Sharing knowledge contextualising sociotechnical thinking and practice

Purpose The purpose of this research is to present the empirical findings from a case study in knowledge sharing with the aim of understanding knowledge sharing in a strategic context through a sociotechnical approach. Designmethodologyapproach Knowledge sharing facilitators and barriers were examined in a UK owned multinational engineering organisation. A total of 20 semistructured interviews were conducted and analysed using a combination of matrix and template analysis. Findings The paper highlights leadership, organisational, and individual factors that are perceived to impact knowledge sharing. Furthermore, three subfactors trust, individual motivation and geographical location, are discussed as doubleedged factors, i.e. their impact on knowledge sharing is complex in that they may act as both barriers and enablers. Research limitationsimplications The main limitation of this study is that it is conducted in a single organisational context. A second case study is currently being analysed to explore knowledge sharing in a different context within the same organisation. Practical implications A balanced approach to knowledge management practices is emphasised where both technical and social aspects are taken into account. Originalityvalue This paper provides important contributions. First, it emphasises the impact of strategic change on knowledge sharing as one aspect of the organisational knowledge management. Second, it frames knowledge sharing within a sociotechnical approach. Third, it provides us with empirical evidence through our use of case study in an organisational setting.