Appreciative Sharing of Knowledge

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Appreciative Inquiry ◽  
Management Practices ◽  
Shared Understanding ◽  
Knowledge Practices ◽  
Long Run ◽  
Alternative Approaches ◽  
Knowledge Management Practices ◽  
Positive Memories

The previous chapters in this book have so far mainly focused on problem-solving approaches to knowledge management within event organisations. It has been argued that there are a lot of knowledge management challenges in event organisations, which need to be overcome in order for the organisation to be successful in the long run. This chapter presents an entirely different approach to knowledge management: it introduces Appreciative Inquiry as an approach to management based on an organisation’s strengths with regards to knowledge management, such as, for example, knowledge creation and knowledge sharing practices that are already working well. Applying the principles of Appreciative Inquiry and Appreciative Sharing of Knowledge, as defined by Cooperrider and Srivastva (1987), Cooperrider and Whitney (1999) and Thatchenkery and Chowdhry (2007), the aim is to utilise the strengths within the organisation, and learn from and further build on these strengths, in order to enhance the organisation’s knowledge management practices and ultimately its success overall. The first two sections of this chapter introduce Appreciative Inquiry and Appreciative Sharing of Knowledge as alternative approaches to knowledge management. They highlight key principles of these and provide examples as to how they can be applied to event organisations. The final section of the chapter more specifically discusses (positive) stories and storytelling within the Appreciative Sharing of Knowledge approach and focuses on how stories of success, achievement, and positive memories can be a useful tool within event organisations to create a shared understanding and knowledge of what the event is about, what it aims to achieve, and how to work together effectively and efficiently. It will be reemphasised that these tacit knowledge practices are invaluable within any organisation, and can provide a competitive advantage in the long term.

Exploring the Role of National Culture on Knowledge Practices: A Comparison between Spain and the UK

2011 ◽  
Vol 14 (2) ◽  
pp. 808-819 ◽  
Author(s):  
Juan Gabriel Cegarra-Navarro ◽  
Mª Eugenia Sánchez Vidal ◽  
David Cegarra-Leiva
Keyword(s):  
Knowledge Management ◽  
National Culture ◽  
Management Practices ◽  
Knowledge Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Practices ◽  
Using Data ◽  
The Uk

In the context of a competitive knowledge-based economy, the knowledge provided by a firm's founders is one of the most important measures of success. This paper aims to identify the role of national culture on a founder's knowledge practices in a modern organisation. Using data collected from 258 Small to Medium sized Enterprises (SMES) in the Spanish and UK telecommunication industries (130 from Spain and 128 from the UK), we propose three knowledge management practices to be analysed; namely transfer, transformation and open-mindedness. This paper provides evidence that while Spanish SMES are more positively associated with higher levels of transfer and transformation of knowledge, UK SMES are more positively associated with higher levels of open-mindedness. Hence, this study serves as an important contribution to the small amount of literature currently available in this field by examining different practices that can be explained by the cultural characteristics of both countries.

Knowledge Management Practices in Brazilian Software Organizations

2010 ◽  
pp. 213-226
Author(s):  
Tatiana de Almeida Furquim ◽  
Sueli Angelica do Amaral
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Management Practices ◽  
Knowledge Practices ◽  
Software Companies ◽  
Knowledge Management Practices ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Software Organization

This chapter explores knowledge management practices in a software organization. It argues that software companies are knowledge intensive organizations and therefore they must properly address the matter of knowledge management. This case study highlights the importance of understanding the practices of knowledge management and describes knowledge acquisition, protection, transfer, and application practices in the context of a Brazilian software organization. The authors hope that this chapter increases understanding of existing knowledge practices in software organizations.

scholarly journals A Study on Knowledge Management of Employees’ sloping Vocational Dynamics

2016 ◽  
Vol 3 (2) ◽  
Author(s):  
Sadhna Chauhan ◽  
B.K. Punia
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Medical Field ◽  
It Industry ◽  
Institutional Variables ◽  
Knowledge Based ◽  
Indian Context ◽  
Long Run ◽  
Consulting Firms ◽  
Knowledge Management Practices

As a consequence of increasing global competition, every organization is trying to find techniques from which they can enrich their own valuation. At presentthe most vital&modest resource that a business can have is knowledge. One of the most considerable aspects of knowledge is knowledge management amongst the employees of an organization. Increasingly it is well known that the organizations who are developing strategies to create a knowledge based culture will only last for the long run which is clearly evident in IT industry, consulting firms and in medical field. The current researchis based on the best practices(knowledge sharing knowledge acquisition knowledge creation and knowledge re use) in knowledge management and scrutinises the relation with respect to individual and institutional factorsThe main aim study is to examinethe concept of knowledge management and examine the belongings of individual and institutional variables on employees’ knowledge management practices in the Indian context. The data has been placid from employees with the help of questionnaire.

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.

Sign in / Sign up

Export Citation Format

Share Document