Challenges of justification of investment in organizational knowledge management

Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.


2011 ◽  
Vol 7 (4) ◽  
pp. 70-84
Author(s):  
Sung-kwan Kim ◽  
Joe Felan ◽  
Moo Hong Kang

Modeling approaches are gaining popularity in knowledge management (KM), especially in specifying knowledge contents. This paper addresses the enterprise knowledge modeling. An enterprise knowledge model provides users with an integrated, holistic view of organizational knowledge resources. Employing a reliable methodology is critical to building successful enterprise knowledge models. A good methodology provides an effective and efficient mechanism for developing a model. This paper first reviews the enterprise knowledge modeling (EKM) and its methodologies. An ontology-based EKM (OBEKM) methodology is proposed. Its products, procedures, and modeling language are described. The methodology is then applied to the construction of a shipping company’s knowledge model for demonstration.


Author(s):  
Abdulmunem AlShehhi ◽  
Wathiq Mansoor

This research paper aims to explain relationships of   organization learning (OL), knowledge management (KM), talent management (TM) practices and organizational performance (OP) in order to have excellent understanding of the subject by using in-depth analysis of the extant literature. This research offers mechanisms for Organizational Knowledge Systems (OKS) that will help the entity to apply OKS. The research paper has created a complete mechanism of the OKS then tests the proposed model. Keywords: Organization Learning, Knowledge Management, Talent Management and Organization Knowledge Systems.


2010 ◽  
pp. 1370-1385 ◽  
Author(s):  
One-Ki ("Daniel") Lee ◽  
Mo ("Winnie") Wang ◽  
Kai H. Lim ◽  
Zeyu ("Jerry") Peng

With the recognition of the importance of organizational knowledge management (KM), researchers have paid increasing attention to knowledge management systems (KMS). However, since most prior studies were conducted in the context of Western societies, we know little about KMS diffusion in other regional contexts. Moreover, even with the increasing recognition of the influence of social factors in KM practices, there is a dearth of studies that examine how unique social cultural factors affect KMS diffusion in specific countries. To fill in this gap, this study develops an integrated framework, with special consideration on the influence of social cultures, to understand KMS diffusion in Chinese enterprises. In our framework, we examine how specific technological, organizational, and social cultural factors can influence the three-stage KMS diffusion process, that is, initiation, adoption, and routinization. This study provides a holistic view of the KMS diffusion in Chinese enterprises with practical guidance for successful KMS implementation.


2011 ◽  
pp. 3105-3115
Author(s):  
Rick L. Wilson ◽  
Peter A. Rosen ◽  
Mohammad Saad Al-Ahmadi

Knowledge management (KM) systems are quite diverse, but all provide increased access to organizational knowledge, which helps the enterprise to be more connected, agile, and effective. The dilemma faced when using a KM system is to balance the goal of being knowledge-enabled while being knowledge-secure (Cohen, 2003; Lee & Rosenbaum, 2003).


Author(s):  
Enrico Le Coche ◽  
Carlo Mastroianni ◽  
Giuseppe Pirrò ◽  
Massimo Ruffolo ◽  
Domenico Talia

Author(s):  
Gino Maxi ◽  
Deanna Klein

The purpose of this chapter is to present research findings and address the Generational Differences Relative to Data-Based Wisdom. Data-Based Wisdom is defined as the use of technology, leadership, and culture to create, transfer, and preserve the organizational knowledge embedded in its data, with a view to achieving the organizational vision. So what will comparing Generational Differences effectively do to help achieve organizational vision? If you don't know your history, you are doomed to repeat it; therefore, with the accumulation of ever growing data, understanding the necessary steps to store them properly and ability to retrieve them in an efficient manner are both explicit and tacit knowledge that are outside the scope of the conventional multi-disciplined approach to achieving organizational objectives. With time, technology, leadership, and culture have transformed into more than tangible items, social leadership concepts, and learned behavioral patterns. The latter three ideas have evolved along with the technological advances infused into society as we know it today. Therefore, the value and emphasis to develop and maintain intricate and efficient knowledge management databases suitable to create, transfer, and preserve organizational knowledge embedded in its data has never been more vital. The importance will continue to grow as changes in technology, leadership concepts, and culture continue to inundate.


Author(s):  
Maria de los Angeles Martin ◽  
Luis Olsina

With the aim to manage and retrieve the organizational knowledge, in the last years numerous proposals of models and tools for knowledge management and knowledge representation have arisen. However, most of them store knowledge in a non-structured or semi-structured way, hindering the semantic and automatic processing of this knowledge. In this chapter the authors specify a case-based organizational memory ontology, which aims at contributing to the design of an organizational memory based on cases so that it can be used to support better decision-making. One ontology goal is to serve as a base for the organizational knowledge exchange with semantic power, which can facilitate the reuse, interoperability, and automatic processing by agents. In addition, the ontology aims to be at a high level from which other more specific representations can be formulated. In order to illustrate its utility a practical case is shown.


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