Sharing as Power: Keys Strategies for Breaking Knowledge Silos

Abstract

This paper develops an integrative framework proposing actionable strategies for dismantling knowledge silos within corporate environments. Guided by a qualitative methodology, data was gathered from knowledge management (KM) professionals across physical and digital domains using a triangulation approach. The findings illuminate the critical importance of executive-level engagement and sustained commitment to KM initiatives, while simultaneously highlighting the fundamental role of interpersonal trust in overcoming barriers to collaboration and intellectual exchange. We identify five key strategic approaches that demonstrate symbiotic relationships across two organizational movements—Top-Down and Bottom-Up—which, when implemented cohesively, can effectively mitigate detrimental knowledge silos and enhance cross-functional knowledge flows. This work contributes original perspectives to the currently limited literature on addressing intra-organizational knowledge barriers. By situating knowledge silos and knowledge hiding within the broader context of knowledge risks, this study emphasizes the importance of comprehensive knowledge risk management in sustaining knowledge-driven innovation and organizational effectiveness. For future research, we propose investigating optimized technological systems that can effectively support and reinforce embedded knowledge-sharing routines within organizational contexts.