The discourse also considers the Kolb learning system and influences of improving the situation at Siemens. Siemens organization did not consider earlier knowledge management, yet it is an economic resource for the company.
It is essential for Siemens to recognize that sharing of knowledge is a significant element of knowledge management. Knowledge management is not part of the success strategy in the learning and knowledge at Siemens. Employees own knowledge and incorporating them into institutional knowledge at Siemens relies on the cultural behavior regarding sharing knowledge (Morey, Maybury, Bhavani, &Thuraisingham2002, p. 23).It is the role of the company to inculcate the culture of knowledge sharing among employees. Employees at Siemens comprehend that sharing of knowledge is significant but do not share amongst them because they hold it an important asset that can make them remain valuable at the company (Sonbuchner 1991, p. 31). It is not possible to force employees to share knowledge neither is it advisable. However, employees induced or motivated to do so. The system at Siemens constitutes motivational methods to induce workers into adopting the behavior of sharing knowledge, the biggest challenge emanates from changing the current behavior of employees (MacKeracher 1996, p. 56).
Changing behavior is directly proportional to the success of sharing knowledge and the effectiveness of knowledge management (Stewart & Rigg 2011, p. 41). The value of sharing knowledge in knowledge management requires understanding ways through which employees remain motivated to share knowledge in a way that helps the overall intellectual advantage of Siemens (Kiersey1984). The knowledge gaps at Siemens are barriers in attaining desired goals in the company (Jones& Carr 1987, p. 69).