Vai trò của sự lãnh đạo trong chia sẻ tri thức của các giảng viên đại học tại trường đại học việt nhật

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN NGỌC HƯƠNG THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE UNIVERSITY LECTURERS AT THE VIETNAM JAPAN UNIVERSITY VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC CỦA CÁC GIẢNG VIÊN ĐẠI HỌC TẠI TRƯỜNG ĐẠI HỌC VIỆT NHẬT LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2018 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN NGỌC HƯƠNG THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE UNIVERSITY LECTURERS AT THE VIETNAM JAPAN UNIVERSITY VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC CỦA CÁC GIẢNG VIÊN ĐẠI HỌC TẠI TRƯỜNG ĐẠI HỌC VIỆT NHẬT Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS Nguyễn Ngọc Thắng HÀ NỘI - 2018 COMMITMENT The author pledges that the results of the research in the thesis are the results of the author's own work obtained primarily during study and research and not yet published in any other research programs by others Research results and materials of others (quotations, forms, tables, formulas, graphs and other materials) used in this thesis have been approved and cited by the authors in detail I am fully responsible to the Board for thesis defense, the Faculty of Business Management and the law for the above commitments Hanoi, ./2018 i TABLE OF CONTENTS COMMITMENT i TABLE OF CONTENTS ii LIST OF TABLES, DIAGRAMS v INTRODUCTION CHAPTER 1: THEORICAL FRAMEWORK AND ASSESSMENT MODEL OF THE ROLE OF LEADERSHIP ON THE KNOWLEDGE SHARING 1.1 The knowledge definition 1.2 The definition of knowledge sharing 11 1.3 Factors affecting knowledge sharing 12 1.3.1 Belief 12 1.3.2 Communication 12 1.3.3 Leadership 12 1.3.4 Cohesion 13 1.3.5 Reward and incentive system 13 1.3.6 Information technology 13 1.4 The concept of leadership and the expression of the leadership 14 1.4.1 Concept 14 1.4.2 Expressiong of leadership 14 1.5 The role of leadership in knowledge sharing 15 1.6 Some experimental research models 17 1.6.1 The Billy Whisnant & Odai Khasawneh (2014) model 17 1.6.2 The Mansor and Kenny (2013) 18 1.6.3 Research model of Bui Thi Thanh (2014) 19 1.6.4 Research model of Lin 20 1.6.5 The Phuong, T.T.L and Thuy, N.N (2011) Model 22 1.7 Proposed research model 23 CHAPTER 2: RESEARCH PROCESS AND METHODOLOGY 26 2.1 Research process 26 ii 2.2 Research design 26 2.2.1 Desk research 27 2.2.2 Case study analysis 27 2.3 Questionnaires design 28 2.3.1 Trust in Leader 28 2.3.2 Leaders behaviors 29 2.3.3 Leader Follower relationships 30 2.3.4 Orientation of the organization 30 2.3.4 Knowledge sharing 32 2.4 Questions for Interview 32 2.5 Sample size 33 2.5.1 Number of participants for survey 33 2.5.2 Number of participants attending for interview 34 CHAPTER 3: CURRENT STATUS OF ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF TEACHERS AT VIETNAM JAPAN UNIVERSITY 35 3.1 Overview of Vietnam Japan University 35 3.1.1 Establishment History 35 3.1.2 Organizational 37 3.2 Scale of training and the quality of training these years 40 3.2.1 Scale of the training 40 3.2.2 Quality of the training 40 3.3 Characteristics of the leadership and lecturers of the university 43 3.4 The role of the leadership to share knowledge in the lecturers of Vietnam Japan University 43 CHAPTER 4: SOLUTION TO PROMOTE KNOWLEDGE SHARING OF TEACHER AT THE VIETNAM JAPAN UNIVERSITY 54 4.1 Declaration of mission, vision, development orientations and development objectives to 2024 of the VJU 54 4.2 Solution for enhancing the role of the leader in the knowledge sharing 55 iii 4.2.1 Develop and improve policies to attract talented faculty in line with VJU's development strategy 56 4.2.2 Solutions to enhance the trust of the lecturers on leaders 57 4.2.3 Solutions for building organizational culture 58 4.2.4 Solutions for develop the criteria assessing the performance of lecturers 58 4.2.5 Solutions for Infrastructure technology 59 4.3 Recommendation 60 CONCLUSIONS, CONTRIBUTIONS AND LIMITATIONS OF RESEARCH 62 APPENDIX 64 REFERENCES 70 iv LIST OF TABLES, DIAGRAMS Figure 1.1: Theoretical model of knowledge sharing 17 Figure 1.2: The Mansor and Kenny model 19 Figure 1.3: The theoretical model of research 20 Figure 1.4: The Lin model 22 Figure 1.5: The Phuong, T.T.L and Thuy, N.N (2011) Model 23 Figure 1.6: The proposed research model 25 Figure 2.1: Flowchart of the study 26 Table 2.1 Structure of survey samples by training program 33 Diagram 3.1 Organizational Structure of Vietnam Japan University 37 Table 3.1 Statistics on characteristics of respondents 43 Table 3.2 Measurement of Trust in Leaders 46 Table 3.3 Measurement of Leader behavior 47 Table 3.4 Measurement of Leader follower relationship 49 Table 3.5 Measurement of Development Orientation 50 Table 3.6 Evaluation of Knowledge sharing 51 v INTRODUCTION Rationale Knowledge is the most precious asset, the creativity, the innovation which contains potential power for development of every organization in such an Age of technology