Knowledge Sharing : A Key Role in the Knowledge Management Process

2018 ◽  
Vol 5 (1) ◽  
pp. 37-43
Author(s):  
Hillary Odor ◽  
Ajiri Samuel
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Process

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2012 ◽  
pp. 134-149
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Social Learning ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
High Importance ◽  
Web Technologies ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

scholarly journals Knowledge-Sharing Dilemmas

2002 ◽  
Vol 23 (5) ◽  
pp. 687-710 ◽  
Author(s):  
Angel Cabrera ◽  
Elizabeth F. Cabrera
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Public Good ◽  
Social Dynamics ◽  
Personal Responsibility ◽  
Management Process ◽  
Aggregate Level ◽  
Telecommunication Technology ◽  
Different Types ◽  
Vital Component

The exchange of information among organizational employees is a vital component of the knowledge-management process. Modem information and telecommunication technology is available to support such exchanges across time and distance barriers. However, organizations investing in this type of technology often face difficulties in encouraging their employees to use the system to share their ideas. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. A review of the research on different types of public-good dilemmas provides some indications of the specific interventions that may help organizations encourage the kind of social dynamics that will increase overall knowledge sharing. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group identity and personal responsibility more salient.

scholarly journals Knowledge management in knowledge-intensive organisations: Understanding its benefits, processes, infrastructure and barriers

2019 ◽  
Vol 21 (1) ◽  
Author(s):  
Alfred H. Mazorodze ◽  
Sheryl Buckley
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Quantitative Data ◽  
Knowledge Flow ◽  
Management Process ◽  
Organisational Structure ◽  
Organisational Performance ◽  
Microsoft Excel ◽  
Research Findings ◽  
Knowledge Intensive

Background: Knowledge management aims to improve organisational performance and it marks the beginning of organisational transformation. Most knowledge-intensive organisations engage and practise knowledge management without a full understanding of its benefits. A knowledge-intensive organisation is an organisation whose services and operations are heavily reliant on professional knowledge. The study, therefore, provides a solid understanding of knowledge management benefits, processes, infrastructure and barriers in knowledge-intensive organisations.Objectives: To understand knowledge management, its benefits, processes, infrastructure and barriers in knowledge-intensive organisations. The research objectives extend our understanding of knowledge management in organisations, identify and describe knowledge management benefits. Identification of the most important knowledge management process and associated infrastructure are among other objectives.Method: A survey was used to solve the problem. A structured questionnaire was used to collect quantitative data from 112 participants from knowledge-intensive firms in Namibia. The quantitative data were analysed using Microsoft Excel 2013 spreadsheet package.Results: The study has revealed that the prime benefit of knowledge management in knowledge-intensive organisations is to allow improved knowledge flow, thereby enhancing the capability of the organisation to manage change with more than 50% representation of the participants. In addition to that, the study also found that knowledge sharing is the most important knowledge management process, among other processes such as knowledge creation, knowledge capture and knowledge reuse. All the participants (100%) concurred that a flat organisational structure supports knowledge sharing. The research findings have further discovered that the biggest barrier to effective knowledge management is the lack of budget to support knowledge management efforts. This was represented by 67.9% of the participants. Lack of executive support and lack of time were also among the great barriers with 57.1% and 52.7%, respectively.Conclusion: Knowledge management allows improved knowledge flow in knowledge-intensive organisations. We can, therefore, conclude that the participants believed that knowledge sharing is more important than creation, capturing, transferring and reuse. It is, therefore, important to underscore that knowledge sharing should be taken as a priority if organisations are to remain competitive. Research results have also revealed that a flat organisational structure is the best for knowledge sharing. For improved organisational performance, knowledge management barriers must be removed with the assistance of management.

Reusing the Inter-Organizational Knowledge to Support Organizational Knowledge Management Process

2010 ◽  
pp. 142-161
Author(s):  
Nelson K. Y. Leung ◽  
Sim Kim Lau ◽  
Joshua Fan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Practice ◽  
Organizational Knowledge ◽  
Knowledge Network ◽  
Management Process ◽  
Business Networks ◽  
Knowledge Management Practice ◽  
Organizational Boundaries ◽  
Management Approaches

Various types of Knowledge Management approaches have been developed that only focus on managing organizational knowledge. These approaches are inadequate because employees often need to access knowledge from external knowledge sources in order to complete their works. Therefore, a new inter-organizational Knowledge Management practice is required to enhance knowledge sharing across organizational boundaries in their business networks. In this chapter, an ontology-based Inter-organizational knowledge Network that incorporates ontology mediation is developed so that heterogeneity of knowledge semantic in the ontologies could be reconciled. The reconciled inter-organizational knowledge could be reused to support organizational Knowledge Management process semi- or automatically. The authors also investigate the application of ontology mediation that provides mechanisms of reconciling inter-organizational knowledge in the network.

scholarly journals Knowledge Sharing: A Key Role in the Knowledge Management Process

2018 ◽  
Vol 6 (2) ◽  
pp. 36-40
Author(s):  
Ajiri Peter Samuel ◽  
Hillary O Odor
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
Knowledge Repositories ◽  
Skill Utilization ◽  
Management Processes ◽  
The Difference ◽  
Stock Of Knowledge

Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.

scholarly journals Knowledge management process, knowledge based innovation: Does academic researcher’s productivity mediate during the pandemic of covid-19?

