scholarly journals The Degree Academic and Administrative Leaders Practice Knowledge Management at Al Al-Bayt University in the Hashemite Kingdom of Jordan

2021 ◽  
pp. 118-135
Author(s):  
Mohammad AL- Harahsheh
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Practice ◽  
Knowledge Generation ◽  
Survey Method ◽  
Years Of Experience ◽  
Academic Qualification ◽  
Administrative Leaders ◽  
Job Title ◽  
Practice Knowledge

The study aims to know the degree of academic and administrative leadership practice knowledge management at Al Al-Bayt University in the Hashemite Kingdom of Jordan, and the effect of variables (gender, educational qualification, years of experience, stage, and job title) on that. The study sample consists of (375) faculty and administrative members. To achieve the goals of the study, a tool was built to measure the degree of knowledge management practice, which consists of (37) items distributed into four areas, namely (knowledge organization, knowledge generation, knowledge sharing, and application of knowledge). Validity and reliability were verified, and the descriptive survey method was used. The results of the study show that the degree of academic and administrative leaders’ practice of knowledge management at Al Al-Bayt University in the Hashemite Kingdom of Jordan, from the viewpoint of their colleagues, came with a medium degree in all fields. The results also show that there were statistically significant differences between the averages of the responses of the study sample individuals due to the gender variable, and the differences are in favor of males in all fields. The results also show that there are statistically significant differences attributable to the variable of the academic qualification in the fields of sharing and applying knowledge, and the differences are in favor of the qualification of (Bachelor). The presence of statistically significant differences attributable to the variable of years of experience in the areas of knowledge sharing and application; the absence of statistically significant differences is attributable to the job title in all fields. In light of the results, the study presents a set of recommendations, the most important of which are training academic and administrative leaders on the application of knowledge management; training academic staff on teaching and evaluation methods that help to raise the levels of performance in the educational learning process.

scholarly journals Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practice ◽  
Academic Staff ◽  
Team Work ◽  
Knowledge Management Practice ◽  
Ordinal Logistic Regression Analysis ◽  
Jimma University

This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

Impact of Organizational Culture on Knowledge Management in Higher Education

2010 ◽  
pp. 1264-1292 ◽  
Author(s):  
Roberto Biloslavo ◽  
Mojca Prevodnik
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Social Process ◽  
Competing Values Framework ◽  
Knowledge Generation ◽  
Competing Values ◽  
Iterative Processes ◽  
Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

Reusing the Inter-Organizational Knowledge to Support Organizational Knowledge Management Process

2010 ◽  
pp. 142-161
Author(s):  
Nelson K. Y. Leung ◽  
Sim Kim Lau ◽  
Joshua Fan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Practice ◽  
Organizational Knowledge ◽  
Knowledge Network ◽  
Management Process ◽  
Business Networks ◽  
Knowledge Management Practice ◽  
Organizational Boundaries ◽  
Management Approaches

Various types of Knowledge Management approaches have been developed that only focus on managing organizational knowledge. These approaches are inadequate because employees often need to access knowledge from external knowledge sources in order to complete their works. Therefore, a new inter-organizational Knowledge Management practice is required to enhance knowledge sharing across organizational boundaries in their business networks. In this chapter, an ontology-based Inter-organizational knowledge Network that incorporates ontology mediation is developed so that heterogeneity of knowledge semantic in the ontologies could be reconciled. The reconciled inter-organizational knowledge could be reused to support organizational Knowledge Management process semi- or automatically. The authors also investigate the application of ontology mediation that provides mechanisms of reconciling inter-organizational knowledge in the network.

scholarly journals Knowledge management as a strategic tool for human resource management at higher education institutions

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Loganathan N. Govender ◽  
Rubeshan Perumal ◽  
Sadhasivan Perumal
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Higher Education Institutions ◽  
Knowledge Generation ◽  
Knowledge Management Initiatives

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

The Impact of Knowledge Sharing Enablers on Employees' Performance: An Empirical Study on READ Foundation in Azad Jammu & Kashmir

2015 ◽  
Vol 14 (03) ◽  
pp. 1550020 ◽  
Author(s):  
Iftikhar Hussain ◽  
Anum Khan ◽  
Amber Qurashi ◽  
Qurat-ul-Ain ◽  
Asma Shabbir
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Critical Role ◽  
Management Support ◽  
Organisational Performance ◽  
Validity And Reliability ◽  
Cultural Characteristics ◽  
Practice Knowledge ◽  
Organisation Structure ◽  
The Impact