and information explosion It means that, nowadays people find no difficulty in make enquires about specific field or even new information However, how to transfer that kind of raw information or data to your own knowledge not simple like the click on Enter buttion or Google search Its is complex or simple one depends on the it depends on both learner’s compentence (at all levels), and teacher’s communicate skills it means that, sharing knowledge is the key factor "In recent years, the important role of the factors to receive and share knowledge with others in organizations, businesses and the whole modern society has been acknowledged by many researchers"1 It is Obvious that, organizations which require higher level of qualification, such as universities, research institutes, educational institutions knowledge sharing is even much more important In a higher education environment, quality education is always the decisive factor for its success, reputation and development That is an immutable truth for all developing stages of society in all over the world Regarding to this issue, the education managers and scientific researchers have acknowledged the role of strategic vision, material facilities, basic teaching qualifications and especially knowledge sharing is not only the delivery lecture to students but also need to be shared between others, among that, the role of Leaders is highly appreciated2 So how to share knowledge in an effective way? What factors make its influence on knowledge sharing? This is a question that many many scientific researchers and educational administrators in the world spend long time to find the answers However, what make this become complicated is, for each different object, Quote part in the study of PGS Dr Nguyen Van Thang Managing Director of Institute of Asia - Pacific, National Economics University Lu, L., Leung, K., and Koch, P.T (2006) Managerial Knowledge Sharing The role of individual, interpersonal and organizational factors Management and Organization Review, 2(1), 15-41 in different situations and at different stages, the answers also have many interesting differences Vietnam Japan University (VJU) is a new model university in Viet Nam All of the curricula being design on the coordinating universities curricula and taught be professors and experts from Japan as well as VNU and many prestigious university in Viet Nam Besides, VJU leaders and managers also being acknowledge that recruiting many young and adaptable can assimilate quickly staffs, which class world requirements in researching, and teaching is one of leading mission in development of VJU3 In order to achieve that mission, all the lecturers need to progress effective “Knowledge sharing” between all experienced professors, lecturers from Japan and young lecturers Once the knowledge sharing process is effective, the quality of the faculty will be improving Then, qualify of education and training will be soon attained as the goal as mission statement As declared by VJU leaders: “We provide high quality of human resources and research-oriented products to meet standard of a leading research university in Asia What make us different is we pursue the philosophy of liberal education: the learners will be equipped with a broad knowledge base, will be nurtured open mind and interdisciplinary thinking to actively learn and innovate in the era of globalization They also will be developing soft skills and ability to adapt quickly to market demands and cultivate the virtues of humankind VJU expects every student will become people with broad knowledge and vision" It can be seen that, assess the impact of factors that affect the knowledge sharing process among the faculty members will improve the level of teaching staffs, create a creative an friendly sharing environment, support strongly to the development of the VJU Therefore, the author select the research title of “The role of leadership in the sharing of knowledge of university teachers Case study at the Vietnam Japan University” Message from Rector Board and mission announcement of VJU 2 Literature review Contents of research on knowledge sharing and knowledge creation is an array of research is quite new in the world since the term "age of information technology" was gradually replaced by the term "time era of knowledge economy” However, the study was carried out in recent years is extremely rich and a source of reference quality for researchers, managers are interested in this field Can be classified according to the following directions: 2.1 Foundation research Among the research platform, Nonaka is regarded as the "father" of the theory and practice of innovation and knowledge sharing In his classic work 5, Nonaka establish a model of knowledge creation process, which is based on that, a series of experimental studies later inherit The process of knowledge creation of Nonaka be summarized into four stages are: Social communication (Socialization) Externalization process (Externalization) The process