An Empiric Study of Organizational Culture Types and their Relationship with the Success of a Knowledge Management System and the Flow of Knowledge in the U.S. Government and Nonprofit Sectors

2005 ◽  
pp. 66-91 ◽  
Author(s):  
Juan Román-Velázquez
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
The U.S

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 91-112
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

scholarly journals Vágyott kultúra és reális értékítélet - Tudásmenedzsment-rendszer kiépítésének előfeltétele egy felsőoktatási intézményben (Desired culture and real value judgement – Precondition of development a knowledge management system in a higher education institution)

2012 ◽  
pp. 25-40
Author(s):  
Andrea Bencsik ◽  
Ildikó Marosi ◽  
Tibor Dőry
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Learning Organization ◽  
Management System ◽  
Education Institution ◽  
Knowledge Management System ◽  
Real Value ◽  
Common Learning ◽  
Learning Development ◽  
Value Judgement

A tudásmenedzsment-rendszerek kiépítése és működtetése egyre népszerűbb vállalati cél. A legnagyobb igyekezet ellenére is kudarccal végződhet egy ilyen változás megvalósítása, ha a szükséges feltételek nélkül próbálkozunk ezzel a beavatkozással a szervezet életében. Az egyik legfontosabb előfeltétel a bizalomra, közös tanulásra, fejlődésre épülő, nyitott szervezeti kultúra, mely a tanulószervezeti jellemzőkkel írható le. A szerzők kutatásukban arra voltak kíváncsiak, milyen elképzeléseik, vágyaik vannak a felsőoktatásban oktató kollégáknak az ideálisnak nevezett szervezeti kultúráról. Ezeket az elképzeléseket egy külső tanácsadó cég által végzett kérdőíves felmérésen alapuló vizsgálat segítségével tudták meg, melynek kiértékelésére a circumplex-módszer szolgált. Az eredményeket összevetették a tanulószervezeti jellemzőkkel, vizsgálva azt a hipotézist, miszerint az oktató kollégák tudat alatt is olyan ideális szervezetet képzelnek el, mely a tanulószervezeti kultúra jellemzőivel azonos. _________ To create and to operate a knowledge management system is becoming a more and more popular target of the companies. Realizing the changes above can result in a failure – in spite of the biggest will – if organizations lack certain prerequisites which are necessary in companies’ lives. One of the most important prerequisites is organizational culture which can be characterized by confidence, common learning, development and open atmosphere. This is called a learning organizational culture. In their research the authors would have liked to know what kind of dreams the colleagues have about their own organizational culture. They achieve these results from an investigation with questionnaires which were realized by an advisory team. To evaluating the results of this investigation circumplex method was used. These results were compared with the characteristics of learning organization to confirm our hypothesis. According to this idea colleagues have the same images about their successful organization as the characteristics of learning organizations.

scholarly journals Innovations in Knowledge Management Perspectives: An Empirical Study in the Jordanian Commercial and Islamic Banks

2020 ◽  
pp. 102-119
Author(s):  
Khaled Abdel Kader Alomari ◽  
Nader Mohammad Aljawarneh ◽  
Ziyad Saleh Alomari ◽  
Rokaya Albdareen ◽  
Ahmad Alawneh
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Management Practice ◽  
Strong Relationship ◽  
Knowledge Management System ◽  
Islamic Banks ◽  
Business Services ◽  
Knowledge Processes

This research study aims at developing a knowledge management system to enhance Jordanian Banks Performance. The authors developed the system by examining three variables: knowledge processes, knowledge perspectives, and a balanced scorecard. The research sample included all 327 bank employees (directors, general directors, deputies, assistant managers & chairpersons) working in six commercial and Islamic-commercial Jordanian banks, from which 193 completed the study questionnaire. AMOS software was used to treat and organize the collected data. Path analysis proved that the optimal study model excludes the process of knowledge diagnose from knowledge processes, and considers organizational culture perspective as the best moderating variable through which the system can be applied in Jordanian banks. There is a difference in the effect level of the knowledge management system to enhance performance in the Jordanian commercial and Islamic banks. The obtained results indicate that there is a strong relationship between information technology, knowledge management, and high business values. Banks managements were not keen to share knowledge with universities and research centers. They depended on existing knowledge, developed knowledge by experiments, or borrowed it from other financial institutions. This study confirmed that knowledge management practice contributes to increasing efficacy and experience, contributing in turn to enhancing human capital in knowledge-intensive business services in Spain. Knowledge management use in Jordan banks increased employee’s satisfaction toward using operating business and the quality of knowledge obtained. As a result, banking services and trust in banks increased. Based on the research results, it is recommended that banks managements develop, equip, and update bank systems, recruit professional employees, and seek experts and researcher’s assistance in this regard. Banks managements should adopt models that replace a diagnosis from the knowledge processes with organizational culture. Besides, management should develop banking knowledge and pay attention to other knowledge management processes. Keywords: knowledge processes, knowledge perspectives, balanced scorecard.

scholarly journals PENGEMBANGAN DESAIN KNOWLEDGE MANAGEMENT SYSTEM: STUDI KASUS DIREKTORAT INFORMASI KEPABEANAN DAN CUKAI

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Herid Febriadi ◽  
Muhammad Anshar Syamsuddin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Document Management ◽  
Assessment Instrument ◽  
Knowledge Management System ◽  
Model Design ◽  
Discussion Forums ◽  
Knowledge Audit

