The Role of Ambiguity in the Transfer of Knowledge within Organizational Networks

2011 ◽  
pp. 211-219 ◽  
Author(s):  
Jennifer Priestley ◽  
Subhashish Samaddar
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Organizational Networks ◽  
Transfer Of Knowledge ◽  
Causal Ambiguity ◽  
Access To Knowledge

Organizations join multi-organizational networks in part to mitigate environmental uncertainties and to access knowledge. However, the transfer of knowledge cannot be assumed simply as a function of network membership. Researchers in the area of knowledge management have identified several factors that have been found to affect the transfer of knowledge within, between, and among organizations. This chapter investigates specifically how organizational ambiguity impacts the transfer of knowledge within multi-organizational networks. The authors explore the effects of causal ambiguity, defined as the ambiguity related to inputs and factors, in a multi-organizational context, and discuss the existence of a previously undefined ambiguity, the ambiguity related to outcomes or “outcome ambiguity.” The authors provide a discussion on why outcome ambiguity is particularly relevant when multiple organizations are engaged in a network, where the objective is access to knowledge.

Building a fitting context for knowledge management and innovativeness

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ayşe Günsel ◽  
Serdar Bozkurt ◽  
Özge Mehtap
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Top Management ◽  
Management Support ◽  
Mutual Trust ◽  
Content Type ◽  
Top Management Support ◽  
Firm Innovativeness ◽  
Organizational Rewards

Purpose In the hyper-dynamic business world of today, innovation has become the lifeblood of organizations. Knowledge management (KM) is widely considered an essential antecedent of innovation. However, very little empirical research has specifically addressed how KM is nurtured as support for innovation from a behavioral point of view. This paper aims to operationalize the characteristics of a fitting context – in terms of top management support, organizational rewards and mutual trust – and to clarify the role of organizational context on knowledge management strategies (KMS) and ultimately on firm innovativeness. Design/methodology/approach By studying 98 surveys from 23 companies from Technology Fast 50 list, based on using the partial least squares method, the authors find that this organizational context has a significant impact on the formulation and implementation of KMS. Findings Organizational/behavioral context has significant effects on the formulation and implementation of KMS as well as firm innovativeness. The results also demonstrate that the tacit KMS has a crucial impact on firm innovativeness. Originality/value From a behavioral perspective, this study empirically examines the role of organizational context (top management support, organizational rewards and mutual trust), KMS and firm innovativeness in a holistic manner in Turkey, a developing country. To the best of the authors’ knowledge, no researcher has undergone those relationships in literature.

The Importance of Collaboration in Knowledge Management in Public Services

2011 ◽  
pp. 47-63 ◽  
Author(s):  
António Moreira ◽  
Ricardo Augusto Zimmermann
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Qualitative Data ◽  
Public Services ◽  
Transfer Of Knowledge ◽  
Local Municipalities ◽  
National Programs ◽  
Knowledge Absorption ◽  
Depth Interviews

The methodology was based on qualitative data gathered from three case studies and collected from semi-structured, in-depth interviews conducted in the three municipalities. These, in turn, were selected from the participants in the Simplex program. This chapter highlights the role of national programs in the transfer of knowledge to the local municipalities as well as its importance in the development of their knowledge absorption capabilities.

scholarly journals The Transfer of Knowledge in Intra-Organizational Networks: A Case Study Analysis

Organizacija ◽  
2014 ◽  
Vol 47 (1) ◽  
pp. 24-34 ◽  
Author(s):  
Włodzimierz Sroka ◽  
Joanna Cygler ◽  
Bożena Gajdzik
Keyword(s):  
Knowledge Management ◽  
Organizational Development ◽  
Business Environment ◽  
Organizational Networks ◽  
Transfer Of Knowledge ◽  
Competitive Position ◽  
Case Study Analysis ◽  
Depth Analysis ◽  
Almost All

Abstract `Background: In today’s business environment, a company is able to maintain its competitive position if it constantly generates knowledge and disseminates this knowledge within the organization, as well as transforms it into new competences. The ability to transfer knowledge becomes one of the key factors in the improvement of a company’s competitive position. This hypothesis is applicable particularly in the case of cooperation within networks, as they are an excellent opportunity for mutual learning between partners. Objectives: The purpose of the paper is to analyse the process of knowledge transfer in intra-organizational networks. Method: Due to the specificity of the research object, the case study method has been chosen. In order to make an in-depth analysis of the case study, we selected a group of several criteria based on the theory which we believe to be fundamental to the effectiveness of knowledge management in networks, and compared them with the situation in the ArcelorMittal Group. Results: Our research show that ArcelorMittal Group has met almost all the criteria of effective knowledge management in its intra-organizational network. Some exceptions, albeit merely to an extent, are mostly the result of historical circumstances, , i.e. the process of growth through acquisitions, and the acquisition of companies at different stages of organizational development, as well as organizational culture. Conclusion: Based on theoretical assumptions, the study analysed in details the components of knowledge management applied by the corporation in question. Therefore this study might be utilised to formulate a refutable hypothesis and verify them on a larger group of companies from different sectors of the economy. The main limitations of the paper are mostly related to the inherent approach therein

