Organizational Structure as a Facilitator for Transforming Knowledge Management Practices in Indian Real Estate Industry

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

Journal of Knowledge Management ◽

10.1108/jkm-06-2014-0242 ◽

2014 ◽

Vol 18 (5) ◽

pp. 905-918 ◽

Cited By ~ 39

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.

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Knowledge management practices in Indian industries – a comparative study

Journal of Knowledge Management ◽

10.1108/13673271011074854 ◽

2010 ◽

Vol 14 (5) ◽

pp. 708-725 ◽

Cited By ~ 16

Author(s):

Deepak Chawla ◽

Himanshu Joshi

Keyword(s):

Knowledge Management ◽

Comparative Study ◽

Management Practices ◽

Knowledge Management Practices ◽

Indian Industries

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Knowledge Management and Organizational Culture: An Exploratory Study

Creative and Knowledge Society ◽

10.2478/v10212-011-0031-3 ◽

2013 ◽

Vol 3 (1) ◽

pp. 65-77 ◽

Cited By ~ 3

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.

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