Knowledge Management Practices at IIMs

2017 ◽  
pp. 281-301
Author(s):  
Nirmali Chakraborty
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Indian Institute ◽  
Knowledge Management Practices ◽  
Tacit Knowledge Management ◽  
Self Administered Questionnaire

The study aims to highlight the existing Knowledge Management Practices at Indian Institute of Management (IIMs). The present study is limited to four IIMs from four zones of the country. For the study the select institutions were physically visited and a self-administered questionnaire was distributed among the library authority of the select institutes. Tacit knowledge management is not getting priority in comparison to explicit knowledge.

scholarly journals Improving Agricultural Extension Services through Knowledge Management Practices in the Delta Region of Egypt: An Applied Study of Knowledge Management Model

2019 ◽  
pp. 1-14
Author(s):  
Heba Essam El-Dien Aly Salama
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Practical Knowledge ◽  
Agricultural Extension ◽  
Management Model ◽  
Delta Region ◽  
Chi Square ◽  
Knowledge Management Practices

Knowledge management is considered as an essential factor for the sustainable development of enterprises in the agricultural context. A consecutive workshops were conducted for senior and junior agricultural extension workers (AEWs) of two Governorates of the Delta region namely: Beheira and Kafr-Elsheikh. A purposive sample of 11 senior AEWs and 20 junior AEWs was selected. The Wiig knowledge management model (KMM) of four stages was used to identify the knowledge management practices. Descriptive statistics (frequencies and percentages) were used for presenting interview responses and Chi Square Test was used to determine the differences between senior and junior AEWs regarding their responses .The most important results were: the respondents obtain explicit knowledge from the statistics department and pamphlets. Types of formulating and documenting knowledge were the periodical minutes and reports. The available knowledge was compatible with the farmers' problems. Remembering the explicit knowledge was facilitated by frequent use of the acquired knowledge. Explicit knowledge was kept on computer bases of the specialized departments.  Aggregating and categorizing knowledge were rallying on personal efforts. The practical knowledge was provided through awareness-raising meetings with farmers. Significant differences were found between senior and junior AEWs regarding their responses concerning: obtaining the tacit knowledge, compatibility of knowledge with farmers' problems, and retrieving knowledge. Among the most important recommendations were: conducting training programs on knowledge management concept and practices for AEWs and establishing knowledge management units at the central and the two Governorates level. Some suggested recommendations are: forming specialized team to organize and document the tacit knowledge, allocating storage units for knowledge including new tools and the required electronic devices, coordinating research institutions with agricultural extension organizations in transferring farmers' problems through formal procedures, and supporting the provision of AESs and developing the evaluation methods of the provided services. These predictors, however, need further work to validate reliability.

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

scholarly journals Knowledge management in project environments

2005 ◽  
Vol 36 (3) ◽  
pp. 41-50 ◽  
Author(s):  
C. J. Pretorius ◽  
H. Steyn
Keyword(s):  
Knowledge Management ◽  
South African ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Business Environment ◽  
Lessons Learned ◽  
Human Interaction ◽  
Limited Time ◽  
Knowledge Management Practices ◽  
Use Of Knowledge

Knowledge management is widely acclaimed to be a source of considerable financial advantage for organisations. Various authors realise that project environments could also benefit from the creation and re-use of knowledge, including from the lessons learned that should be documented during project close-out. Projects face specific challenges (limited time spans, changing and dispersed teams) and the reduction of project risk, time and cost through knowledge management, may well prove worthwhile.This paper reviews the literature on knowledge management, both in organisations in general and in project environments specifically. A framework for knowledge management is derived from literature. The paper also reports on an investigation of knowledge management practices in four cases within a single South African business environment. Knowledge management practices similar to ones reported abroad were found.A model is proposed for the management of knowledge in project environments, both within a single project (intraproject) and between projects (inter-project) and. guidelines for knowledge management in project environments are provided. It is also suggested that, while the management of explicit knowledge is common in project management, more attention should be given to the sharing of tacit knowledge through human interaction.

scholarly journals Knowledge Management Practices towards Competitive Advantage: Study on SMEs in Sri Lanka

2021 ◽  
pp. 1-15
Author(s):  
Himasha Erandi ◽  
Vilani Sachitra
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Quantitative Research ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Research Approach ◽  
Management Activity ◽  
Knowledge Management Practices

Purpose: Knowledge Management (KM) can be defined as capturing, distributing, and effectively using knowledge. Organizations become more knowledge intensive and they are hiring “minds” more than “hands”. The organization practice has shown that knowledge, when properly used and leveraged, could drive it to become more innovative and thus, more competitive. The investments on intangible resources and the creation of capabilities made by the SMEs are quite problematic. The main reason of conducting this study is to examine the effects of Knowledge Management Practices (KMP) to gain competitive advantage (CA) of SMEs in Sri Lanka. Methods: Explanatory research approach was utilized followed with quantitative research method. Knowledge Creation, Knowledge Validation, Knowledge Presentation, Knowledge Distribution and Knowledge Application were considered as Knowledge Management Practices. The study was conducted with 32 SMEs in Colombo District.  Findings: According to the overall assessment of Knowledge Management Practices in SMEs, 12.5 percent of respondents were never heard about Knowledge Management while 6.3 percent were thinking that it is just a management activity that organizations are already engaging with. Further, 34.4 percent opined that Knowledge Management is a strategic part of the business while 15.6 percent stated Knowledge Management is not existence at their organizations. Fortunately, 40.6 percent believed that Knowledge Management Practices could be beneficial for the organizations. Correlation analysis result indicated moderate positive correlation among knowledge creation, validation, presentation, distribution, application and competitive advantage of SMEs. Regression analysis results revealed that of knowledge distribution was the only significant determinant of competitive advantage of SMEs.   Research Implications:  The findings could be beneficial to SMEs to share and manage tacit and explicit knowledge and information effectively within their entity to achieve competitive advantage. Organizational learning will help them to enhance their decision-making process more effectively. The smooth and accelerate access to information and knowledge and manages to engage in work will be bonuses of having a good Knowledge Management Practices in the society. Limitations: The study was conducted based on the sample of SMEs in Colombo District, as in Colombo area population is relatively high and it is the business hub of Sri Lanka. Generalizability of the findings might be restricted.

scholarly journals Philosophical paradigms as the bases for knowledge management research and practice

2021 ◽  
pp. 209-224
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Critical Realism ◽  
Theory And Practice ◽  
Management Research ◽  
Power Structures ◽  
Research And Practice ◽  
Post Modernism

This paper examined six philosophical paradigms, namely positivism, interpretivism, post-positivism, pragmatism, post modernism and critical realism. The paradigms serve as the bases for knowledge management research and practice. Basing on a critical review of literature and drawing from tacit insights, the paper reveals that positivist managers and researchers tend to focus on explicit knowledge while paying little attention to tacit knowledge. In the same vein, interpretivists focus on tacit knowledge while ignoring explicit knowledge. Even when the post-positivist ontology provides useful insights, many managers and researchers may lack adequate skills to apply such insights in theory and practice. Pragmatism focuses on actions that possess instrumental value, yet there is a tendency to focus on personal value rather than organisational value. Postmodernism highlights the central nature of power structures and power struggle all of which tend to affect knowledge management practices. Critical realism prioritises tacit knowledge as the main source of competitiveness, yet tacit knowledge is insufficient on its own. The paper contributes to the understanding and debate of knowledge management research and practice.

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.

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