Learning, Knowledge and Performance Free Essay Example, 3000 words

52). The evolved context providing a medium for embedding specific situations define the culture of an organization such as Siemens. Climate and culture entail the history of the company and employees hold it dearly and collectively (Reid 1995, p. 112). Influence and power cannot manipulate culture at Siemens. Similarly, the climate at Siemens as an organization constitutes the appropriate situation at a specific time linked to the feelings, thoughts, as well as behavior of institutional employees (Barer-Stein 1991, p. 61). Employees can manipulate the climate of the organization because it is temporary in nature. Employees and other workers with influence and power can manipulate the climate at Siemens. Comparatively, culture influences the sharing of knowledge because the process requires an organizational culture that supports its survival and growth. Employees can only trust an embedded culture provided it is not easy to manipulate the same. It is easy for them to share the same. An environment where players value sharing makes it easy for people to share information willingly as opposed to the use of force. The value of knowledge increases when shared among various people (Little, Quintas, &Ray 2001, p. We will write a custom essay sample on Learning, Knowledge and Performance or any topic specifically for you Only $17.96 $11.86/pageorder now 77). Other important factors that influence the process of sharing knowledge and development of such behavior are space and time (Gibb 2008, p. 65). Drafting a busy schedule where employees remain at consistently makes it difficult for people to share information. Busy schedules and programs make employees busy with their work leaving insufficient time for them to communicate with each other. Sharing of knowledge cannot occur under such circumstances. Technology and Communication Issues identified in the culture subsection make it crucial for decision makers to generate factors that help in the increase of sharing of knowledge among employees to reduce the gaps in the knowledge (Ehrman 1996, p. 101). Employees at Siemens and in other companies as well believe that technology offers the best platform for sharing of knowledge. However, scholars posit that the case is not always the same for large companies such as Siemens. Other large organizations have superior methods to facilitate the process of sharing knowledge with little help coming from technology (Newell, Robertson, Scarborough, &Swan 2009, p. 89). According to scholars subscribing to this school of thought, the best platform that facilitates the sharing of knowledge remains employees. Other scholars delve into analyzing extrinsic and intrinsic rewards as alternative platform that facilitate the sharing of knowledge.