earticle

영어

In this paper, we argue that the process of cross-functional knowledge sharing is not merely a psychological issue determined by individuals' willingness. More so, it is a process by which organizational members penetrate various types of boundaries to obtain and utilize the knowledge required to improve competitiveness and productivity. Three distinctive but interrelated types of boundaries, identified by this study, are created by the geographical dispersion of organizational units, subcultural differences among organizational communities, as well as the context-dependent nature of functionally specific knowledge. It is found, moreover, that these three types of boundaries inhibit the process of knowledge sharing across organizational units in rather different ways. Evidence derived from an analysis suggests that the boundary-penetration process is not only an intellectual activity but also an emotional one. The paper closes with an elaboration of the factors that influence the penetration process and, thereby, enhance productivity, namely mutual learning, perspective taking, social networks, and trust.