Executives focus on individuals as the major source of knowledge and show how follower’s ties together so that they can affect the sharing, storage, transfer, and apply knowledge within SMEs. Executives, therefore, see these connections, and the related shared knowledge and memory, as central to the effectiveness of corporate culture. Executives know that corporate strategy through sharing individual knowledge around the SMEs can positively contribute to building a strong corporate culture. Therefore, executives should build an atmosphere of trust and openness and use corporate strategy to convert individual knowledge into valuable resources for their SMEs to close the performance gap and help SMEs prosper.
Corporate culture is enhanced by providing further opportunities and information sharing. Executives can enhance knowledge sharing by providing access to knowledge, and stimulate new ideas and knowledge generation, transfer an individual’s knowledge to other members and departments and improve knowledge capturing, storing, and accumulating, aiming at achieving organizational goals. Executives that employ corporate strategy can propel knowledge sharing in the SME to generate more innovative ideas and solutions for new and demanding issues that come up constantly in our hypercompetitive economic environment. In doing this, executives can employ corporate strategy through implementing coaching and mentoring practices by sharing experiences gained by imitating, observing, and practicing. Executives that use corporate strategy have found that it builds a strong corporate culture through facilitating
knowledge sharing throughout all levels of the SME. Corporate strategy focuses on defining and recognizing core knowledge areas, coordinating expert opinions, sharing organizational knowledge, and scanning for new knowledge to keep the quality of their products or services continuously improving. Corporate strategy, therefore, is an essential requirement of corporate culture by which knowledge is shared among people.
However, executives may lack the required corporate strategy to interact with other organizations or distrust sharing their knowledge. Executives are, therefore, clearly the right focal point for developing networking with environmental components by adopting a corporate strategy to develop relationships and interactions. The key here is to inspire their SMEs as a whole to develop networking with more effective enterprises through employing corporate strategy directed at connecting knowledge with other companies.
Through the corporate strategy, executives could build a climate inspiring followers to share their knowledge, and facilitate the knowledge sharing process. Thus, executives can apply corporate strategy to enhance knowledge sharing among human capital and stipulate knowledge to be shared around the SME and with other companies.
By Mostafa Sayyadi, Management Consultant | Business & Technology journalist