Page 349 - Crossing Cultural Boundaries - Cees den Teuling

colleagues, but still hold it to themselves. To solve the problem, connect the two different positions together and provide attractive incentives, likely not to be ignored.
- Accessibility and the option to contribute to the organisation’s database and/or repository for nearly everyone in the organisation should be provided. The span of communication influences the ability of employees to bring the organisation in the intended position. Confidential information can be restricted and/or controlled with the KM system. If the organisation is organised internationally, keep the contributions in the original language and connect with information on the employee, who contributed.
- The option to contribute to the KM system by employees under confidentiality, without the possibility of being reprimanded, is a valuable asset. Expressions with an e.g. obscene content will be removed by the staff, in control of the KM system/ publicly distributed regulations against abuse will serve as an effective guidance.
- Actionable information, and consequently knowledge should be available from the central database and/or repository in 24/7 sequence. The accessibility of the knowledge / information is the critical determination of the level of usage, independent from the location of the user.
- An IT based KM system with a platform to post and exchange additions such as searches, answers and questions will need automatic to be refreshed at regular intervals. There should be an option for the user to deactivate the automated refreshing intervals.
- Easy navigability is essential for successful KM systems. A cryptic and difficult- to-use opening interface will gain less interest by potential users. Easy to use and easy retrieval are essential features. Efficient, straightforward and simple processes for tapping or sharing into the pool of knowledge are essential. Otherwise, employees are discouraged to contribute to or tapping from the organisation’s body of knowledge.
- For a larger organisation, it is useful to keep track of what is done in other division and departments. A shared Organisation’s Database should be developed to gather all best practices across locations. Leading organisations integrate knowledge sharing in their strategy. Support and build an organisation- wide continuous learning attitude. Stimulate, among employees the eagerness
and awareness to validate creation, usage and sharing of knowledge. Human
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