The Theories Of Knowledge Acquisition

Knowledge Acquisition

Knowledge acquisition can be express as the practices, processes and tools used to move knowledge into a state where it is kept available for future use. This is mean a person who is expert tutors another person or group on how to perform a difficult task, capturing specified problem-solving instructions. Authors O’Dell and Grayson (1998) proposed that there are two categories of knowledge acquisition which consist of benchmarking and collaboration. They specify that during benchmarking process, an organization will able to recognizes unresolved practices created by other organizations, then considers the recent state of a particular process to identify gaps and challenges. When these practices and conflicts have been

Drucker (1993) also verified that the knowledge acquisition requires mutual effort and a high level of experience in recognizing and capturing new knowledge. This is supported by Grant (1996), Kimberly (1981), as well Matusik and Hill (1998) who also point out that alliance with other organizations is vital to knowledge acquisition.

H1. Knowledge acquisition will be positively related to job satisfaction.

2.4.2 Knowledge Sharing

Based on the views of authors Hogel et al. (2003), knowledge sharing is a social interaction culture which leads to the switch over of employee knowledge, experiences, and skills across the entire department or organization. This is corresponding to Bartol and Srivastava (2002) who declared that knowledge sharing happens where sharing of relevant information, ideas, recommendations and expertise occur among members of the organization.

Moreover, Epple et al. (1996) believed that by sharing existing knowledge, organizations would get benefits where it promotes a better performance in the organization. On top of that, knowledge sharing consists of both the process of sharing or providing knowledge to others and obtaining knowledge for one’s own use as told by Wilkesmann et al. (2009).

H2. Knowledge sharing will be positively related to job

According to Kirsch (2008), knowledge retention is a process of focusing on the important knowledge that is an organization has a risk of losing it, based on potential knowledge gaps and their impact upon entire organizational performance.

Levy (2011) stated knowledge retention or knowledge continuity involves capturing knowledge in the organization for future use. Knowledge retention is said to become the main challenge in many countries, as knowledge becomes organizations' main valuable assets.

Hayward-Wright (2009) make a list where there are two types of enablers necessary for knowledge retention. Those enablers are systems-based knowledge transfer enablers such as a document of management, procedure repository, associates database, expert database, social network analysis and training program in the online form. Second is people-based knowledge transfer enablers that include mentoring, coaching, shadowing, joint decision making, interviews, storytelling, networking, think tanks, forums or communities of practice and many more.

H5. Knowledge retention will be positively related to job