Cultural Elements of Knowledge Management

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Cultural Context ◽  
Meaning Making ◽  
Organisational Culture ◽  
Collaborative Culture ◽  
Cultural Elements ◽  
Knowledge Processes ◽  
Long Run ◽  
Organisational Values ◽  
Context Shape

Organisational culture is, perhaps not surprisingly, by far the most researched topic in relation to knowledge management to date. It is widely argued that an open, collaborative culture enhances knowledge processes, activities and practices, and that this open culture will help organisations be successful in the long-run (see for example, Du Plessis, 2006; Kathiravelu et al., 2014; Intezari et al., 2017). Organisational values, assumptions, and the cultural context shape what employees believe in, their shared understanding of how things are done in the organisation, as well as their shared language. The process of meaning-making through different knowledge practices is therefore largely shaped by organisational culture and embedded in it (Hislop et al., 2018).

scholarly journals An Integrated Knowledge Management Model for Community Enterprises: A Case Study of a Rural Community Enterprise in Thailand

2021 ◽  
Author(s):  
◽  
Lanthom Jonjoubsong
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organisational Culture ◽  
Management Systems ◽  
Collaborative Management ◽  
Incentive Systems ◽  
Knowledge Resources ◽  
Knowledge Processes ◽  
Operation And Management

<p>This research seeks to explore the  characteristics, organisational culture and current knowledge management (KM) practice in a community enterprise (CE). Prae Pun - a hand weaving CE in the northeast rural area of Thailand - has typical CE characteristics - self-employed and collaborative management, and a home-based production system utilising local resources and knowledge. This research used a qualitative method. Data were collected through narrative inquiry, participant observation and document analysis. The 18 respondents were Prae Pun members, committee members, an advisory committee member and office staff members. The data were analysed through theme analysis. The findings of this research reveal that, although community members would not be aware of doing so, Prae Pun managed its knowledge through informal educational activities - learning by doing and observation - and work processes concerned with collaboration and informality. The current KM practice of Prae Pun entails three processes: basic skill development, competence building and new knowledge creation through creation, capture, sharing, transferring, verification, utilisation and codification. Significantly for this study, KM of Prae Pun focuses on organisational knowledge creation and indigenous knowledge systems. The current KM of Prae Pun also has four other components. Its knowledge resources come from members, other villagers, other hand weaving groups, support organisations and markets. Most of the knowledge is tacit and indigenous. The operation and management systems determine the knowledge processes and provide supportive and incentive systems. The organisational culture and resources, including funding, social capital and appropriate technologies, also provide supportive and incentive systems. The resources are also the tools that facilitate the knowledge processes. The knowledge assets encompass actual assets - products, cloth designs,  techniques, and operation and management systems - and competencies including members' skills and abilities, social capital, and shared values, which are not registered as intellectual properties but are in the forms of organisational memories. The traditional KM practice of Prae Pun can be possibly strengthened by integrating modern KM concepts, including knowledge resources from academic and government agencies, appropriate technologies to facilitate knowledge codification and knowledge transfer, extrinsic reward and incentive systems, and facilitators or consultants to enhance members' communities of practice (CoPs). The findings of this study and the KM model contribute to both CE development and further research on KM in a CE context and indigenous KM.</p>

scholarly journals An Integrated Knowledge Management Model for Community Enterprises: A Case Study of a Rural Community Enterprise in Thailand

2021 ◽  
Author(s):  
◽  
Lanthom Jonjoubsong
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organisational Culture ◽  
Management Systems ◽  
Collaborative Management ◽  
Incentive Systems ◽  
Knowledge Resources ◽  
Knowledge Processes ◽  
Operation And Management

<p>This research seeks to explore the  characteristics, organisational culture and current knowledge management (KM) practice in a community enterprise (CE). Prae Pun - a hand weaving CE in the northeast rural area of Thailand - has typical CE characteristics - self-employed and collaborative management, and a home-based production system utilising local resources and knowledge. This research used a qualitative method. Data were collected through narrative inquiry, participant observation and document analysis. The 18 respondents were Prae Pun members, committee members, an advisory committee member and office staff members. The data were analysed through theme analysis. The findings of this research reveal that, although community members would not be aware of doing so, Prae Pun managed its knowledge through informal educational activities - learning by doing and observation - and work processes concerned with collaboration and informality. The current KM practice of Prae Pun entails three processes: basic skill development, competence building and new knowledge creation through creation, capture, sharing, transferring, verification, utilisation and codification. Significantly for this study, KM of Prae Pun focuses on organisational knowledge creation and indigenous knowledge systems. The current KM of Prae Pun also has four other components. Its knowledge resources come from members, other villagers, other hand weaving groups, support organisations and markets. Most of the knowledge is tacit and indigenous. The operation and management systems determine the knowledge processes and provide supportive and incentive systems. The organisational culture and resources, including funding, social capital and appropriate technologies, also provide supportive and incentive systems. The resources are also the tools that facilitate the knowledge processes. The knowledge assets encompass actual assets - products, cloth designs,  techniques, and operation and management systems - and competencies including members' skills and abilities, social capital, and shared values, which are not registered as intellectual properties but are in the forms of organisational memories. The traditional KM practice of Prae Pun can be possibly strengthened by integrating modern KM concepts, including knowledge resources from academic and government agencies, appropriate technologies to facilitate knowledge codification and knowledge transfer, extrinsic reward and incentive systems, and facilitators or consultants to enhance members' communities of practice (CoPs). The findings of this study and the KM model contribute to both CE development and further research on KM in a CE context and indigenous KM.</p>