of combining (Conbination) The process of internalizing (Internationalization) Basically, Nonaka has designed innovative model called SECI knowledge above The results of this study are inherited thoroughly (and almost entirely) in future research It is a particularly point that, in this model the role of leadership is recognized of in every knowledge creation process (as well as sharing knowledge-a step in the creation of knowledge) 2.2 The theoretical research and model of knowledge sharing assessment In this section, the author does not summarize all the theoretical researches have been done before This section is totally inherited from an essay of Seng Wang (2010) In this study, Wang Seng summed over 76 studies published since 1998 to Nonaka, I., & Konno, N (1998) The concept of" ba": Building a foundation for knowledge creation California management review, 40(3), 40-54 This work has been quoted on international magazines ISSN by more than 6000 other researchers See details in Nguyen Van Thang Nonaka's creative theory and applications in public organizations in Vietnam Institute of Southeast Asian Studies National Economics University 2014 The role of motivation and motivation to share knowledge in the lecturers is very necessary to direct and develop incentive rules such as regulations on reward, motivation, recognition of contributions of leaders For faculty demonstrating the positive in the process of knowledge exchange; Aiming at international standards, VJU has developed academic programs based on curriculum transferred from Japanese partner universities in combination with a team of elite professors from Japanese universities, VNU and other wellknown universities Besides, VJU will nurture lecturers to be capable of doing research and lecturing at international level 4.2.2 Solutions to enhance the trust of the lecturers on leaders To increase the trust among lecturers, reduce the disagreement in communication between the leaders and the lecturers Thus enhancing the knowledge sharing within the organization; Regular held the seminar, workshop, professional conference This solution has both a practical effect in knowledge sharing and contributes positively to the cohesion between the lecturers and leaders; Set up a professional calendar of seminars, conferences to share experiences for each units and the whole university The regular professional calendar will create a good habit for the lecturer and facilitate the sharing of knowledge; In the scientific meetings, the faculties of the VJU should invite the experts who has high experienced and professional knowledge to participate These experts will have a great impact on the perceptions of faculty members about the role of knowledge sharing In addition to scientific activities, the VJU should promote the movement such as cultural activities, sports activities, entertainment, these collective activities to increase the cohesion of lecturers, thereby improving the effectiveness of knowledge sharing; The Trade Union organization should also connect role in creating cohesion between the lecturers in the school Facilitating visits, encouraging and understanding the difficulties of the faculty members in their work and life, 57 demonstrating the support of the team in an efficient manner, enabling people to feel at home working environment at school as a second family; 4.2.3 Solutions for building organizational culture The Organization regularly hosts picnics, extracurricular activities, teambuilding with the participation of all members of the organization, the aim is to increase trust among members of the organization and create interactive contexts society; Encourage lecturers to share information, knowledge through informal channels such as extracurricular activities, etc; Celebrating holidays is a way of creating the culture of the organization because it creates favorable conditions as well as space for everyone in the organization to have the opportunity to talk exchange and talk to each other as: year-end party at the end of the lunar year, summer camp This is a festival for people to talk and say goodbye to the old year and welcome a new year This is an opportunity for members to share time with each other; Through the organization of the holidays mentioned above, members of the organization feel closer and closer to each other in life, thereby in the process of work, when problems arise, they will easier to solve together; 4.2.4 Solutions for develop the criteria assessing the performance of lecturers Building good regulations on performance assessment of the lecturers create the fairness, rigorous process in evaluating lecturers, thereby enhancing the trust and creating good relationships between lecturers and leaders Based on the trust and a good relationship, the goal of promoting knowledge sharing would be achieved The VJU should complete the specific regulations on the teacher’s responsibilities At the same time, complete the process of evaluating lecturers (staffs) under