Knowledge sharing between the non-profit sector and the for-profit sector : A case study of a food bank and its donors

Abstract

Food poverty, food insecurity, and increase in food waste are challenges both in developing and developed countries. Food security can be improved and the amount of food waste can be reduced by means of circular economy. Circular economy suggests that adding new factors, such as food banks, to the food system, would be beneficial from a sustainability perspective to the food system. Food banks are responding to social and ecological problems of food insecurity and food poverty as well as food waste generation. However, food banks are scarce in resources, as non-profit organizations typically are. In addition, non-profit organizations are dependent on external factors, such as volunteers and donations. Non-profit organizations are knowledge-intensive organizations where knowledge is typically fragmented. The purpose of this research is to study factors related to knowledge sharing between the non-profit sector and the for-profit sector, and therefore the research question is formulated as follows: what are the drivers and barriers of knowledge sharing at the individual, intra-organizational, and inter-organizational levels between the non-profit sector and the for-profit sector?

The theoretical framework combines organizational knowledge, knowledge sharing, and knowledge management in different organizations. Organizational knowledge is examined through knowledge related matters, such as knowledge types, knowledge creation, and knowledge management. Knowledge sharing is one of the phases of knowledge management and in this research the focus is on its influential factors. The influential factors are divided into individual, organizational, and technical factors and they are examined at different levels of knowledge sharing: individual, intra-organizational, and inter-organizational.

As this study is focused on one specific organization, Tampere Lutheran Parishes food bank, and to its donor organizations, the case study method was chosen to be suitable for this research. The research is qualitative in nature and the data has been generated by conducting ten semi-structured interviews. The data has been analyzed by using an inductive content analysis.

The findings of the study examine knowledge sharing within the food bank, donor organizations, and between the food bank and its donor organizations. Through conducting this research drivers and barriers of knowledge sharing were identified at the individual, intra-organizational, and inter-organizational levels. Drivers are related to an individual’s understanding of their own role, motivation, and reasons to donate. At the organizational level, the practices that support knowledge sharing in organizations and at the intra-organizational level, a well-established and jointly defined donation process was found to be a driver. Barriers are identified to be individual's lack of understanding of their own responsibilities in knowledge sharing, information breaks within the organization, and how lack of understanding of the food bank operations reduces motivation. Ambiguities in the inter-organizational collaboration were found to be a barrier to knowledge sharing.

The theoretical contribution of this study was formed around five empirical observation themes: 1) management 2) operations 3) development 4) interaction, and 5) motivation. Managing knowledge sharing enhances operational efficiency and resource usage. Better operational establishment can be achieved with knowledge management, but operational establishment can also reduce the need for knowledge management which is more resource efficient. Knowledge management has an essential role in development and its role needs to be identified. In the non-profit sector, most knowledge occurs in interpersonal interaction, and thereafter interaction between individuals should be supported. With knowledge sharing motivation can be increased which improves the quality of donations, as well as commitment. Managerial implications highlighted that as the non-profit sector suffers from lack of resources with knowledge sharing, resources can be better utilized where they are needed. Also, non-profit organizations follow a social mission and knowledge sharing has a role in strengthening the social mission and gluing members of an organization together. Lastly, knowledge sharing in the non-profit sector differs from the for-profit sector in the form of knowledge. In non-profit organizations, most knowledge is tacit and this creates its own challenges and opportunities.