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The problem addressed in this study is that little action is taken to create the social aspects and social value of knowledge-sharing culture within organizations. There is a need for increased understanding of the behavioral side of knowledge management. The purpose of this study was to focus on knowledge sharing from a behavioral perspective. Knowledge management is defined as the accumulation, protection, and leverage of knowledge. This research study investigated the relationship between knowledge sharing and competitiveness and approached the field of knowledge management from the organizational, cultural, and behavioral perspectives. The research questions examined how knowledge workers described the parameters and conditions of knowledge sharing, as well as the relationship between knowledge sharing and competitiveness of professional service firms. The overall research design employed three focus groups and individual interviews of a selected professional service firm. Similarity and commonalities of data from interviews were color coded and labeled. Field notes, handouts, and a qualitative research computer program were used to triangulate data. Results of the study generated and established five specific categories. The categories of spiritual essence of business, believability and openness, and ethical responsibility present the mind and spiritual connection to enhance the value of knowledge sharing as a factor for competitiveness. In addition, the categories of whole brain learning and connectivity are context for creating a learning organization. The implications for social change include a clearer understanding of knowledge sharing which can increase organizational competitiveness. The effect of the added competitiveness of professional service firms can result in enhancing economic and social value of their key stakeholders.