Opportunities and Challenges of Knowledge Retention in SMEs

2018 ◽  
pp. 70-94
Author(s):  
Vannie Naidoo ◽  
Idahosa Igbinakhase
Keyword(s):  
Knowledge Management ◽  
European Commission ◽  
Management Strategies ◽  
Balance Sheet ◽  
Knowledge Retention ◽  
Organizational Knowledge ◽  
Knowledge Organizations

This chapter presented discussions on the opportunities and challenges of knowledge retention in SMEs. SMEs are defined as formal enterprises with less than 50-250 staff and a turnover of less or equal to10-50 million Euros or a balance sheet total of less or equal to10-43 million Euros based on the European Commission criteria among other defined characteristics while also being identified as knowledge organizations. The conceptualization of knowledge retention in SMEs provided evidence of SMEs as knowledge creators and knowledge users in their quest to effectively retain organizational knowledge as part of their knowledge management strategies to remain relevant in the society.

Sustainable Knowledge Management Strategies

2018 ◽  
pp. 46-73 ◽  
Author(s):  
Denise A.D. Bedford
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Knowledge Assets ◽  
Gray Literature ◽  
Physical Assets ◽  
Knowledge Organizations

Knowledge organizations have been challenged to develop sustainable, actionable and business oriented knowledge management strategies. Many strategies published in the peer reviewed and gray literature include tactics, principle, platitudes and checklists. Organizations often borrow templates from associations or other organizations as starting points for formulating their strategies. These strategies often fall short of expectations. This chapter proposes a framework for an organization to walk through the process of developing a knowledge management strategy that aligns with business-critical capabilities, identifies the intellectual capital and knowledge assets required to support those capabilities, aligns assets and capabilities, and creates a foundation for selecting and monitoring tactics to invest in and manage liabilities associated with those assets. The chapter recommends a strategic infrastructure that is comparable to those developed for financial and physical assets.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

scholarly journals Knowledge Retention Strategy Evaluation & Knowledge Management System Design at Plastic Injection Company in Indonesia

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Leo Adi Anggoro Adi Anggoro ◽  
Bachtiar H. Simamora H. Simamora
Keyword(s):  
Knowledge Management ◽  
System Design ◽  
Management System ◽  
Knowledge Retention ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Retention Strategy ◽  
Knowledge Loss ◽  
Strategy Evaluation ◽  
Plastic Injection

The potential of knowledge loss when an employee retires or resigns is high at PT. XYZ a plastic injection company in Indonesia. Therefore, it is required to evaluate their knowledge retention strategy (KRS) and developing a knowledge management system (KMS). The evaluation of KRS using Organizational Knowledge Retention Framework developed by David DeLong and for designing KMS model using the 10-Step KM Roadmap method developed by Amrit Tiwana. Through a well-developed KRS and KMS design model, PT. XYZ can overcome the problem of losing the knowledge that occurs because employees retire or resign.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Knowledge management strategies for sustaining Lesson Study

2019 ◽  
Vol 9 (2) ◽  
pp. 167-178
Author(s):  
Eric C.K. Cheng
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Hong Kong ◽  
Knowledge Sharing ◽  
Lesson Study ◽  
Structural Equation ◽  
Explicit Knowledge ◽  
Relative Effectiveness ◽  
Management Strategies ◽  
Content Type

Purpose The purpose of this paper is explore the relative effectiveness of people-based and information technology-based knowledge management (KM) strategies as implemented by principals in Hong Kong schools to facilitate and sustain Lesson Study for teachers’ knowledge sharing and internalization. Design/methodology/approach Data from 184 principals in Hong Kong were collected by a cross-sectional quantitative survey. Confirmatory factor analysis and reliability tests have been used to examine the constructed validity and reliability of the instrument. A structural equation model was applied to confirm the predictive effect of people-based and information technology-based KM strategies on teachers’ knowledge sharing and internalization through Lesson Study. Findings Results show that people-based KM strategy predicts knowledge sharing and internalization by and among teachers. However, while information technology-based knowledge management strategies predict teachers’ knowledge sharing, they do not predict how effectively they internalize knowledge. Practical implications Cultivating communities of practice, professional learning communities and mentoring schemes in schools can nurture a knowledge-sharing culture to facilitate and sustain Lesson Study for teacher learning. Institutionalizing an information technology system can help teachers to retrieve, share and store the school’s explicit knowledge. Originality/value The paper not only suggests school management strategies and practices for school leaders to facilitate and sustain Lesson Study, but also brings a new research dimension, KM, to the research area.

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