COLLABORATIVE PROCESS IN KNOWLEDGE MANAGEMENT PRACTICES BETWEEN NON-PROFIT ORGANIZATIONS

2005 ◽  
Author(s):  
MIGUEL A. MORALES-ARROYO ◽  
YUN-KE CHANG ◽  
SAMANTHA K. HASTINGS
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Collaborative Process ◽  
Non Profit ◽  
Knowledge Management Practices ◽  
Non Profit Organizations

scholarly journals Challenges and Benefits of Knowledge Management Practices in Electronic Government

2019 ◽  
pp. 271-277
Author(s):  
Handrie Noprisson
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Electronic Government ◽  
Open Communication ◽  
Research Papers ◽  
Non Profit ◽  
Technology Application ◽  
Information And Communication ◽  
Knowledge Management Practices ◽  
Meta Analyses

Electronic government or e-government is an information and communication technology application that aims to provide more open communication between governments, citizens, businesses, and other non-profit companies. In those interaction processes, there are knowledge transfer or exchange methods that must be covered and managed to accomplish the goal of e-government application. Moreover, knowledge, rapidly evolving, is increasingly recognized as a robust strategic resource for efficiency by all types of organizations and institutions either private or public. As the recommended solution, those processes can be covered by knowledge management (KM) method. This paper directs to present insight into benefits and challenges for KM implementation in e-government. A total of five research papers have been reviewed by using a systematic literature review method mentioned Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA). As a conclusion, there are five benefits and six challenges for KM implementation in e-Government.

Knowledge Management in Charities

2010 ◽  
pp. 641-649
Author(s):  
Kathleen E. Greenaway ◽  
David C.H. Vuong
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Vital Role ◽  
Charitable Organizations ◽  
Non Profit ◽  
Knowledge Based ◽  
Volunteer Labor ◽  
Non Profit Organizations ◽  
Statistics Canada ◽  
Knowledge Intensive

Charities, also called voluntary-service not-forprofit organizations (VSNFP), play a vital role in modern societies by addressing needs and providing services that benefit the public. These services frequently are available from neither markets nor governments. Many charitable organizations have been created to deliver or have expanded their range or scope of services as the result of governments “devolving” or transferring services to the non-profit sector (Gunn, 2004). Therefore, it is unsurprising that charities have a significant impact economically and socially. For example, volunteer work in Argentina, the United Kingdom, Japan, the United States, and is valued at 2.7, 21, 23, and 109 billion (US) dollars respectively (Johns Hopkins University, 2005). Volunteering translates into significant resources for non-profit organizations. For example, Statistics Canada estimates that work equivalent to 1 million fulltime jobs was provided through volunteer labor in 2004 (Statistics Canada, 2006). While charities are part of the non-profit sector, research demonstrates that charitable organizations differ from for-profit organizations in terms of their human capital management, management practices, and strategies (Bontis & Serenko, 2008). Failing to account for such differences may adversely affect theory (Orlikowski & Barley, 2001) and practice (Kilbourne & Marshall, 2005). Our key question is: What is the extent of our understanding of the role of knowledge management, both as process and system, in charitable organizations? We discuss this question by adapting the knowledge management (KM) research framework originally developed for examining KM in knowledge-based enterprises (Staples, Greenaway & McKeen 2001). Many non-profits are “knowledge-intensive” organizations (Lettieri et al 2004:17). Therefore, this research model should be transferable to non-profit organizations including charities.

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.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

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