Vidensdeling og Organisationsidentitet: Et case-studie af vidensdelingskulturen i Arla Ishøj

Sára Finsdóttir, Helga P. Grønvold, Morten Kjærbye & Charlotte Sommer

Studenteropgave: Speciale


This master thesis had its starting point in a theoretical interest to study the links between knowledge sharing- and branding theory, addressing a development in which ‘the man on the floor’ is increasingly seen as a resource to the company’s development. This led to the following problem formulation; “What influence does organization-identity have for the internal communication in relationship to knowledge sharing-culture?” To answer this question we used Arla Foods’ distribution center in Ishøj, Denmark as our case of study along with theories about knowledge sharing, communities of practice and branding. Through qualitative interviews with Arla Ishøj’s packing operatives and drivers and an expert-interview with the division’s Lean-manager, we have examined what charaterizes their knowledge sharing and how it is manifested in practice. Based on the analysis it is concluded that it is relevant for a company like Arla Ishøj to be considerate about their employees knowledge sharing even though they are not dealing with what is perceived as knowledge intense work. Knowledge sharing as a field of interest has a special relevance given the fact that Arla has made large investments in a Lean-strategy, which seeks to optimize and make the work more efficient through e.g. the employees own knowledge. It is important to take the social relations into account if the company wants benefit from the employees’ knowledge and insights. The employees’ lack of insight into each others different tasks in the organization complicates knowledge sharing. Furthermore it’s important to support a culture where the individual creative actions of the employees are acknowledged. Even though Arla works on involving their employees through the Lean-strategy our analysis shows that the way it is practiced makes it hard for the employees to maintain their motivation to share knowledge. Our analysis shows that Arla’s brand-strategy affects the everyday of a division. When different work routines are not taken into account it can create barriers for sharing knowledge. It is therefore important that the company, when making allignments in their image, culture and vision (organisation-identity), is aware of the diversity of cultures and communities that are operating under the same vision.

UddannelserKommunikation, (Bachelor/kandidatuddannelse) Kandidat
Udgivelsesdato29 jun. 2015
VejledereJørgen Lerche Nielsen


  • Knowledge Sharing
  • Innovation
  • Lean
  • Branding
  • Praksisfællesskaber
  • Vidensdeling