Individual knowledge management engagement, knowledge-worker productivity, and innovation performance in knowledge-based organizations: the implications for knowledge processes and knowledge-based systems

2018 ◽  
Vol 25 (3) ◽  
pp. 336-356 ◽  
Author(s):  
Muhammad Ali Butt ◽  
Faisal Nawaz ◽  
Saddam Hussain ◽  
Maria José Sousa ◽  
Minhong Wang ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Worker ◽  
Innovation Performance ◽  
Knowledge Based Systems ◽  
Worker Productivity ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Individual Knowledge

scholarly journals Holistic Knowledge Management: Towards Eliminating Ethical Dilemmas of Knowledge Ownership and Sharing

2015 ◽  
Vol 14 (2) ◽  
pp. 53-66
Author(s):  
Vikas N Prabhu ◽  
Saju Chackalackal
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Ethical Dilemmas ◽  
Knowledge Worker ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Values And Beliefs ◽  
Individual Knowledge ◽  
Tacit Dimension ◽  
Knowledge Ownership

Knowledge management is more than a mere accessory to business strategy; it occupies a pivotal position in organizations that operate in the knowledge-based economy. In order to realize an effective knowledge management system it is imperative to ensure an environment of ethical coherence, which is impossible until the dilemmas regarding knowledge ownership and sharing are resolved. This essay approaches the ethical resolution on the basis of a constructivist and humanistic epistemology wherein the invariable tacit dimension of knowledge and the resultant dualistic dialogic discourseare acknowledged. It proposes the achievement of ethical harmony, insofar as holistic knowledge management is concerned, through the channel of seven organizational dimensions, which through the realization of organizational commitment and trust are deemed to generate an ethically paradigmatic harmony across allcultural strands of the organization, viz., starting from the visionary attitude of its leadership, through the organizational norms, values, and beliefs, down to the perception of every individual knowledge worker.

Knowledge-Based Strategies and Systems

2011 ◽  
pp. 1-62 ◽  
Author(s):  
Meir Russ ◽  
J. Greg Jones ◽  
Jeannette K Jones
Keyword(s):  
Knowledge Management ◽  
Life Cycle ◽  
Early Stage ◽  
Management Strategies ◽  
Academic Research ◽  
Business Strategies ◽  
Knowledge Based Systems ◽  
Academic Literature ◽  
Knowledge Based ◽  
New Research

Knowledge management strategies and implementation of knowledge-based systems have gained importance over the last decade. However, many organizations are not able to develop “winning” knowledge-based strategies and others waste signifi- cant monies when the knowledge-based systems they invest in fail to produce the desired results. To address the challenges faced by these organizations, a recently developed framework for strategic dilemmas was proposed by Russ, Jones, and Fineman (2006) to aid in the development of knowledge-based (KB) strategies. The framework (C3EEP) identifies six dilemmas that organizations should balance when considering their knowledge management and business strategies. Examples of such dilemmas include the balance between concealment (secrecy) vs. transparency, complementary vs. destroying, and the balance between exploitation and exploration. The framework compliments the six stages in the life cycle of KB systems (KBS) as identified by the academic literature that discusses the development and implementation of KBS from the information systems (IS) perspective (e.g., Lytras, Pouloudi, & Poulymenakou, 2002; Nissen, Kamel, & Sengupta, 2000). This interaction/ linkage between KB strategies and systems is crucial for the success of both. Academic research supports the complex relationship between the two. However, there is no conclusive formula for managing this relationship to achieve success. The purpose of this study will be to identify crossovers between the two streams (strategy and systems) of research by using a systematic literature review. For example, is the academic literature focusing mostly on the learning aspect (late stage in the life cycle) of the exploration strategy while largely ignoring the discussion about attracting the appropriate knowledge (early stage in the life cycle) for this kind of strategy? Or does the academic literature focus on populating a KBS with appropriate complementary knowledge while largely ignoring the dynamics of the transfer of destroying knowledge (learning aspect)? The authors hope to accomplish three goals in this study: (1) to continue the validation of the two (C3EEP and KBS life cycle) frameworks; (2) to identify new research opportunities; and (3) to focus managerial attention on areas of importance in KB strategies and systems that lack depth of academic discussion.

Understanding the Behavior of Knowledge Management Pathways

2010 ◽  
pp. 261-271
Author(s):  
Jose Manuel Cárdenas Medina ◽  
Mauro de Mesquita Spinola
Keyword(s):  
Knowledge Management ◽  
Small Firms ◽  
Social Memory ◽  
Transfer Of Knowledge ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Market Report ◽  
Close Observation ◽  
Mind Set ◽  
Market Distance

Within small-size firms, it is too difficult to understand how the process of knowledge transfer happens. It is through a close observation of their mind-set and ethos that it is possible to construct a conceptual map of their transfer of knowledge processes. Within the present case; the relations among footwear manufacturers enabled the generation and sharing of knowledge. Thus, this chapter seeks to introduce the behavior of knowledge management and its source by studying the social behavior of micro-entrepreneurs from Peru and Brazil that create relationships, practice communities and other forms of knowledge sharing. Best knowledge-based practices emerged from the adaptation and imitation from others. Three ways were recognized: distance-to-market; distance-to-consumer, and inner circle. And, three ways of social memory creation within the core of the small-firms were observed: memory of product, market report and social memory.

Knowledge management processes, knowledge worker satisfaction, and organizational performance

2019 ◽  
Vol 72 (1) ◽  
pp. 112-129 ◽  
Author(s):  
Umar Farooq Sahibzada ◽  
Jianfeng Cai ◽  
Khawaja Fawad Latif ◽  
Hassam Farooq Sahibzada
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Qualitative Comparative Analysis ◽  
Knowledge Worker ◽  
Content Type ◽  
Symmetric Methods ◽  
Knowledge Based ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Relationship Of

Purpose Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP. Design/methodology/approach Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths. Findings The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP. Originality/value There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.

scholarly journals Knowledge management and performance: developing a theoretical approach to knowledge workers’ productivity, and practical tools for managers

2016 ◽  
Vol 14 (3) ◽  
pp. 667-676
Author(s):  
Deniel J. Adriaenssen ◽  
Dagny A. Johannessen ◽  
Jon-Arild Johannessen
Keyword(s):  
Knowledge Management ◽  
Theoretical Approach ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Jel Classification ◽  
Worker Productivity ◽  
Productivity Theory ◽  
And Performance

Issue: The number of knowledge workers continues to grow, but we know little about what factors will promote knowledge workers’ productivity. Problem for discussion: How can managers promote knowledge workers’ productivity? Purpose: To develop aspects of a theory to promote knowledge workers’ productivity. Method: Conceptual generalization. Findings: Seven propositions (a mini-theory) for knowledge workers’ productivity. Keywords: knowledge worker, productivity, theory. JEL Classification: M1

scholarly journals Knowledge Sharing among Employees in Organizations

2019 ◽  
Vol 8 (1) ◽  
pp. 52 ◽  
Author(s):  
Haradhan Kumar MOHAJAN
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Organizational Knowledge ◽  
The Sustainable Development ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Individual Knowledge

Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.  

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