To investigate the critical role that knowledge sharing enablers play in putting into practice knowledge management within schools' and impacting schools' performance. The field of knowledge management aims at enhancing performance through knowledge sharing enablers. However, not all knowledge sharing enablers have same effects. This study attempted at categorizing enablers among knowledge management users/teachers and examine whether performance changes due to these enablers. Existing literature was reviewed to shape the study design. Present research is quantitative in nature and was conducted through personal interviews to explore the proposed relationships. An instrument was adopted which was tested for validity and reliability. The research instrument was administered to respondents and 110 responses were acquired. Convenience sampling is used to select the respondents. Descriptive statistics, correlation and regression analysis were used to analyse data. The current research found that among the knowledge sharing enablers' cultural characteristics, rewards and incentives, management support, and organisation structure have significant positive relationship with schools' performance and these results supported the previous studies. The findings also indicate that growth in job and task achievement is also positively related with schools' performance. The result also revealed that knowledge sharing enablers (cultural characteristics, rewards and incentives, management support, organisation structure) are becoming important to increase teachers' motivation. The findings also reflect that among the knowledge sharing enabler's; organisation structure has more influence on employees' performance. The present research results not only confirmed theory with practice; but also presented a reference for the knowledge practitioners as well as the teachers and business professionals. The present study has revealed that setting up knowledge sharing enablers are important for implementing knowledge management and is an important mean for improving organisational performance. Knowledge sharing does not only help in managing knowledge, but instead it plays the role of enhancing organisational performance by taking on the duty of assisting and coordinating different departments in their sharing of information and knowledge.

scholarly journals The Reality of Implementing E-Management in Light of Knowledge Management Operations from Principals Point of view at Al-Zarqa First Directorate: واقع تطبيق الإدارة الإلكترونية في ضوء عمليات إدارة المعرفة من وجهة نظر مديري المدارس الحكومية لمنطقة الزرقاء الأولى

2021 ◽  
Vol 5 (35) ◽  
pp. 19-1
Author(s):  
Nawal Zaal Mohammad Almaaitah Nawal Zaal Mohammad Almaaitah
Keyword(s):  
Knowledge Management ◽  
Public Schools ◽  
Arab Countries ◽  
Point Of View ◽  
Knowledge Generation ◽  
Years Of Experience ◽  
Management Processes ◽  
Study Population ◽  
Very High ◽  
Management Operation

This Study aimed to identify The Reality of Implementing E-Management In Light of Knowledge Management Operation from Principals Point of view at Al-Zarqa First Directorate, and to determine the effect of variables (sex, and years of experience), the researcher used the Descriptive approaches, to collect data Questioner used which consisted from (34) paragraph , study population consisted of all principal in Al- first Zarqa directorate (152) Female and male, the sample consist from (59) Female and (49) male, chosen randomly, the result of SPSS analysis shown that the level of Implementing E-Management In Light of Knowledge Management Operation from Principals Point of view at Al-Zarqa First Directorate was very high with total average (4.25 out of 5) and at the level of dimensions The knowledge acquisition dimension attained the highest average (4.83), then the knowledge storage dimension with an average (4.43), the third after knowledge generation with an average (4.25), all of which were rated (very high), and the fourth after knowledge transfer with an average (4.11), and the fifth after knowledge application with an average (4.10). The knowledge-sharing dimension has an average of (3.81), and the last three are (high). The finding also showed there was no statistically significant differences at (α≤0.05) refer to principal sex (male and female) in addition there were statistically significant differences between the principals years of experience in favor of (10 years and more). Based on the results, the researcher presented a number of recommendations and proposals, to enhance the reality of applying electronic management in light of knowledge management processes in public schools in Zarqa, the whole of the Kingdom and the Arab countries.

What matters for knowledge sharing in collectivistic cultures? Empirical evidence from China

2014 ◽  
Vol 18 (5) ◽  
pp. 1004-1019 ◽  
Author(s):  
Zhenzhong Ma ◽  
Yufang Huang ◽  
Jie Wu ◽  
Weiwei Dong ◽  
Liyun Qi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Project Teams ◽  
Survey Method ◽  
Key Factors ◽  
International Context ◽  
Content Type ◽  
Team Members ◽  
Collectivistic Cultures ◽  
The Impact

