Knowledge Creation, Management, and Dissemination in Impact Communities

This chapter's mission is to reflect on the steps taken by knowledge (creation, management, and dissemination) in an impact community (IC). Also, it aims to analyze how this knowledge can be capitalized by the IC itself, as well as other ICs, through the replication of good practices. To this end, importance is attached to several stages of the existence of knowledge in an IC: 1) individual knowledge, which each single person carries and integrates into an IC when he/she becomes a member; 2) the combination of all the individual knowledge, which forces one to think in a knowledge management; 3) the moments of knowledge sharing; and 4) the internal and external dissemination of this knowledge. These last two dynamics—sharing and dissemination—result in a replication and multiplication of existing knowledge in an IC.

Knowledge Producers and Consumers

Encyclopedia of Knowledge Management ◽

10.4018/978-1-59140-573-3.ch060 ◽

2011 ◽

pp. 459-466 ◽

Cited By ~ 6

Author(s):

Atreyi Kankanhalli ◽

Bernard C.Y. Tan ◽

Kwok-Kee Wei

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Individual Knowledge ◽

In a knowledge-based economy, organizations find it difficult to compete based upon the individual knowledge of a few organizational members. This provides the rationale for knowledge management wherein organizational knowledge must be shared, combined, and reused in order to enable organizations to compete more effectively. Hence, knowledge sharing is considered an essential process in knowledge management. Unfortunately, sharing is often unnatural for the parties involved in it, that is, knowledge contributors or producers and knowledge seekers or consumers. Hoarding knowledge and not accepting knowledge from others are natural tendencies that are difficult to change (Davenport & Prusak, 1998). Knowledge contributors may be inhibited from sharing their knowledge due to perceptions of loss of power, lack of time or incentives, and other barriers. Knowledge seekers may find it laborious to seek advice from others and desire to discover solutions for themselves. Therefore, it is vital to understand and foster the motivations of knowledge contributors and seekers toward participating in knowledge sharing.

Knowledge Producers and Consumers

Encyclopedia of Knowledge Management, Second Edition ◽

10.4018/978-1-59904-931-1.ch083 ◽

2011 ◽

pp. 867-877 ◽

Cited By ~ 1

Author(s):

Atreyi Kankanhalli ◽

Bernard C.Y. Tan ◽

Kwok-Kee Wei

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Individual Knowledge ◽

In a knowledge-based economy, organizations find it difficult to compete based upon the individual knowledge of a few organizational members. This provides the rationale for knowledge management wherein organizational knowledge must be shared, combined, and reused in order to enable organizations to compete more effectively. Hence, knowledge sharing is considered an essential process in knowledge management. Unfortunately, sharing is often unnatural for the parties involved in it, that is, knowledge contributors or producers and knowledge seekers or consumers. Hoarding knowledge and not accepting knowledge from others are natural tendencies that are difficult to change (Davenport & Prusak, 1998). Knowledge contributors may be inhibited from sharing their knowledge due to perceptions of loss of power, lack of time or incentives, and other barriers. Knowledge seekers may find it laborious to seek advice from others and desire to discover solutions for themselves. Therefore, it is vital to understand and foster the motivations of knowledge contributors and seekers toward participating in knowledge sharing.

Impact of Knowledge Management Practices on Task Knowledge

Dynamic Models for Knowledge-Driven Organizations ◽

10.4018/978-1-4666-2485-6.ch017 ◽

2013 ◽

pp. 282-301 ◽

Cited By ~ 1

Author(s):

Shahnawaz Muhammed ◽

William J. Doll ◽

Xiaodong Deng

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Management Practices ◽

Work Processes ◽

Task Knowledge ◽

Individual Level ◽

Knowledge Management Practices ◽

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

Knowledge Producers and Consumers

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch227 ◽

2011 ◽

pp. 2788-2797

Author(s):

Atreyi Kankanhalli ◽

Kwok-Kee Wei

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Individual Knowledge ◽

In a knowledge-based economy, organizations find it difficult to compete based upon the individual knowledge of a few organizational members. This provides the rationale for knowledge management wherein organizational knowledge must be shared, combined, and reused in order to enable organizations to compete more effectively. Hence, knowledge sharing is considered an essential process in knowledge management. Unfortunately, sharing is often unnatural for the parties involved in it, that is, knowledge contributors or producers and knowledge seekers or consumers. Hoarding knowledge and not accepting knowledge from others are natural tendencies that are difficult to change (Davenport & Prusak, 1998). Knowledge contributors may be inhibited from sharing their knowledge due to perceptions of loss of power, lack of time or incentives, and other barriers. Knowledge seekers may find it laborious to seek advice from others and desire to discover solutions for themselves. Therefore, it is vital to understand and foster the motivations of knowledge contributors and seekers toward participating in knowledge sharing.