the self – responsibility mechanism The assessment indicator includes: Quality evaluation must reflect the actual situation in order to give out the correct solution for improving the performance quality of the lecturers An importance note is the indicators must be clear and measureable 58 Assessment period, the annual assessment must base on detailed assessments that be made through each lesson, subject, scientific report Assessment both of the past performance and potential development in the future Evaluation process: Self-assessment, evaluation by other individuals (leaders, co-workers, students…) and evaluation of the collective (council for emulation and reward) Methods of implementation: Develop regulations on responsibilities of the lecturers Based on the Decision No 64/2008/QĐ-BGDĐT signed date November 28, 2008 of the Ministers of Education and Training (MOET) is issue a separate regulation of VJU At the same time, attention on defining the responsibilities of lecturers while performing the credit based training program This is a good condition to promote of the educational institutions as well as the lecturers themselves The assignment of the lecturer’s duties must be specified into activities: teaching, scientific research and qualification improvement, administrative and training assistance Specifying the requirements for teaching tasks, developing the training program and teaching plans Develop a process for assessing the lecturers to evaluation the performance of the lecturers In the future, the VJU should make the assessment activity become a part of the culture of VJU The process of evaluating lecturers needs to be objective, transparent and fair in order to enhance the meaning of the emulation activities through the evaluation of lecturers As a result, the motivation of lecturers will be higher, especially the knowledge sharing motivation 4.2.5 Solutions for Infrastructure technology Provide to lecturers with information infrastructure so that they can connect to specialized databases so that they are constantly updated and technology changes; Applying information technology to effectively store the organization's knowledge store, building an electronic library to provide lecturers and leaders with lessons learned, experience and the secret of the organization in the form of digitized documents; 59 To improve the library management system and keep up-to-date with the school's e-library Additional materials research at home and abroad divided into specialized fields for convenience of reference materials of lecturers and students of the school; Link to libraries of many domestic and foreign universities to share the treasure of endless knowledge of humankind; To create a shared website in the form of a forum or an online document sharing site Which simplifies the contribution of materials, as well as viewing the material from the page through the faculty account and can now develop their own online teamwork tools through the Google driver tool, which provides faculty with an internal email system to work online in the same team anywhere, anytime 4.3 Recommendation The Government should quickly adopt appropriate mechanisms and policies to promote autonomy regimes and enhance the responsibility of Universities for the development of education Issue specific financial regulations for VJU The Ministry of Education and Training should standardized the criteria for evaluating lecturers Making the fairness in the regime creating favorable conditions for competing among the universities on the training quality On the side of VJU, the Rectors Board needs pay more attention on developing the training quality the financial efficiency To select the branches and specializations which Japan has strengths and Japanese enterprises and Vietnamese society in need, focusing on two areas: high technology and interdisciplinary science (priority in majors, majors with long-term stability in enrollment) Create a bridge between education and culture of Viet Nam and Japan; Development of financial potential: 50% of funding from the Government of Vietnam, 40% from the Government of Japan and 10% from tuition fees, research and services It is necessary to raise the awareness of all the lecturers and leaders about the role of knowledge sharing In particular, the Rectors Board should consider the task of promoting knowledge sharing as the main mission of unit leaders 60 Moreover, raise the awareness of lecturers on the tasks, develop the strategy plan for the development of the lecturers, set up the criteria for evaluating lecturers, and propose the policies to ensure the development of lecturer’s qualification The Rectors should continue to promote the factors that positive influence the knowledge sharing among lecturers and between lecturers and leaders Implement the more attractive policy that encourages lecturers to volunteer in the knowledge sharing, improve their professional qualifications and knowledge 61 CONCLUSIONS, CONTRIBUTIONS AND LIMITATIONS