Knowledge management and knowledge sharing in maintenance department of high-tech industries

PurposeThe competition and competitive advantage among firms in various industries have shifted toward a knowledge-based economy. This is particularly evident in knowledge-intensive industries where a company's competitive edge relies heavily on its ability to generate and utilize new knowledge solutions. Knowledge management (KM) is essential for all organizations, but it holds greater significance in specific functional units, such as maintenance. Industrial maintenance is a knowledge-intensive field and knowledge sharing (KS) motivation is low due to the tacit and intricate nature of knowledge. Despite these challenges, sharing knowledge between experienced and novice employees is fundamental to industrial maintenance, and much remains to be examined in this area. This study explores how novices' knowledge and KS with other workers can be improved via "Training by Novices" program in industrial maintenance.Design/methodology/approachThis study adopted an action-research approach within a high-tech company's maintenance department, involving 103 maintenance employees. The research unfolded in three pivotal phases: first, an initial evaluation of KM and KS was carried out; second, training programs by novices aimed at strengthening KS between novices and department members were implemented and third, data were collected to assess changes and facilitate improvement in knowledge exchange and collaboration within the department.FindingsThe study demonstrates that involving novices in training programs as trainers within high-tech industries' maintenance departments enhances KM and KS among all employees. The training programs led to substantial increases in knowledge for novices and experienced workers and fostered a culture of continuous learning. Despite the short training duration, participants' overall knowledge increased, and they found the program effective and expressed willingness to continue, indicating potential for long-term improvements in KS practices.Research limitations/implicationsThis research challenges conventional wisdom regarding KS among novices in industrial maintenance. Showcasing the effectiveness of novices as trainers offers a fresh perspective on enhancing KS practices within knowledge-intensive industries.Practical implicationsThis study provides actionable insights for maintenance managers grappling with KS challenges. Organizations can boost employees' knowledge and KS practices by advocating for structured training programs led by novices, fostering a more collaborative workplace culture.Originality/valueThis study introduces a novel approach by empowering novices to engage actively in KS within industrial maintenance settings. By utilizing novices as trainers, the research demonstrates a practical means of enhancing both their own knowledge and that of their peers. This innovative strategy not only addresses common challenges in KM within maintenance units but also promotes a culture of continuous learning and development. This research offers valuable insights into improving KS practices and fostering a more collaborative organizational culture.