Purpose – The purpose of this study is to identify key factors that facilitate knowledge sharing in collectivistic cultures and further help better understand knowledge management in the international context. Design/methodology/approach – Using a survey method, this study collected data from over 200 managerial employees in knowledge management-based project teams from China. Regression analysis was then conducted to analyze the impact of individual differences and environmental factors on the willingness to share knowledge among team members to identify key factors for successful knowledge retention in the constantly changing organizational environment in a collectivistic context. Findings – The results show that incentives are very important in individual’s decision to share knowledge in project teams even in a collectivistic culture like China and both intrinsically and extrinsically motivated individuals tend to share more knowledge with their team members. Individuals with high altruism are also found more likely to share knowledge with others. Moreover, a trusting environment and explicit knowledge will facilitate knowledge sharing for better retention. Research limitations/implications – More studies should be conducted in other collectivistic cultures to explore cultural barriers in knowledge management in the international context and comparative studies using samples from different cultural backgrounds are also encouraged to help extend the theories on knowledge management. Originality/value – While it is well-known that knowledge sharing is essential for organization to maintain competitive advantage, relatively few studies have examined knowledge sharing in collectivistic cultures, and even fewer have done so in China. This study adds values to the literature by identifying key factors for knowledge sharing in China, and thus helps refine the knowledge management theories and provides insights for multinationals on knowledge management in the Chinese market.

Exploring employee perceptions of Web 2.0 virtual communities from the perspective of knowledge sharing

2014 ◽  
Vol 66 (4) ◽  
pp. 381-400 ◽  
Author(s):  
Yalan Yan ◽  
Xianjin Zha ◽  
Ming Yan
Keyword(s):  
Knowledge Management ◽  
Web 2.0 ◽  
Knowledge Sharing ◽  
Virtual Communities ◽  
Management Practice ◽  
Employee Perceptions ◽  
Content Type ◽  
Paired Samples ◽  
Trust And Reciprocity ◽  
Knowledge Seeking

Purpose – With the development of Web 2.0 virtual communities, the authors see a useful platform for knowledge sharing. However, knowledge sharing in virtual communities still remains a big challenge given the concern of knowledge quantity and quality. The purpose of this paper is to explore the effect of individual differences on knowledge contributing, knowledge seeking, trust and norm of reciprocity. This study also explores the mean difference between knowledge seeking and knowledge contributing as well as the correlations between knowledge seeking, knowledge contributing, trust and reciprocity so as to provide some guidance for knowledge management practice in China. Design/methodology/approach – Data collected from 430 users of Web 2.0 virtual communities were used for data analysis. The independent samples t-test, one-way analysis of variance (ANOVA), paired samples t-test and correlation analysis were employed. Findings – The independent samples t-test and one-way ANOVA present the effect of individual differences on knowledge contributing, knowledge seeking, trust and norm of reciprocity. The paired samples t-test suggests that employees are more likely to seek knowledge from than contribute knowledge to Web 2.0 virtual communities. The correlation analysis suggests there are positive correlations between knowledge contributing, knowledge seeking, trust and reciprocity. Practical implications – Knowledge management initiatives in Chinese organizations are encountered relatively less frequently, compared with western countries. The authors suggest the findings of this study provide useful insights into the informal knowledge sharing in Web 2.0 virtual communities, which is helpful for guiding knowledge management practice in China. Originality/value – Based on knowledge quantity and knowledge quality whose significance cannot be over-emphasized in virtual communities, this study explores employee perceptions of Web 2.0 virtual communities from the perspective of knowledge sharing, which the authors think provides a new view for knowledge sharing research and practice alike in China.

Knowledge-sharing behaviour in public service organisations: determinants and the roles of affective commitment and normative commitment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roziah Mohd Rasdi ◽  
Gangeswari Tangaraja
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Knowledge Sharing ◽  
Public Service ◽  
Affective Commitment ◽  
Management Practice ◽  
Motivational Factors ◽  
Content Type ◽  
The Public ◽  
Time Availability

Purpose Compared with the extensive research on knowledge management in the Western context, relatively little research has emerged in Asia. This study aims to report an investigation of the predictors of knowledge-sharing behaviour (KSB) of Malaysian public service administrators. Design/methodology/approach Surveys were designed based on established instruments and yielded 231 responses from administrators of various managerial grades. Findings The findings indicated that KSB was predicted by intrinsic motivational factors, time availability and organisational socialisation. Further, the findings showed that affective commitment towards the organisations is the key intermediate factor to enable intrinsically motivated administrators to engage in KSB. Research limitations/implications This study examined motivational factors among the public sector administrators only. Thus, it limits the findings generalisation to other groups of employees such as from the private sector and non-governmental organisations. Practical implications The findings of this study shall enlighten organisations particularly the public sector organisations, in strategies and plan of action towards enhancing and advancing knowledge management practice among employees. Originality/value This paper offers new insight into the significance of intrinsic motivational factors which enhanced with employees’ commitment to fostering KSB in organisations.

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