618769969	en_US
dc.subject.classification	Information & Library Sciences	en_US
dc.title	Knowledge sharing and organizational change: Practice interactions in Australian local government	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	51	en_US
utslib.for	0807 Library and Information Studies	en_US
utslib.for	0806 Information Systems	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/IKM and Digital Studies Program
utslib.copyright.status	open_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	51	en_US

Abstract:

© The Author(s) 2018. The sharing of knowledge in organizations is deemed critical to achieving environmental and economic sustainability outcomes. This study applies a practice theoretical approach to investigating knowledge sharing in a team in local government created to break down the boundaries which have led to siloed practices. Findings indicate a range of activities, including influencing and resisting, and these differ from findings in other studies. Analysis of organizational discourses, physical arrangements and social spaces of organizations demonstrated the existence of two distinct practices: knowledge sharing and organizational change. Sharing knowledge of the organization and its ways of working were found to be as important as sharing subject knowledge and expertise.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/135998