OF RESEARCH Conclusions Research on the role of leaders with the knowledge sharing among lecturers of the VJU is an urgent issue that strongly affect the development of the university Knowledge sharing is a good way to help the VJU in creating a good lecturer team that meet the requirement of development Therefore, the author has carried out the research to explore the factors that influence the knowledge sharing activities of lecturers at Vietnam Japan University (base on the importance of the leadership) Based on the literature review, the author has made clearly the concepts of knowledge, knowledge sharing, and factors that affect the knowledge sharing Based on the previous research, the author summarized and synthesized the research model of factors influencing knowledge sharing from the perspective of the role of leaders Using the appropriate methods (survey, statistics, expert interview and direct interviews) the author analyzes the role of leadership in knowledge sharing of the lecturers at the VJU Based on the results of the surveys, the author has found the inhibitory factors as well as the factors that promote knowledge sharing in the lecturers of VJU, and then proposed necessary solutions to improve these activities Based on theory and practice, the role of the leader in the knowledge sharing at Vietnam Japan University, the results help to solve the research question by providing important solutions close to the VJU The solutions are:  Develop and improve policies to attract talented faculty in line with VJU's development strategy;  Solutions to enhance the trust of the lecturers on leaders;  Solutions for building organizational culture;  Solutions for information technology; If these above solutions be applied uniformly, it will create a strong impact to the knowledge sharing activities in Vietnam Japan University in the coming time 62 Limitations The biggest limitation in this study belong to the research model Specifically, the model just focuses on the role of leadership with knowledge sharing Although many researchers confirm the important role of leadership, many other factors directly and indirectly influence the knowledge sharing The exclusion of other variables in the model may reduce the estimated value On the other hand, this study does not clarify the difference in influence of the leadership to the knowledge sharing in different disciplines These two issues need to be supplement in subsequent studies The implementation of research is limited within the Vietnamese university, although the research goal is to improve knowledge sharing among faculty members However, the new school is still operational Limited knowledge sharing among faculty members and partner schools Research contributions Although there are some limitations, the research results clearly reflect the role of leaders in knowledge sharing among the VJU lecturers This demonstrated by the positive influence of the factors such as trust in leader, organization culture, and technology infrastructure and development orientation’s In addition, this study also explores the evaluations of lecturers to find the disadvantages and inhibiting factors, which provide a clear basis for developing solutions to enhance the role of leadership with the knowledge sharing activities of lecturers Apply more investment knowledge strategy management or pursue the model and orientation of the organization in the next stage 63 APPENDIX Appendix The depth of in-depth interviews used at the Vietnam-Japan University Knowledge sharing How did knowledge sharing apply at the school? To what extent? Does the school have a shared database, library, "knowledge store"? Experience, knowledge from previous projects recorded, stored how? Is there a full-time staff member? How schools encourage staff, lecturers to collect and share new knowledge? What values does the school build on organizational culture? What is the organizational structure of the school? How does the school decision-making process take place? The school has specific provisions in the job description of the employee, or in the organization's general work rules on the responsibility of each employee to receive learning from outside or divide Share your knowledge with colleagues? Innovative innovation During the last years, what kind of training and training is provided by the school? How does the NST process take place at the school? Initiating the idea of an idea, making the idea come true? 64 Appendix Survey questionnaire "SHARED COLLECTION OF UNIVERSITY STUDENTS" General information Name of organization: ữ million - Note: Used scales: with = "absolutely agree" and = "totally disagree" 2.3.1 Trust in Leader Please circle in the box corresponding to your evaluation Leader regularly consult the lecturers (employees) for professional work in the meetings Leaders often encourage lecturers to propose innovation to increase the teaching quality Leaders have implemented any solutions based on suggestions of lecturers and officers 