Table of Contents
- Reconfiguration of Organizational Structure
- Implementation of a Reward System
- Implementation of Knowledge Information System
The main focus of this research is based on improving collaboration through knowledge sharing within Asian and Middle Eastern Oil and Gas producing Countries. Collaboration challenges as well as factors influencing knowledge sharing practices have been identified. Furthermore, the outcomes to knowledge sharing practices have been identified that relates to overall work performance, productivity, organizational growth and cost reduction. Intangible benefits are related to dynamic capabilities, organizational learning, competitive advantage and innovation which also positively affected the overall performance of Oil and Gas organizations
Knowledge sharing plays an important role in collaborating within an organization in terms of individual level, organizational level and technological level. Without knowledge sharing, companies within the Oil and Gas Industry may face difficulties in communicating with their colleagues and other stakeholders. Knowledge sharing barriers such as lack of trust, lack of management support and lack of available technology negatively affect the collaboration between supply chain partners. Different strategies for managing knowledge sharing are databases, portals, communities of practices and virtual teams.
It is critical for the Oil and Gas industry to build secure knowledge sharing systems about both internally and externally. For secure sharing of data, suitable access and control tools ought to be executed to guarantee security. Likewise, knowledge sharing practice results in cost reduction and enable the development of new knowledge to take place. Finally, knowledge sharing practice gives employees open information and helps the organization through quicker critical thinking, innovativeness, improvement of new business openings and to increase competitive advantage.
The study concluded different factor related to knowledge sharing which promote or impede collaboration within the Oil and Gas Industry. In this section recommendations are put in place which are feasible and beneficial to the Asian and Middle Eastern O&G producing countries as well as the overall O&G industry.
Reconfiguration of Organizational Structure
Organization structure influences how knowledge sharing practices get spread all through the organization. A centralized structure is sorted out to accentuate vertical information because the communication channel follow the corporate hierarchy. This limits knowledge sharing, as information sharing must happen in both vertical and horizontal ways. Formality and centralization reduce the measure of shared information among organizations’ employees. Consequently, a less centralized structure takes into consideration more information sharing to happen (Ebrahimi et al. 2018).
Implementation of a Reward System
It is essential to reward employees that shares their skills within the organization. Yet, the issue with many reward systems for sharing knowledge is that valuable information originates from the lower level in the organization, from individuals who are not on the incentive systems and most likely react substantially more promptly to the inclination that they have a been place (Chong and Besharati, 2014). Similarly, extraneous rewards including salary raises and bonus are a few examples with regards to knowledge sharing. Intrinsic rewards including acknowledgment and recognition plays a positive role in motivating employees to sharing knowledge (Ali et al. 2019).
Implementation of Knowledge Information System
Technology is a key component in any organization and regularly enables an organization to build up its business process. Information and communication technological (ICT) tools have a great part in implementing knowledge sharing. Knowledge-sharing system are empowering operatives of knowledge-sharing practices as they encourage keeping up of organizations’ lessons learned and staff expertise. For example Web 2.0 is indicated to as social web as well, and it is another innovation of network-driven web including online/virtual communities of practice and the intranet itself. Hence it has great potential in collaborating capabilities while developing knowledge-sharing culture (Grant, 2013).
