Knowledge‐sharing Practices in Pharmaceutical Research and Development—a Case Study

• Published in: Knowledge and process management 2011-07, Vol.18 (3), p.121-132
• Main Authors: Lilleoere, Anne‐Mette, Hansen, Ebba Holme
• Format: Article
• Language: English
• Subjects: Case studies; Information sharing; Knowledge management; Knowledge sharing; Pharmaceutical industry; R&D; Research & development; Tacit knowledge; Validation studies
• ISSN: 1092-4604; 1099-1441
• DOI: 10.1002/kpm.379

Although knowledge sharing is an important element in this process, little attention has been paid to this field. The purpose of this study was to explore knowledge‐sharing practices in a development project in a pharmaceutical company in Denmark. A case study was carried out. Semi‐structured interviews were conducted for data collection, and researcher triangulation was used to increase study validity. We identified three context‐specific knowledge‐sharing practices: reactive, routine, and transfer, where tacit knowledge was the underlying source. Together, these practices led to knowledge creation. The routine and transfer practices took place as part of daily work, whereas the reactive practices were initiated by the occurrence of a “critical” episode. Face‐to‐face interactions enabled the identified knowledge‐sharing practices, and the level of teamwork was high. Meetings, physical proximity to colleagues, social relations, and relocation of professionals were recognized as fundamental elements for knowledge‐sharing practices, unlocking the potential of tacit knowledge. No physical proximity to colleagues, weak social relations, “to know what to know”, “not invented here” syndrome, and “knowledge as power” appeared as barriers to the identified knowledge‐sharing practices. We identified knowledge‐sharing practices leading to knowledge creation, where tacit knowledge was the primary source. This study highlights the importance of knowledge sharing as an underlying resource for knowledge creation. Managerial encouragement should emphasize face‐to‐face interactions to stimulate knowledge‐sharing practices both within and across development projects. Copyright © 2011 John Wiley & Sons, Ltd.