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0261573
Author(s):  
Fazal ur Rehman ◽  
Hishamuddin Ismail ◽  
Basheer M. Al Ghazali ◽  
Muhammad Mujtaba Asad ◽  
Muhammad Saeed Shahbaz ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Knowledge Workers ◽  
Management Process ◽  
Process Knowledge ◽  
Mediating Role ◽  
Knowledge Based ◽  
Academic Researchers

Drucker’s knowledge-worker productivity theory and knowledge-based view of the firm theory are widely employed in many disciplines but there is little application of these theories in knowledge-based innovation among academic researchers. Therefore, this study intends to evaluate the effects of the knowledge management process on knowledge-based innovation alongside with mediating role of Malaysian academic researchers’ productivity during the Pandemic of COVID-19. Using a random sampling technique, data was collected from 382 academic researchers. Questionnaires were self-administered and data was analyzed via Smart PLS-SEM. Knowledge management process and knowledge workers’ productivity have a positive and significant relationship with the knowledge-based innovation among academic researchers during the Pandemic of COVID-19. In addition, knowledge workers’ productivity mediates the relationship between the knowledge management process (knowledge creation, knowledge acquisition, knowledge sharing, and knowledge utilization) and knowledge-based innovation during the Pandemic of COVID-19. Results have also directed knowledge sharing as the key factor in knowledge-based innovation and a stimulating task for management discipline around the world during the Pandemic of COVID-19. This study provides interesting insights on Malaysian academic researchers’ productivity by evaluating the effects of knowledge creation, acquisition, sharing, and application on the knowledge-based innovation among academic researchers during the Pandemic of COVID-19. These useful insights would enable policymakers to develop more influential educational strategies. By assimilating the literature of defined variables, the main contribution of this study is the evaluation of knowledge creation, acquisition, sharing, and utilization into knowledge-based innovation alongside the mediating role of knowledge workers productivity in the higher education sector of Malaysia during the Pandemic of COVID-19.

scholarly journals Impact knowledge management on innovation. Field study on tourist agencies in Irbid city, Jordan

2018 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Process ◽  
Process Knowledge ◽  
Knowledge Application ◽  
Knowledge Process ◽  
Speed Up ◽  
Independent Variable ◽  
The Impact

This article is dealt with investigate the impact knowledge management process, knowledge creation, knowledge sharing, knowledge application and knowledge storage, an innovation. Accordingly, a questionnaire-based survey was designed to test the aforementioned model based on dataset of 122 employees’ from the agency traveling in Jordan. Following the analytical descriptive methodanalyzed the relationship between the independent variable (knowledge management process) аnd the dependent variable (innovation), aims to know the effect of the independent variable on the dependent variable. In order, to achieve the objective of the study, a 24-question questionnaire was developed to collect primary information from the study community, and then analyzed using SPSS V 22, multiple regression were conducted to test the article`s hypotheses. The results indicated that knowledge process (knowledge creation, knowledge sharing, and knowledge storage) positively and significantly affect innovation. However, knowledge application insignificantly effect in innovation, and these results are in agree with the results of the previous literature. The results have enormous implication for the agency traveling in Jordan. The study provided a group of recommendations to speed up adopting the knowledge management in agency traveling in Jordan, the results of this study suggest that firms can be better off, in terms of innovation performance, if they are based on the incentive / compensation system for knowledge activities. When traditional economic figures are replaced by indicators such as knowledge creation, participation and utilization, staff will most likely work with these activities and thereby improve the performance of the company's full innovation.

Audit Firms as Networks of Offices

2017 ◽  
Vol 37 (3) ◽  
pp. 211-242 ◽  
Author(s):  
Scott E. Seavey ◽  
Michael J Imhof ◽  
Tiffany J. Westfall
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Network Effects ◽  
Audit Quality ◽  
Discretionary Accruals ◽  
Big 4 ◽  
Audit Firms ◽  
Network Connectedness ◽  
Partner Knowledge ◽  
Office Level

SUMMARY Prior audit research suggests that most, if not all, audit quality can be explained at the office level. However, the question remains of whether office-level audit quality is contingent on how individual offices relate to the firm as a whole. Motivated by theories of knowledge management, organizational learning, and networks, we posit that individual offices are connected to their audit network through partner knowledge sharing and oversight, which impact office-level audit quality. We interview Big 4 audit partners and learn that knowledge sharing between partners in different offices is common and intended to aid in the provision of audit services. Using network connectedness to proxy for knowledge sharing and oversight between offices of the same firm, we document that more connected offices are associated with fewer client restatements and lower discretionary accruals. We additionally find that network effects are magnified when accounting treatments are more complex and require greater auditor judgement.

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