5 5 4 Lecturers and officers believe that the leaders will understand their problems (trouble, living conditions…) Lecturers are always supported by the leadership in professional work (or conflict in knowledge and work) 65 The reward system is fair, clear evidence, not confliction 5 5 5 5 5 2.3.2 Leaders behaviors Please circle in the box corresponding to your evaluation The leaders are expert in specialized knowledge, always promote the contribution of the collective (group) The leader is always pioneering in innovative teaching methods, update professional knowledge and relevant policies Leaders are ready to receive and implement innovation in teaching and improving professional knowledge 10 Financial management is transparency, the leaders always support (finance) lecturers 11 The leader often organize and assign jobs very reasonable 12 Leaders always often make accurate and clear decisions 13 Leaders always know how to create a fun, friendly and open atmosphere at the organization 14 Leaders always acts as a mentor and listener, respecting the opinions and views of the trainers 2.3.3 Leader Follower relationships Please circle in the box corresponding to your evaluation 15 Leaders always listen to the lecturers explanation when they make a mistake 16 Open and friendly communication with the 66 leaders 17 The leaders build a close relationship with the lecturers and their families 18 The leaders are always pioneered (promote) in the movement of sports, entertainment, tourism 19 The leaders always respect the views (opinions) of each individual in the faculty 5 5 5 5 5 20 There is no pressure in doing work and exchanging professional knowledge between lecturers and the leaders 21 There are regular exchanges between leaders and lecturers 2.3.3 Orientation of the organization Please circle in the box corresponding to your evaluation Orientation of the organization: 22 Our students are satisfied with what my organization offers in terms of academic quality 23 Number of trainees recruited right after high graduation (over 80%) 24 Faculty and administrative staff are committed and satisfied with the work environment of my organization 25 Faculty and administrative staff are satisfied with my organization's remuneration system 26 The number of workshops, conferences and conferences on various industries witnessed an annual increase in my organization 67 27 The number of ISI and SCOPUS indexes of my organization is increasing every year 28 The number of international and internal partners of my organization is increasing 5 5 5 29 My organization is able to call for financial support from international donors, diplomatic missions and businesses to improve our infrastructure, facilities and scholarships 30 My organization has a strong IT infrastructure that facilitates communication, learning, teaching, research, and administration of local and international organizations 31 My organization provides high quality human resources to meet regional and national development strategies 32 My organization has good relationships with relevant authorities, agencies and the business community in the region, in particular and in the country in general 2.3.4 Knowledge sharing Please circle in the box corresponding to your evaluation 33 I always want to contribute ideas, knowledge in professional activities and scientific research 34 We often exchange information with other trainers on how to complete the task 34 I am willing to share information and knowledge with other departments, groups 35 I feel honored to contribute and share 68 5 5 information with colleagues 36 I am always interested in and fully participate in professional activities of the faculty, department 5 37 I am willing to share, communicate their know-how, experiences, and insights into their work with colleagues 38 Knowledge and information are often of high application value and are widely supported by most people 69 REFERENCES Vietnamese references Bùi Thị Thanh (2014) Các yếu tố ảnh hưởng đến hành vi chia sẻ tri thức với đồng nghiệp giảng viên trường đại học, Tạp chí Kinh tế & Phát triển, Vol 199, trang 71 – 79 N.N Thang / VNU Journal of Science, Economics and Business 27 (2011) 172-178) Nguyen Van Thang Theory of Knowledge Creation Nonaka and applications in public organizations in Vietnam Asian Institute of Management National University of Economics 2014 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LECTURERS AT THE VIETNAM JAPAN UNIVERSITY VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC CỦA CÁC GIẢNG VIÊN ĐẠI HỌC TẠI TRƯỜNG ĐẠI HỌC VIỆT NHẬT Chuyên ngành: Quản trị kinh doanh Mã số: 60 34...ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN NGỌC HƯƠNG THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE UNIVERSITY LECTURERS AT THE VIETNAM JAPAN UNIVERSITY VAI TRÒ... especially for storage and transmission (Egbu and Botri etherill, 2002) 13 Information technology seen as a tool that allows employees to find, access and retrieve information quickly and can support