Impact of Knowledge Management Practices on Task Knowledge

International Journal of Knowledge Management ◽

10.4018/jkm.2011100101 ◽

2011 ◽

Vol 7 (4) ◽

pp. 1-21 ◽

Cited By ~ 10

Author(s):

Shahnawaz Muhammed ◽

William J. Doll ◽

Xiaodong Deng

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Management Practices ◽

Equation Modeling ◽

Task Knowledge ◽

Individual Level ◽

Knowledge Management Practices ◽

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

Knowledge Sharing for Healthcare and Medicine in Developing Countries

Health Care Delivery and Clinical Science ◽

10.4018/978-1-5225-3926-1.ch064 ◽

2017 ◽

pp. 1276-1293

Author(s):

Kgomotso H. Moahi ◽

Kelvin J. Bwalya

Keyword(s):

Developing Countries ◽

Knowledge Management ◽

Knowledge Sharing ◽

Healthcare Systems ◽

Healthcare Organizations ◽

Middle Income ◽

Middle Income Countries ◽

Cross Pollination ◽

The Individual ◽

Sharing Behavior

Knowledge sharing has always been used as a platform for cross-pollination of ideas and innovations in a bid to improve and enhance performance thereby increasing competitiveness and responsiveness both in organizations and individual levels. Healthcare systems are not an exception. However, for knowledge sharing to take place there is need for certain factors to be noted and addressed such as the individual, organizational and technological. Further, knowledge sharing goes hand in hand with knowledge management and must become part of the strategic fabric of organizations. This chapter focuses on knowledge sharing by health professionals in healthcare and medicine in developing countries. The chapter covers knowledge management and its link with knowledge sharing; the various methods of knowledge sharing in healthcare; factors that make knowledge sharing an important strategic move for healthcare organizations; and factors and issues that affect or determine knowledge sharing behavior. Finally, a literature search for examples of knowledge sharing in developing or low and middle-income countries was conducted and the results are presented. The chapter shows that developing countries have recognized the value of knowledge sharing in healthcare systems and there are tangible signs that this is going to shape cross-pollination of ideas and innovations in the health systems in the foreseeable future.

Health Information Systems and the Advancement of Medical Practice in Developing Countries - Advances in Human Services and Public Health ◽

Knowledge Sharing for Healthcare and Medicine in Developing Countries

10.4018/978-1-5225-2262-1.ch004 ◽

2017 ◽

pp. 60-77 ◽

Cited By ~ 2

Author(s):

Kgomotso Hildegard Moahi ◽

Kelvin J. Bwalya

Keyword(s):

Developing Countries ◽

Knowledge Management ◽

Knowledge Sharing ◽

Healthcare Systems ◽

Healthcare Organizations ◽

Middle Income ◽

Middle Income Countries ◽

Cross Pollination ◽

The Individual ◽

Sharing Behavior

Knowledge sharing has always been used as a platform for cross-pollination of ideas and innovations in a bid to improve and enhance performance thereby increasing competitiveness and responsiveness both in organizations and individual levels. Healthcare systems are not an exception. However, for knowledge sharing to take place there is need for certain factors to be noted and addressed such as the individual, organizational and technological. Further, knowledge sharing goes hand in hand with knowledge management and must become part of the strategic fabric of organizations. This chapter focuses on knowledge sharing by health professionals in healthcare and medicine in developing countries. The chapter covers knowledge management and its link with knowledge sharing; the various methods of knowledge sharing in healthcare; factors that make knowledge sharing an important strategic move for healthcare organizations; and factors and issues that affect or determine knowledge sharing behavior. Finally, a literature search for examples of knowledge sharing in developing or low and middle-income countries was conducted and the results are presented. The chapter shows that developing countries have recognized the value of knowledge sharing in healthcare systems and there are tangible signs that this is going to shape cross-pollination of ideas and innovations in the health systems in the foreseeable future.

