Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension

2001 ◽  
Vol 5 (3) ◽  
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
The People ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Evaluating Knowledge Management Practices in Higher Education Institutions (HEIs)

2021 ◽  
pp. 221-245
Author(s):  
Fahmi Ibrahim ◽  
Diyana Najwa Ali
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Significant Role ◽  
Management Practices ◽  
Higher Education Institutions ◽  
Vital Role ◽  
Learning And Teaching ◽  
Brunei Darussalam ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Higher education institutions (HEIs) are in knowledge intensive environments and play a central role in knowledge creation and production through research, learning, and teaching. It is important to consider that knowledge plays a vital role to HEIs and thus could benefit from established KM practices. The aim of this chapter is to evaluate the practices or implementation of knowledge management (KM) within HEIs in the context of Brunei Darussalam. It examines the importance, processes and the challenges or barriers of KM practices. The findings demonstrate that among the HEIs in Brunei that have developed KM initiatives, there are differences in the role and approaches. This verifies that KM is multifaceted concept and contextual in practice. Moreover, the findings revealed how knowledge in theory is managed and conceptualised. In conclusion, KM plays a significant role in HEIs in Brunei Darussalam with a contribution through a conceptual KMPro framework which has the potential to provide a guideline for HEIs practitioners to succeed in KM which was criticised as elusive.

scholarly journals Towards the development of a knowledge management practices survey for application in knowledge intensive organisations

2008 ◽  
Vol 39 (1) ◽  
pp. 45-53 ◽  
Author(s):  
C. Steyn ◽  
M. Kahn
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Private Sector ◽  
Management Practices ◽  
Methodological Approach ◽  
Social Science Research ◽  
Principal Component ◽  
Critical Determinant ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Various surveys of Knowledge Management Practices (KMPs) in private firms show how an increasing awareness of Knowledge Management (KM) is a critical determinant of an organisation’s competitiveness. While private sector strategies favouring internal knowledge sharing and external knowledge protection often provide strategic advantage, public sector research organisations such as South Africa’s science councils operate in an environment where, for reasons of wider public interest, transparency is encouraged and knowledge is rendered widely accessible. Unfortunately, however, little has been done to develop rigorous measurements of KMPs in such knowledge intensive organisations (KIOs) that primarily engage in knowledge intensive service activities. To complicate matters further, the majority of studies have been inter-organisational and multi-sectoral, focusing on large organisations in the private sector. Few studies have measured perceptions of KMPs amongst employees of a single organisation and even fewer have focused on KMPs within the public sector. This paper will discuss the theoretical and methodological approach used in the development of a survey aimed at measuring employee perceptions of KMPs within the Human Sciences Research Council (HSRC), one of South Africa’s largest public KIOs dedicated to ‘social science research that makes a difference.’ Principal component analysis of the survey data revealed six factors or constructs applicable to the measurement of KMPs. The results validate the survey instrument and offer a contribution toward the development of a KMP measurement instrument that may be applied across other KIOs in South Africa.

Knowledge Management Practices in Brazilian Software Organizations

2010 ◽  
pp. 213-226
Author(s):  
Tatiana de Almeida Furquim ◽  
Sueli Angelica do Amaral
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Management Practices ◽  
Knowledge Practices ◽  
Software Companies ◽  
Knowledge Management Practices ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Software Organization

This chapter explores knowledge management practices in a software organization. It argues that software companies are knowledge intensive organizations and therefore they must properly address the matter of knowledge management. This case study highlights the importance of understanding the practices of knowledge management and describes knowledge acquisition, protection, transfer, and application practices in the context of a Brazilian software organization. The authors hope that this chapter increases understanding of existing knowledge practices in software organizations.

scholarly journals Knowledge Management Practices in Pakistan’s Telecom Services Sector

2014 ◽  
Vol 3 (1) ◽  
pp. 55-74
Author(s):  
Danial Hassan
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Process Safety ◽  
Knowledge Loss ◽  
Services Sector ◽  
Knowledge Management Practices ◽  
Knowledge Intensive ◽  
Telecom Sector ◽  
The Impact ◽  
Structured Questionnaire

Employee turnover has become a serious problem in knowledge-intensive industries such as telecommunications, where the resulting knowledge loss affects process safety and quality. This study examines knowledge management practices in Pakistan’s telecom sector and argues that the impact of knowledge loss could be mitigated through knowledge management. Based on a structured questionnaire administered online to a sample of telecom operators in Pakistan, the results indicate the absence of knowledge management as a strategic response to knowledge loss. Nonetheless, the presence of a young, educated workforce, a strong cooperative culture, and sound ICT provision could be leveraged to build successful knowledge management systems in this sector.

Linking knowledge management practices to organizational performance using the balanced scorecard approach

Kybernetes ◽  
2019 ◽  
Vol 49 (1) ◽  
pp. 88-115
Author(s):  
Meenu Chopra ◽  
Vikas Gupta
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Management Practices ◽  
Equation Modeling ◽  
Limiting Factor ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Purpose The purpose of this study is to develop a decomposed model to inspect the effect of knowledge management practices (knowledge sharing culture [KSC], knowledge-based human resource management [KHRM], strategy and leadership [S&L], information and communication technology [ICT] on organizational performance [OP]) by using the four balanced scorecard outcomes (BSC) (learning and growth [L&G], internal process [IP] perspective, customer satisfaction [CS] perspective and financial performance [FP]). Design/methodology/approach The research methodology included development of a research model based on comprehensive literature review followed by survey of knowledge-intensive organizations. A sample of 277 employees was obtained and structured equation modeling analysis using SPSS AMOS was conducted to test the proposed hypotheses. Findings The study shows that KSC and KHRM have a highly significant effect on all the four aspects of OP; S&L positively and significantly affects only L&G and IP but does not have any significant effect on the other two, i.e. CS and FP, while ICT practices did not affect any of the measures significantly. Research limitations/implications The data are limited to 277 middle and senior level managers of Indian firms, which may be a limiting factor for generalizability. Originality/value The proposed model uncovers the dynamics of individual relationships between KM practices and measures of performance (proposed by BSC) in comparison to existing models which have mainly focused on the overall effect.

scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

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