Knowledge Sharing by Micro-Teams: A Case Study in an Information Services Department

This paper is based on a research project that aimed to identify the enhancers and inhibitors of human–centred knowledge sharing (KS) by micro–teams. The study focused on oil KS within and between micro–teams in an Information Services (IS) Department of a large, international organisation. Primary data was collected via questionnaires and its analysis highlighted a range of reasons why some teams fail to share knowledge. The conclusions and resultant recommendations focus on eliminating the notion of ‘tunnel vision’ within and between the micro–teams.