The Need for Knowledge Management in the Malaysian Film Industry: A Case Study

2007 ◽  
Vol 06 (03) ◽  
pp. 173-180 ◽  
Author(s):  
Vimala Perumal ◽  
Peter Charles Woods
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Film Industry ◽  
Transfer Of Knowledge ◽  
Depth Interview ◽  
Prior Literature ◽  
Real Phenomenon ◽  
Production House ◽  
Insight Into

This paper reports a case study on how knowledge is transferred through a film project and how it has been utilised. Prior literature and knowledge transfer theory is used to review the studied project and to draw recommendations on how best to utilise knowledge as well as to create an awareness on the importance of knowledge transfer in a film project. In order to gain the insight into the realm of the transfer of knowledge in the film industry, a project entitled Chemman Chaalai and produced by One Hundred Eye Sdn. Bhd. Production House was chosen. An in-depth interview approach was used to study the real phenomenon of knowledge transfer during the production of the film work.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

scholarly journals Strength of culture and transfer of knowledge in organizations

2021 ◽  
Vol 26 (1) ◽  
pp. 21-35
Author(s):  
Nataša Pivec ◽  
Vojko Potočan
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Practical Implication ◽  
Knowledge Development ◽  
Transfer Of Knowledge ◽  
Whole Process ◽  
Prior Literature ◽  
Managerial Positions ◽  
Cultural Strength

This paper analyses the effects of organizational culture on the transfer of knowledge in organizations. While prior literature has considered relations between individual classifications of organizational culture and the whole process of knowledge development, we focused our analysis on the dimension of cultural strength and its effects on the selected phase of knowledge transfer in organizations. Our study suggested that organizations need to analyse how weak and strong organizational culture affects knowledge in organizations. The study drew upon the behavioural, organizational, and knowledge management theories and analysed answers from 138 respondents in Slovenian organizations. Analysing knowledge data demonstrates that older respondents and employees in managerial positions are more prone to knowledge transfer. The analysis shows that the strength of organizational culture is positively and statistically significantly associated with knowledge transfer in organizations. The main practical implication of this study is our finding, which suggests that organizations need to further improve the transfer of knowledge through increasing the strength of organizational culture.

Where Knowledge Management Resides within Project Management

2011 ◽  
pp. 2919-2932
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Transnational Knowledge Transfer

2010 ◽  
pp. 1512-1524
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Ample Evidence ◽  
Factors Affecting ◽  
Critical Part ◽  
Complex Process ◽  
Organisational Knowledge ◽  
The World ◽  
Cross Country ◽  
Insight Into

As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through Multi-National Corporations (MNC) or joint ventures, but also in dispersed organizations or individuals. Knowledge transfer is a critical part of knowledge management and is a complex process that is affected by many factors. Research into knowledge sharing and transfer within an organisation (intra) and between organisations (inter) has produced useful insight into the process and the model of effective knowledge transfer, and the factors affecting such a process. Knowledge transfer across different countries – refers to transnational knowledge transfer (TKT) thereafter, has emerged as a new domain of knowledge management that attracted many researchers. However, the findings on TKT are disproportionate comparing to ample evidence on intra and inter organisational knowledge transfer. It is anticipated that TKT has its own unique features and cannot be simply classified as one of the commonly accepted knowledge transfer categorizations. Therefore, specific attention should be paid to examine knowledge transfer in a cross-country context.

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2009 ◽  
pp. 86-107
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

Facilitating Knowledge Transfer in an R&D Environment

2000 ◽  
pp. 147-169 ◽  
Author(s):  
Will Barrett ◽  
M. S. Lydia Lau ◽  
Peter M. Dew
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Business Success ◽  
Transfer Of Knowledge ◽  
Knowledge Resources ◽  
Recent Introduction ◽  
Physical Barriers ◽  
Concepts Of Knowledge

Managing knowledge is not a new idea. Although the term “knowledge management” is a recent introduction into the corporate lexicon, the concept is by no means exclusive to the 1990s. The underlying concepts of knowledge management, such as collaboration, exchange of ideas, communication, and so on, have always been present in organisations. Spontaneous, unrestricted knowledge transfer is vital to business success and the transfer of knowledge occurs within organisations whether the process is managed or not. In large, decentralised organisations, knowledge is constrained by organisational, cultural and physical barriers. In such cases, the transfer of knowledge is localised and fragmentary as mechanisms for accessing distant knowledge resources are poor or nonexistent. A traditional solution is the corporate librarian or other broker, who presides over a repository of knowledge and is aware of expertise across the organisation. However, this role may be unable to meet the modern demands of knowledge management, or be obsolete if the management of knowledge is to become part of every employee’s job.

