New knowledge creation within manufacturing: a pattern analysis of behaviours and interactions that underpin knowledge creation and innovation in a large German automotive manufacturer.

Organisational culture is regularly cited in the knowledge management literature as a barrier to information and knowledge sharing (for example, Hall & Goody, 2007, p. 182). In addition, it has been noted that the degree of success of knowledge management initiatives to underpin new knowledge creation and innovation is highly dependent on local contexts (for example, Detlor, Ruhi, Turel, Bergeron, Choo, Heaton & Paquette, 2006) and the nature of...