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2004). Social context and social capital as enablers of knowledge integration. Journal of Knowledge Management, 8(3), 89–105. Lesser, E. L. (2000). Leveraging social capital in organizations. In: E. L. ), Knowledge and social capital: Foundations and applications (pp. 3–16). Boston: Butterworth Heinemann. Lesser, E. , & Prusak, L. (2000). Communities of practice, social capital and organizational knowledge. In: E. L. Lesser, M. A. Fontaine & J. A. Slusher (Eds), Knowledge and Communities (pp. 123–131).

The motives for sharing can also be partly explained by shared goals to do good in support of the customer’s interests. The feeling of belonging to a group affects how group members behave towards their group (Tyler & Blader, 2001). It is not only the group synergies that are motivating factors, but also the possibilities that exist to develop a positive sense of self within the group setting. The younger members of the group are more optimistic about their capacity to affect activities in the organisation than are their older colleagues.

Also expertise, experience, communicative ability and trust are qualities that are important within the relations affecting information and knowledge sharing. These are important insights in the management of organisations and, especially, in the management of expert organisations where the individual knowledge base is important to bring into the common awareness. Expert organisations such as libraries where both routine-based work and work tasks are performed typically by experts face an additional challenge in shaping a communicative structure that is suitable for different work environments within the same organisation.

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