Knowledge transfer in Hero Motor Corp Ltd.

2014 ◽  
Vol 13 (6) ◽  
pp. 260-263
Author(s):  
Geeta Rana ◽  
Alok Kumar Goel ◽  
Ajay Kumar Saini
Keyword(s):  
Knowledge Transfer ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Influencing Factor ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Wide Range ◽  
The Us ◽  
Cross Country

Purpose – This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs. Design/methodology/approach – It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance. Findings – It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices. Originality/value – It provides plenty of useful information on an issue that affects virtually every employee and organization.

Knowledge management and innovative behavior: police reform efforts in Puerto Rico

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Luis Castro ◽  
Maria Santos-Corrada ◽  
Jose A. Flecha-Ortiz ◽  
Evelyn Lopez ◽  
Jose Gomez ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Puerto Rico ◽  
Knowledge Transfer ◽  
Police Officers ◽  
Structural Equation ◽  
Equation Modeling ◽  
Transfer Of Knowledge ◽  
Innovative Behavior ◽  
Content Type ◽  
Knowledge Absorption

Purpose Knowledge management has historically been approached in private firms as a key factor for business management. However, this is not the case for government institutions. The existing literature on the transfer of knowledge appears as a topic little addressed in government and even to a lesser degree within the police forces. This study aims to evaluate the relationship between motivation, knowledge absorption, knowledge transfer and innovative behavior in a public organization such as the Puerto Rico Police. Design/methodology/approach This quantitative research using the survey technique had the participation of 300 police officers from the 13 police regions of Puerto Rico and the research model was analyzed through partial least squares structural equation modeling. Findings The results contribute to the growth of the currently limited literature at identifies how motivation, knowledge absorption, knowledge transfer and institutional support influence innovative behavior. Originality/value The study discusses a series of implications on less explore the issue in how the transfer of knowledge becomes a key force to produce change and the success of all reforms. Various implications for the success of public administration in bringing a change from a bureaucratic culture to an advanced one are also discussed.

scholarly journals The Transfer of Knowledge in Intra-Organizational Networks: A Case Study Analysis

Organizacija ◽  
2014 ◽  
Vol 47 (1) ◽  
pp. 24-34 ◽  
Author(s):  
Włodzimierz Sroka ◽  
Joanna Cygler ◽  
Bożena Gajdzik
Keyword(s):  
Knowledge Management ◽  
Organizational Development ◽  
Business Environment ◽  
Organizational Networks ◽  
Transfer Of Knowledge ◽  
Competitive Position ◽  
Case Study Analysis ◽  
Depth Analysis ◽  
Almost All

Abstract `Background: In today’s business environment, a company is able to maintain its competitive position if it constantly generates knowledge and disseminates this knowledge within the organization, as well as transforms it into new competences. The ability to transfer knowledge becomes one of the key factors in the improvement of a company’s competitive position. This hypothesis is applicable particularly in the case of cooperation within networks, as they are an excellent opportunity for mutual learning between partners. Objectives: The purpose of the paper is to analyse the process of knowledge transfer in intra-organizational networks. Method: Due to the specificity of the research object, the case study method has been chosen. In order to make an in-depth analysis of the case study, we selected a group of several criteria based on the theory which we believe to be fundamental to the effectiveness of knowledge management in networks, and compared them with the situation in the ArcelorMittal Group. Results: Our research show that ArcelorMittal Group has met almost all the criteria of effective knowledge management in its intra-organizational network. Some exceptions, albeit merely to an extent, are mostly the result of historical circumstances, , i.e. the process of growth through acquisitions, and the acquisition of companies at different stages of organizational development, as well as organizational culture. Conclusion: Based on theoretical assumptions, the study analysed in details the components of knowledge management applied by the corporation in question. Therefore this study might be utilised to formulate a refutable hypothesis and verify them on a larger group of companies from different sectors of the economy. The main limitations of the paper are mostly related to the inherent approach therein

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