ABSTRAK:      Penelitian ini bertujuan untuk menghasilkan desain model Knowledge Management System (KMS) yang optimal sehingga mendukung kegiatan knowledge management (KM) di DIKC (Direktorat Informasi Kepabeanan dan Cukai) dan menjadi solusi untuk menjaga kualitas pelayanan DIKC meskipun pegawai yang berkompeten dimutasi dan untuk menghindari ketergantungan DIKC kepada pegawai tertentu. Penelitian ini menggunakan metode fernandez untuk menilai faktor kontingensi organisasi, Organizational Culture Assesment Instrument (OCAI) untuk menilai budaya organisasi dan knowledge audit untuk mengidentifikasi pengetahuan organisasi. Hasil dari penelitian ini adalah prioritas proses KM yang akan diterapkan yaitu Combination, Internalization, Direction, Socialization for knowledge sharing, dan Exchange. Dari proses KM ini kemudian didapatkan fitur yang dikembangkan sebagai fitur KMS DIKC yaitu wiki, manajemen dokumen, forum diskusi, FAQ (Frequently Asked Question), dan e-learning.Kata Kunci: manajemen pengetahuan, system manajemen pengetahuan, faktor kontingensi, OCAI, pengetahuan audit ABSTRACT:      This study aims at producing a model design of optimal Knowledge Management System (KMS) so as to support knowledge management (KM) activities in DIKC and solution to maintain DIKC service quality although competent employees are transferred and to avoid dependence on certain employees in DIKC. The study was designed using Fernandez’s method to assess organizational contingency factors, organizational culture assessment instrument (OCAI) to evaluate the organizational culture and knowledge audit to identify organizational knowledge. The result of this research is a KM process priority to be applied, i.e. Combination, Internalization, Direction, Socialization for knowledge sharing, and Exchange. From this KM process, features are obtained to be developed as the KMS DIKC features, specifically wiki, document management, discussion forums, FAQ (Frequently Asked Questions), and e-learning.Keyword: Knowledge management, knowledge management system, contingency factors, OCAI, knowledge audits  

A framework to analyze knowledge management system adoption through the lens of organizational culture

2019 ◽  
Vol 33 (02) ◽  
pp. 226-237
Author(s):  
Thierno Tounkara
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Values ◽  
Management System ◽  
Three Dimensional ◽  
Capacity Development ◽  
International Organization ◽  
Knowledge Management System ◽  
Exploratory Case Study

AbstractAlthough, the knowledge management (KM)-culture research has helped to validate the importance of cultural values for companies' KM initiatives and provided insights into some important values, it still lacks frameworks and analysis outlining how specific types of cultural values might relate to Knowledge Management system (KMS) adoption and subsequent outcomes. In this paper, we provide a three-dimensional framework to help managers articulate how culture affects their unit's ability to create, transfer, and apply knowledge through KMS use. To illustrate the application of the framework, we also present an exploratory case study we have performed in an international organization in the area of development assistance and capacity development.

Trust-Based Knowledge Management System Building

2015 ◽  
pp. 16-37
Author(s):  
Andrea Bencsik ◽  
Irma Rácz
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Sharing ◽  
Case Studies ◽  
Management System ◽  
Theoretical Aspect ◽  
Close Correlation ◽  
Knowledge Management System ◽  
System Building

This chapter introduces the importance of trust in knowledge management system building. It argues that the relationships among organizational culture, problems of knowledge sharing, and HR features are in close correlation with each other. The main aspect of the chapter is to show the general requirements and pre-requisites of knowledge management system building based on trust. The authors aim to reveal the theoretical aspect of trust-based culture and knowledge management system building, and the HR's tasks connected to these two ideas. The chapter presents three case studies on three different companies' practices, a multinational, big company, and an institution. This chapter shows samples, best practices, critical steps that can ensure success to the companies that want to start building a knowledge management system.

Impact of knowledge management enablers on knowledge sharing

2017 ◽  
Vol 13 (1) ◽  
pp. 16-33 ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Knowledge Management System ◽  
Top Management ◽  
Management Support ◽  
System Quality ◽  
Content Type ◽  
Top Management Support

Purpose The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan. Design/methodology/approach The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing. Findings The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive. Research limitations/implications The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector. Practical implications The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems. Originality/value The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.

Trust-Based Knowledge Management System Building

2016 ◽  
pp. 138-159 ◽  
Author(s):  
Andrea Bencsik ◽  
Irma Rácz
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Sharing ◽  
Case Studies ◽  
Management System ◽  
Theoretical Aspect ◽  
Close Correlation ◽  
Knowledge Management System ◽  
System Building

This chapter introduces the importance of trust in knowledge management system building. It argues that the relationships among organizational culture, problems of knowledge sharing, and HR features are in close correlation with each other. The main aspect of the chapter is to show the general requirements and pre-requisites of knowledge management system building based on trust. The authors aim to reveal the theoretical aspect of trust-based culture and knowledge management system building, and the HR's tasks connected to these two ideas. The chapter presents three case studies on three different companies' practices, a multinational, big company, and an institution. This chapter shows samples, best practices, critical steps that can ensure success to the companies that want to start building a knowledge management system.

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 1584-1606
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

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