Yönetsel Korku Nedeniyle Daha Az veya Daha Fazla Bilgi Paylaşımı: Turizm Sektörü Üzerine Bir Araştırma

Öz

Yöneticilerin güç kaybı, bilgi eksiklerini açığa çıkarma ve eleştirilerle karşılaşma korkusu, bilgi akışının kısıtlanmasına yol açarak iş birliğini ve hizmet kalitesini olumsuz etkileyebilir. Bu araştırma, SECI modeli ve Birleşik Krallık konaklama sektöründen 6 katılımcıyla yapılan yarı yapılandırılmış görüşmeler içeren nitel bir metodoloji kullanarak, yönetsel korkunun dinamiklerini ve bilgi paylaşımı (KS) üzerindeki etkisini analiz etmektedir. Bulgular, yönetsel korkunun, konaklama sektöründe müşteri memnuniyeti ve hizmet kalitesi için hayati öneme sahip örtük bilginin paylaşımını engelleyebileceğini ortaya koymaktadır. Çalışma, yönetsel korkunun nasıl tezahür ettiğine dair yeni bir bilgi paylaşımı taksonomisi sunarak, olumsuz etkileri hafifletmeye yönelik stratejiler önermektedir. Tematik analiz, dört farklı bilgi paylaşım dilimini ortaya çıkarmıştır: Aktif, İsteksiz, Pasif ve Tereddütlü Bilgi Paylaşımcıları. Aktif paylaşımcılar, korkunun minimum düzeyde olduğu ve bilgi paylaşımında aktif rol aldıkları, yenilikçiliği ve olumlu örgütsel dinamikleri teşvik ettikleri bir tutum sergilemiştir. Buna karşılık, tereddütlü paylaşımcılar, genellikle sonuçlardan korkma ya da güvensizlik nedeniyle önemli bir isteksizlik göstermiş ve bu da örgütsel sessizliğe ve azalan iş birliğine katkıda bulunmuştur.

Anahtar Kelimeler

• Yönetsel Korku
• Bilgi Paylaşım
• Turizm Sektörü

Less or More Knowledge Sharing Caused by Managerial Fear in the Tourism Hospitality Sector

Öz

Managers' fear of losing power, revealing knowledge gaps, and facing criticism can lead to a restrictive flow of information, negatively impacting collaboration and service quality. This research employs the SECI model and qualitative methodology, including semi-structured interviews with 6 participants from the UK hospitality industry, to analyze the dynamics of managerial fear and its impact on KS. Findings reveal that managerial fear can inhibit the sharing of tacit knowledge, essential for customer satisfaction and service quality in the hospitality industry. The study introduces a new taxonomy for KS, that could provide insights into how managerial fear manifests, and proposing strategies to mitigate its adverse effects. Thematic analysis revealed four distinct knowledge-sharing quadrants: Active, Reluctant, Passive, and Hesitant Knowledge Sharers. Active sharers exhibited minimal fear and actively engaged in knowledge sharing, fostering innovation and positive organizational dynamics. In contrast, hesitant sharers demonstrated significant reluctance, often due to fear of repercussions or lack of trust, contributing to organizational silence and diminished collaboration.

Anahtar Kelimeler

• Knowledge Sharing
• Managerial Fear
• Tourism Sector

Kaynakça

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