Anti-Foundational Knowledge Management

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch258 ◽

2011 ◽

pp. 3143-3152

Author(s):

Tom Butler

Keyword(s):

Knowledge Management ◽

Social Action ◽

Sociology Of Knowledge ◽

Social Phenomena ◽

Short Article ◽

Socially Constructed ◽

Individual Knowledge ◽

Social Scientific ◽

The Individual ◽

Role Of It

Under the influence of Enlightenment epistemological thought, the social sciences have exhibited a distinct tendency to prefer deterministic1 explanations of social phenomena. In the sociology of knowledge, for example, “foundational” researchers seek to arrive at objective knowledge of social phenomena through the application of “social scientific methodolog[ies] based on the eternal truths of human nature, purged of historical and cultural prejudices” and which also ignore the subjective intrusions of social actors (Hekman, 1986, p. 5). This article argues that “foundationalist” perspectives heavily influence theory and praxis in knowledge management. “Foundationalist” thinking is particularly evident in the posited role of IT in creating, capturing, and diffusing knowledge in social and organisational contexts. In order to address what many would consider to be a deficiency in such thinking, a constructivist “antifoundationalist” perspective is presented that considers socially constructed knowledge as being simultaneously “situated” and “distributed” and which recognizes its role in shaping social action within “communities-of-practice.” In ontological terms, the constructivist “antifoundational” paradigm posits that realities are constructed from multiple, intangible mental constructions that are socially and experientially based, local and specific in nature, and which are dependent on their form and content on the individual persons or groups holding the constructions (see Guba & Lincoln, 1994; Bruner, 1990). One of the central assumptions of this paradigm is that there exist multiple realities with differences among them that cannot be resolved through rational processes or increased data. Insights drawn from this short article are addressed to academics and practitioners in order to illustrate the considerable difficulties inherent in representing individual knowledge and of the viability of isolating, capturing, and managing knowledge in organisational contexts with or without the use of IT.

Pengaruh Penerapan Knowledge Management (KM) Terhadap Kesuksesan Pengadaan Sistem Informasi: Pendekatan Kuantitatif

Jurnal Rekayasa Sistem & Industri (JRSI) ◽

10.25124/jrsi.v4i02.266 ◽

2017 ◽

Vol 4 (02) ◽

Author(s):

Asti Amalia Nur Fajrillah

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Knowledge Application ◽

Management Knowledge

Alih daya (outsourcing) sistem informasi atau sering kali disebut sebagai pengadaan sistem informasi dapat diartikan sebagai pengalihan sebagian atau seluruhnya fungsi sistem informasi dari sebuah organisasi kepada penyedia layanan eksternal, untuk memperoleh keuntungan ekonomi, teknologi dan strategis. Namun mendapatkan keuntungan dari outsourcing sistem informasi bukanlah hal yang mudah; terdapat beberapa faktor yang harus diperhatikan untuk mendapatkan keseluruhan keuntungan dari outsourcing sistem informasi, sehingga suatu organisasi dapat dikatakan berhasil dalam outsourcing sistem informasinya. Di lain pihak, penerapan Knowledge Management (KM) diartikan sebagai sebuah proses dari Knowledge Management yang disebut siklus pengetahuan (knowledge cycle), dimana terdapat kegiatan pembuatan (creation), penyebaran (sharing), dan penggunaan (application) pengetahuan didalamnya. Pada kebanyakan organisasi, KM dianggap sebagai faktor utama untuk memperoleh dan mendukung keunggulan bersaing. Selanjutnya, pengetahuan juga dianggap sebagai faktor sangat penting dalam keberhasilan outsourcing sistem informasi. Penelitian ini bertujuan untuk menguji hubungan antara penerapan Knowledge Management (knowledge creation, knowledge sharing, dan knowledge application) pada keberhasilan outsourcing sistem informasi melalui faktor penentu pengadaan sistem informasi (kualitas komunikasi dan kualitas kerjasama). Penelitian ini menggunakan metode kuantitatif dengan melibatkan 66 manajer proyek sistem informasi pada sektor telekomunikasi di Indonesia. Hasil menunjukkan bahwa knowledge application sebagai tahap akhir pada penerapan KM memberikan pengaruh signifikan terhadap kesuksesan outsourcing sistem informasi melalui kualitas komunikasi dan kualitas kerjasama. Pada akhirnya, menyediakan model penerapan knowledge management dapat digunakan sebagai salah satu panduan bagi organisasi dalam melakukan outsourcing sistem informasi untuk mencapai kesuksesan dan memperoleh keseluruhan keuntungan dari outsorcing sistem informasi tersebut.