Wharton has a very interesting article about
knowledge-“management”/sharing where they present the concept of
“Performative Ties".
The Strength of Performative Ties explains the surprising pattern
of support and sharing between professionals. Such performative ties
allow the firm to stream its knowledge between individuals and
locations, even when employees do not know each other and do not expect
reciprocity from the receiver.
I think design-thinking is highly applicable in situations where knowledge should be gathered and shared.
I wonder if you ever thought of withholding knowledge just because you
thought you could have a competitive advantage, maintaining your own
organizational power-base? For how long? Did you succeed? Why? Why not?