Transfer mechanisms and strategic knowledge management in health and safety companies

2019 ◽  
Vol 21 (1) ◽  
Author(s):  
Carlos M. Zambrano ◽  
Vanessa Pertuz ◽  
Adith Adith Pérez ◽  
Daysi C. Straccia
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Health And Safety ◽  
Strategic Knowledge ◽  
Cross Sectional ◽  
Experimental Cross ◽  
Safety And Health ◽  
Strategic Knowledge Management ◽  
Transfer Mechanisms

This paper aims to analyse the knowledge transfer mechanisms and strategic knowledge management inoccupational safety and health (OSH) companies. The main authors consulted for the study were Davenport(6), Molina, and Marsal (8). The research is descriptive, non-experimental, cross-sectional and withfield design. Results indicate that the spontaneous transference is present through personal meetings, andformal transference is mainly characterized by counselling. We found weaknesses in the strategic analysisand objectives definitions for the strategic knowledge management in the studied organizations.

Strategic knowledge management in subsidiaries and MNC performance. The role of the relational context

2018 ◽  
Vol 22 (5) ◽  
pp. 1153-1175 ◽  
Author(s):  
Enrique Claver-Cortés ◽  
Patrocinio Zaragoza-Sáez ◽  
Mercedes Úbeda-García ◽  
Bartolome Marco-Lajara ◽  
Francisco García-Lillo
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Strategic Knowledge ◽  
Holistic Model ◽  
Relational Context ◽  
Content Type ◽  
The Relationship ◽  
Strategic Knowledge Management

Purpose Based on the knowledge-based theories of the MNC, this research aims to develop and test a holistic model to analyse the relationship between the strategic knowledge management (SKM) processes undertaken by subsidiaries and MNC performance. Additionally, it focuses on determining the impact that the relational context can have on knowledge creation and transfer inside the internal network of an MNC. Design/methodology/approach The research hypotheses are tested by partial least squares (PLS) with data from a sample of Spanish subsidiaries of foreign multinational firms belonging to high-technology and knowledge-intensive sectors. Findings The results confirm that: the implementation of a SKM by a subsidiary positively impacts on knowledge creation; the knowledge created by a subsidiary positively influences knowledge transfer, increasing the knowledge existing in the MNC; the knowledge transfer across all MNC units has a positive impact on MNC performance; the subsidiary’s relational context arises as a mediating variable between the knowledge created by a subsidiary and its transfer to the rest of the MNC. Originality/value The research proposes a holistic model that contemplates the joint interaction of the variables knowledge creation, knowledge transfer and performance. In addition, the proposed model contemplates the variable SMK of the subsidiary as the beginning of the knowledge creation-knowledge transfer-performance process. Finally, the mediating role of the relational context in the relationship between knowledge creation and transfer is analysed.

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.

scholarly journals Maturidade em gestão do conhecimento: análise das percepções dos gestores de uma grande empresa de construção civil

2016 ◽  
Vol 21 (1) ◽  
pp. 375 ◽  
Author(s):  
Carlos Henrique Cotta Natale ◽  
Jorge Tadeu Ramos Neves ◽  
Rodrigo Baroni Carvalho
Keyword(s):  
Knowledge Management ◽  
Maturity Model ◽  
Strategic Knowledge ◽  
Strategic Knowledge Management

<p><strong>Introdução:</strong> A partir da aplicação de um modelo de maturidade em Gestão do Conhecimento (GC), uma empresa pode ser capaz de identificar práticas de GC que podem ser melhoradas e, ou, implantadas.</p><p><strong>Objetivo:</strong> O objetivo é identificar a percepção dos gestores em relação à maturidade das práticas de gestão do conhecimento em uma grande empresa de construção civil.</p><p><strong>Metodologia:</strong> Trata-se de uma pesquisa descritiva qualitativa conduzida em duas etapas com o grupo dos 15 principais gestores (alta administração) por meio de uma entrevista e questionário semiestruturado (100 questões e 6 níveis) lastreado no modelo de maturidade <em>Strategic Knowledge Management Maturity Model</em> (KRUGER; SNYMAN, 2007) </p><p><strong>Resultados:</strong> Constatou-se que a empresa está no estágio inicial de GC. O modelo S-KMMM permitiu identificar iniciativas departamentais isoladas e processos de GC que podem ser implantados e, ou, aprimorados.</p><strong>Conclusões:</strong> Observou-se que a aplicação do modelo de maturidade em gestão do conhecimento foi útil para que os gestores da empresa reconhecessem que as práticas de GC correntes são realizadas de maneira isolada, intuitiva e informal. A aplicação do modelo S-KMMM se mostrou válida para avaliação sistemática e alinhamento estratégico das iniciativas organizacionais de GC.

Social Innovation: A New Paradigm Of Innovation Outcome Strategy In The Context Of Strategic Knowledge Management Processes

2016 ◽  
Vol 8 (4-2) ◽  
Author(s):  
Muhamad Nizam Jali ◽  
Zakaria Abas ◽  
Ahmad Shabudin Ariffin
Keyword(s):  
Economic Growth ◽  
Knowledge Management ◽  
Social Innovation ◽  
Social Economic ◽  
Strategic Knowledge ◽  
New Paradigm ◽  
Technological Advances ◽  
Management Processes ◽  
Strategic Knowledge Management ◽  
Knowledge Management Processes

The current knowledge-innovation led economy requires a new paradigm of innovation to address critical issues, among others, namely: poor social health, poor living conditions, poor education systems, public income inequality, massive unemployment, poor economic growth and lack of new technological advances. Thus this paper explores the concept of social innovation in the context of strategic knowledge management processes.  This paper suggested that social innovation is an outstanding solution in addressing social, economic and technological issues highlighted above, because the outcome of social innovation encompasses social, economic and technological payoffs concurrently. Strategic knowledge management processes, creates superior knowledge resource that is regarded as a new and novel solution that can be embedded into products, processes and services which in turn leads to the outcome of improving the quality of people’s life, stimulate economic growth and enhance technological advances i.e. social innovation. The old paradigm of innovation that refers to technological innovation is seen inadequate and obsolete in dealing with aforesaid social, economic and technological issues because it is very much focused and centred in fulfilling private needs. Therefore, social innovation and strategic knowledge management processes must be seriously considered by the policy makers, private sectors and also public institutions given the massive contribution that it might bring forward to many nations’ core aspirations.  

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