scholarly journals Transformation of Institutional Repositories and the Knowledge Economy: The Imperatives of Knowledge Management in Libraries

2020 ◽  
Vol 2 (3) ◽  
pp. p66
Author(s):  
Godwin B Afebende, Ph.D
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Management Practices ◽  
New Technologies ◽  
Critical Factor ◽  
Institutional Repositories ◽  
Organizational Demands ◽  
Knowledge Management Practices ◽  
Traditional Roles

There is mutual intercourse between traditional roles of libraries and knowledge management practices which are concerned with how organisations track, measure, evaluate, share and make use of both tangible and intangible assets to meet their institutional or organizational demands. The establishment of institutional or knowledge repositories is a response to the demands and realities of acquiring , deploying and using new technologies and strategies to create , document , store , disseminate and reuse information to advance organizational objectives and mission. This paper discusses concepts of transformation, knowledge, knowledge management and the knowledge economy. It also touches on how knowledge is managed, paying specific attention to the role of libraries and librarians in knowledge management. Critical factor of IT/IT-based skills and funding are discussed as vital in achieving its success.

Empowering leadership and knowledge management: the mediating role of followers' technology use

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zafer Türkmendağ ◽  
Muharrem Tuna
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Practices ◽  
Mediating Effect ◽  
Hotel Management ◽  
Empowering Leadership ◽  
Content Type ◽  
Use Of Technology ◽  
Knowledge Management Practices

PurposeThe purpose of this paper is to investigate the role of empowering leadership in intraorganizational knowledge management practices and to reveal how followers' acceptance and use of the hotel management system affect this role.Design/methodology/approachA serial multiple mediation model was evaluated and tested using partial least squares structural equation modeling (PLS-SEM). The database was created from the results of a structured questionnaire obtained from 401 employees working in hotels in Turkey.FindingsThe findings of the study reveal that empowering leadership has a significant effect on followers' knowledge creation, sharing and application. It was also found that the acceptance and use of the hotel management system were partially complementary to the impact of empowering leadership on followers' knowledge management practices.Practical implicationsThis paper gives an insight into the empowering leader's role in gathering useful knowledge, which is self-managed within the organization, by encouraging, motivating, providing autonomous and supportive conditions and making it beneficial and easier for their followers to adapt to the organization's technologies.Originality/valueThe efficient management of knowledge in organizations through the use of technology is possible by distributing power to subordinates through expanding the theory of knowledge management, leadership and the acceptance and use of technology. Furthermore, this study contributes to the literature by establishing the theoretical foundation of the relationship between empowering leadership and knowledge management practices based on Dalkir's knowledge management model and by discussing the mediating effect of the core variables of the UTAUT model.

Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector

2015 ◽  
Vol 19 (3) ◽  
pp. 559-578 ◽  
Author(s):  
Stavros Sindakis ◽  
Audrey Depeige ◽  
Eleni Anoyrkati
Keyword(s):  
Knowledge Management ◽  
Public Transport ◽  
Management Practices ◽  
Transport Systems ◽  
Transport Sector ◽  
Content Type ◽  
The Public ◽  
Knowledge Based ◽  
Knowledge Management Practices

Purpose – This study aims to explore the role of knowledge management practices in supporting current and emerging passengers’ and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers. Design/methodology/approach – A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations. Findings – Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users’ needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge. Research limitations/implications – The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector. Practical implications – Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems. Originality/value – The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage researchers and practitioners from the transport industry in the conceptualisation and development of innovative solutions.

scholarly journals Knowledge Management Practices and the Focus on the Individual

2014 ◽  
Vol 10 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This paper reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

Identifying and Sharing the Knowledge Required for Scaling Up Innovative Technologies in the Process Industry

2016 ◽  
Vol 13 (06) ◽  
pp. 1750006
Author(s):  
Manjusha Thorpe ◽  
Tom Ridgman
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
New Technologies ◽  
Scale Up ◽  
Scaling Up ◽  
Process Industry ◽  
Commercial Scale ◽  
Unified View ◽  
Knowledge Management Practices ◽  
Manufacturing Technologies

The importance of developing innovative manufacturing technologies in the process industry is increasing in response to environmental concerns. However, scaling up new technologies from the laboratory to the commercial scale is problematic. A unified view on the challenges encountered during scale-up does not appear to exist in the literature. Nevertheless, there is recognition of knowledge gaps and a lack of approaches to knowledge management. This research identifies the knowledge required to carry out scale-up and appropriate knowledge management practices. The findings indicate that the required knowledge does exist to a large extent but that it is not effectively deployed.

scholarly journals Knowledge Management Practices and the Focus on the Individual

2016 ◽  
pp. 1539-1556
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This chapter reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

Knowledge Sharing in a Digital, Remote, and Disrupted World

2021 ◽  
pp. 17-36
Author(s):  
Dana Tessier
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Environment ◽  
Management Practices ◽  
Critical Element ◽  
Remote Work ◽  
Digital Repositories ◽  
Digital Environments ◽  
Knowledge Management Practices

Trust is a critical element when building knowledge management practices within an organization. For individuals and teams to share knowledge and collaborate, they must form a relationship that is based on trust. The role of trust within knowledge-sharing, and therefore collaboration and cooperation, will be discussed. In a multinational, distributed, remote work environment, colleagues will interact with content created by their peers before they interact with them, and therefore, digital repositories and content become an extension of the trust relationship between colleagues and even the organization itself. The trust required to facilitate knowledge-sharing will need to be extended to these digital environments so that the organization can maintain its competitive advantage and the benefits of effective knowledge management practices.

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