The processes of management development within a change management context have mostly been informed by models which assume that individuals can be developed by planned and purposive intervention to perform effectively within a new, forecast, but essentially stable environment. Alongside such...

This paper challenges the view of employees' reluctance to share what they know, thus, attributing the 'stickiness' of knowledge to motivational factors. The study investigated informal mechanisms for knowledge sharing, taking a community-of-practice (CoP) perspective as a point of departure. A...