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

scholarly journals Significant factors for enabling knowledge sharing between government agencies within South Africa

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Avain Mannie ◽  
Herman J. Van Niekerk ◽  
Chris M. Adendorff
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Employee Performance ◽  
Organisational Culture ◽  
Government Agencies ◽  
Balanced Score Card ◽  
Performance Contracts ◽  
Significant Factors

Background: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing efforts on practices to foster the creation, sharing and integration of knowledge.Objectives: This study aimed to validate the significant factors that influence the effectiveness of KM between government agencies in South Africa. The commonly identified pillars of KM in the extant literature served as a primary framework in establishing these factors.Method: Data were gathered using an electronic survey made available to different national government agencies within the security cluster. Responses were analysed using structural equation modelling.Main findings: Existing literature highlighted organisational culture, learning organisation, collaboration, subject matter experts and trust as being determinants for knowledge management. The first two were identified as the most significant factors for knowledge sharing to succeed.Conclusion: Whilst there is universal consent as to the strategic importance of KM, actionable implementation of knowledge sharing initiatives appears to be lacking. This study emphasised the fact that leaders must instil a knowledge sharing culture either through employee performance contracts or methods such as the balanced score card. The study also showed that it is imperative for leaders to acknowledge that KM is a multi-faceted discipline that offers strategic advantages. Leaders of developing countries should note that they are on a developmental journey. This requires their organisations to be learning organisations, which necessitates a change in the organisational culture and knowledge interventions through their academies of learning.

scholarly journals PERMAINAN TRADISIONAL JAWA SEBAGAI STRATEGI PEMBELAJARAN BERBASIS KEARIFAN LOKAL UNTUK MENUMBUHKAN KETERAMPILAN GLOBAL DI MI/SD

2018 ◽  
Vol 2 (1) ◽  
pp. 1 ◽  
Author(s):  
Andi Prastowo
Keyword(s):  
21St Century ◽  
21St Century Skills ◽  
Basic Education ◽  
Textual Criticism ◽  
Literature Study ◽  
Cultural Elements ◽  
Long Run ◽  
Global Skills ◽  
High Level

The study of games in education is not new, from traditional games to modern website-based games have been done. Studies have even proved that traditional games have more proven value and benefits in the long run for education than modern games. However, the fact that the quality of education in various countries of the world is uneven, although they also know and have traditional games as part of its cultural elements. Like one of them can be seen in the quality of basic education in Indonesia, especially in the ability of thinking high level is still low. Moreover, in the 21st century students are required to have global skills of the 21st century. From this point the need to be studied about how the traditional Javanese games, as one of the greatest cultural heritages in Indonesia, can serve as a strategy to cultivate 21st century global skills for madrasah ibtidaiyah / primary school. This research is done by literature study with the method of textual criticism and external critic and then continued with synthesis. The findings of this study indicate that some traditional Javanese games are basically potential as a strategy to cultivate 21st century skills. This is not apart because the characteristics and form of some traditional Javanese game contains characteristics of 21st century skills that include critical thinking, communication, cooperation, and creativity.

Influence of transformational leadership and knowledge management on radical and incremental innovation: the moderating role of collaborative culture

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tu Ngoc Nguyen ◽  
Chao Hong Shen ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Incremental Innovation ◽  
Equation Modeling ◽  
Collaborative Culture ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
Positive Effects

PurposeThe purpose of this study is to explore the influence of transformational leadership (TL) on a firm's radical and incremental innovation. It also deepens the understanding of appropriate mechanisms and conditions to improve specific aspects of innovation by examining the mediating role of knowledge management capability (KMC) and moderating mechanism of collaborative culture.Design/methodology/approachThis study utilized structural equation modeling (SEM) and cross-sectional design to test hypotheses in the proposed research model using survey data collected from 365 participants in 86 manufacturing and service firms.FindingsThe findings indicate that TL induces greater effect on radical innovation compared to its effect on incremental innovation. The mediating role of KMC between TL and aspects of innovation capability is also supported. Especially, the influences of KMC on specific aspects of innovation capability are different and depend on the degree of collaborative culture in an organization.Research limitations/implicationsFuture research should examine the mediating mechanisms of knowledge acquisition, knowledge sharing and knowledge application to provide deeper insight into specific roles of knowledge management's constituents in linking TL and innovation capability.Practical implicationsThe paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability by highlighting the important role of KMC and positive effects of collaborative climate in an organization.Originality/valueThe paper is unique in the attempts to provide a prospective solution for firms to pursue and improve innovation based on the meaningful insights into the mediating role of KMC and moderating effect of collaborative culture in the relationship between TL and specific dimensions of innovation capability.

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