Network level knowledge sharing: Leveraging Riege’s model of knowledge barriers

ABSTRACT

This paper identifies the key knowledge barriers typical for inter-organisational relationships and networks. Riege’s well-known model of knowledge barriers classifies barriers as individual, organisational and technological level hindrances, but leaves out the network level in particular. Based on a review of the top five knowledge management journals, this paper leverages Riege’s model to apply it at the network level. The added network-level barriers are geographical distance, cognitive proximity, strength of relationship and lack of intermediator. The literature review also revealed knowledge-specific barriers, i.e., ambiguity, complexity, stickiness, tacitness and knowledge protection, as the critical knowledge barriers in inter-organisational co-operations. By revealing the typical knowledge barriers at the network level, this paper develops knowledge management practices for networks. Managers responsible for network development and management in general need such practices, as knowledge sharing has been recognised as a key source of competitiveness and simultaneously one of the main challenges faced in networks.

KEYWORDS:

• Knowledge sharing
• knowledge barriers
• knowledge management
• networks
• inter-organisational

Disclosure statement

No potential conflict of interest was reported by the authors.

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.