Knowledge Producers and Consumers

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

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.

Knowledge Sharing among Employees in Organizations

Journal of Economic Development Environment and People ◽

10.26458/jedep.v8i1.612 ◽

2019 ◽

Vol 8 (1) ◽

pp. 52 ◽

Cited By ~ 2

Author(s):

Haradhan Kumar MOHAJAN

Keyword(s):

Sustainable Development ◽

Competitive Advantage ◽

Knowledge Sharing ◽

21St Century ◽

The Sustainable Development ◽

Knowledge Based ◽

Knowledge Processes ◽

Individual Knowledge

Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.

Handbook of Research on Knowledge Management for Contemporary Business Environments - Advances in Human Resources Management and Organizational Development ◽

Knowledge Creation, Management, and Dissemination in Impact Communities

10.4018/978-1-5225-3725-0.ch002 ◽

2018 ◽

pp. 22-36

Author(s):

Ana Melro ◽

Lídia Oliveira

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Good Practices ◽

Single Person ◽

Individual Knowledge ◽

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.

Modeling the Knowledge Sharing Barriers

Business Intelligence ◽

10.4018/978-1-4666-9562-7.ch102 ◽

2016 ◽

pp. 2049-2066

Author(s):

B. P. Sharma ◽

M. D. Singh

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Interpretive Structural Modeling ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Management Commitment ◽

Top Management Commitment ◽

Managerial Implications ◽

Survival And Growth ◽

Engineering Industries

In the knowledge-based economy, the survival and growth of the engineering industries depends upon the knowledge management (KM). In the present environment, KS is the corner stone of the KM. Some variables hinder KS in the industries are known as knowledge sharing barriers (KSBs). The objective of this paper is to identify and recognize the critical KSBs and their mutual influences in the industries. The interpretive structural modeling (ISM) methodology has been used to develop hierarchy of the identified KSBs evolving their mutual relationships. Identified KSBs at the root of the hierarchy (called driving KSBs) and at the top of the hierarchy (called dependent KSBs). It is observed that two KSBs namely “lack of top management commitment” and “KM is not well understood” have highest driving power. Therefore, these KSBs require serious attention by the managers in the engineering industries. The study concludes with discussion and managerial implications.

Introduction, Concepts and Definitions

Knowledge Management in Event Organisations ◽

10.23912/9781911635444-4916 ◽

2021 ◽

Author(s):

Raphaela Stadler

Keyword(s):

Knowledge Management ◽

Policy Makers ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Key Concepts ◽

Definition Of ◽

The Individual ◽

Organisational Level ◽

Over Time

During the late 1990s and early 2000s, the belief in a knowledge-based economy has grown; not just amongst academics, but also policy makers, consultants and managers. Nonaka and Takeuchi’s (1995) work The Knowledge Creating Company was among the first to recognise that organisations that manage their knowledge efficiently, have a competitive advantage over organisations that do not succeed in doing so. Based on this understanding, a number of knowledge management frameworks and models have emerged which highlight how to improve the identification, creation, transfer, and documentation of knowledge. These will be discussed further in Chapter 3. This introductory chapter starts with a definition of key concepts and terms, including data, information and knowledge; explicit and tacit knowledge; and the three levels of where knowledge resides (the individual, group, and organisational level). It also briefly explains how processes of managing knowledge at an organisational level can help organisations learn over time, create an organisational memory, and build on what has or has not worked in the past. The concept of knowledge management is thus linked to organisational learning and innovation (Argyris & Schoen, 1978; Gorelick et al., 2004; Senge, 2006). The final section of the chapter provides a range of knowledge management definitions and an overview of the ‘three generations’ of knowledge management.

Modeling the Knowledge Sharing Barriers

International Journal of Knowledge-Based Organizations ◽

10.4018/ijkbo.2015010102 ◽

2015 ◽

Vol 5 (1) ◽

pp. 16-33 ◽

Cited By ~ 8

Author(s):

B. P. Sharma ◽

M. D. Singh

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Interpretive Structural Modeling ◽

Knowledge Based ◽

Knowledge Based Economy ◽

Management Commitment ◽

Top Management Commitment ◽

Managerial Implications ◽

Survival And Growth ◽

Engineering Industries

In the knowledge-based economy, the survival and growth of the engineering industries depends upon the knowledge management (KM). In the present environment, KS is the corner stone of the KM. Some variables hinder KS in the industries are known as knowledge sharing barriers (KSBs). The objective of this paper is to identify and recognize the critical KSBs and their mutual influences in the industries. The interpretive structural modeling (ISM) methodology has been used to develop hierarchy of the identified KSBs evolving their mutual relationships. Identified KSBs at the root of the hierarchy (called driving KSBs) and at the top of the hierarchy (called dependent KSBs). It is observed that two KSBs namely “lack of top management commitment” and “KM is not well understood” have highest driving power. Therefore, these KSBs require serious attention by the managers in the engineering industries. The study concludes with discussion and managerial implications.

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.

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.

A tudásmenedzsment új kihívásai – az egyéni és szervezeti tudás mozgósítása coaching szemlélettel

Opus et Educatio ◽

10.3311/ope.237 ◽

2018 ◽

Vol 5 (1) ◽

Author(s):

Szilvia Lakner

Keyword(s):

Knowledge Management ◽

Innovation Capability ◽

Leadership Practice ◽

Methodological Tool ◽

Individual Knowledge ◽

The Individual ◽

Coaching Style

A szervezeti tudás megosztása jelentős kihívást jelent minden szervezet számára, hisz a turbulensen változó körülményekhez történő alkalmazkodás és az innovációs képesség napjainkra jóval meghatározóbb módon függ a szervezeti tudástól, mint az egyénitől. A szervezetek akarva-akaratlanul tudásszervezetekké válnak, ahol kiemelt szerepet kap az egyéni és szervezeti tudás transzparenciája. Egyre erősebb prioritást kell, hogy kapjon a tudásmenedzsment területén belül egy újfajta gondolkodásmód, egy olyan rendszerszemléleti megközelítés, olyan korszerű vezetési modellek alkalmazása, amelyek stratégiai szinten jelentenek alapvető változást egy szervezet életében. Napjaink vezetési gyakorlatában egyre nagyobb szerepet kap az a fajta szemlélet, amely elkötelezett a munkavállalók fejlesztése, tudatosságuk és felelősségvállalásuk növelése mellett. Ennek a szemléletnek egyik módszertani megközelítése a coaching szemléletű vezetés, amely támogató erő lehet a tudásmegosztás folyamatában.***Sharing the organizational knowledge is quite a challenge for all organizations, because conformation of changes in environment and innovation capability is more dependent to the organizational knowledge than the individual knowledge. All corporates – whether they want or not – become pool of knowledge where the transparency of individual and organizational knowledge should be a key issue.The system based approach; the usage of up-to-date leadership methods must have priority in the area of knowledge management resulting fundamental changes in strategic level within the organizations. The approach which is committed to the development of employees through increasing their consciousness and responsibility in recent leadership practice becomes more and more important. The coaching style leadership is able to support the procedure of knowledge management as a methodological tool.