The Role of Technology in Knowledge Management Strategies in Australia: Recent Trends

2003 ◽  
Vol 02 (02) ◽  
pp. 165-178 ◽  
Author(s):  
Suzanne Zyngier
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Implementation Strategies ◽  
Field Research ◽  
Transfer Of Knowledge ◽  
Third Phase ◽  
Use Of Technology ◽  
The Usa ◽  
The Uk

Research in the UK, Europe and the USA has shown different understandings of the concept of knowledge management and of the role of technology in implementation strategies. Theorists currently place knowledge management in its third phase where technological approaches have given way to strategies focused on human issues in the transfer of knowledge. This paper focuses on findings on attitudes to the use of technology in organisational strategies to manage knowledge disclosed in field research by survey of the current business understanding of the concept of knowledge management and of its uptake trends in the Australian corporate environment. This will be done by providing background to the study, by reference to results and discussion of further research possibilities.

scholarly journals The Interface Between Knowledge Management And Human Resources: A Qualitative Study

2005 ◽  
Vol 3 (2) ◽  
Author(s):  
Helena Smith ◽  
Willem Schurink
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
South African ◽  
Qualitative Methodology ◽  
Theory Approach ◽  
Organisational Knowledge ◽  
African Context ◽  
Access To Knowledge ◽  
Grounded Theory Approach

The aim of the study is to obtain new insight into the phenomenon of knowledge management (KM) in modern day organisations and the role Human Resources (HR) may play in facilitating access to knowledge via knowledge holders with the intention of contributing to theoretical and practical use within the South African context. A qualitative methodology, specifically the grounded theory approach was followed in developing the theory. The importance of organisational knowledge, management of knowledge and linking people to share knowledge were found particularly prominent in influencing the role HR plays in relation to and in support of KM in organisations. This triad formed the foundation for the theory revealing the changed role of HR to create opportunities for and linking people with one another to share knowledge.

The Role of Social Media Tools in the Knowledge Management in Organizational Context

2018 ◽  
pp. 31-57
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Traditional Knowledge ◽  
Organizational Context ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Management Processes ◽  
Social Media Tools ◽  
Knowledge Management Processes

The advancement of the economy based on knowledge makes knowledge management critical for organizations. The traditional knowledge management systems have presented some shortcomings on their implementation and management. Social media have demonstrated that are not just a buzzword and have been used increasingly by the organizations as a knowledge management component. This chapter was developed aiming at exploring and critically reviewing the literature of social media use in organizational context as a knowledge management component. The review suggests that, while traditional knowledge management systems are static and often act just as knowledge repositories, social media have the potential for supporting different knowledge management processes that will impact on the organizational culture by encouraging on participation, collaboration and knowledge sharing. Despite their recognized impact on knowledge management processes, some uncertainty remains amongst researchers and practitioners and is associated to the difficulty in understanding and measuring their real impact.

scholarly journals Enabling Knowledge Management Initiatives through Organizational Communities of Practice

2021 ◽  
pp. 227797792110369
Author(s):  
Abobakr Aljuwaiber
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Organizational Context ◽  
Exploratory Research ◽  
Structured Interviews ◽  
Organizational Contexts ◽  
Implementation Challenges ◽  
Communication Processes ◽  
Holistic Understanding

Learning the concept of organizational communities of practice (OCoP) is very effective but too complicated when it comes to implementation. Challenges arise when cultivating OCoPs and creating effective communication processes, particularly within an organization that has a traditional hierarchy. Literature on knowledge management (KM) fails to provide an inclusive comprehension of the significance of OCoPs. Thus, the current exploratory research aims to determine how organizational contexts can enable or disable the establishment and development of OCoPs. This article is built on communities of practice (CoP) theory to study the phenomenon of intentionally established OCoPs within large organizations. The case studies conducted for this research involved two companies based in Saudi Arabia, with intentionally created OCoPs. The selected cases assist in providing a holistic understanding of the influential role of organizational context in enabling OCoP activities, using semi-structured interviews, document reviews and field notes. The study findings support an integrated framework to assist organizations in establishing effective OCoPs. Its five phases include establishment, enforcement, recognition, maintenance and sustainability, representing OCoP development phases. The resulting framework organized 16 enabling or disabling factors in OCoP development. This article expands the focus of research beyond traditional CoPs, to investigate the intentional establishment of OCoPs within organizations and understand opportunities and challenges that enable OCoPs. The study argues that organizations implementing OCoPs should offer a comprehensive, long-term strategy for KM initiatives that leads to designing OCoP activities that enable better alignment with the organization’s business plan. A company can shape perceptions and behaviours by establishing the organizational context for social interaction. Thus, this article extends the perspective on developing OCoPs within organizations and argues that the role of middle management requires more thoughtfulness about OCoP research.

The Role of Social Media Tools in the Knowledge Management in Organizational Context

2021 ◽  
pp. 422-443
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Traditional Knowledge ◽  
Organizational Context ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Management Processes ◽  
Social Media Tools ◽  
Knowledge Management Processes

The advancement of the economy based on knowledge makes knowledge management critical for organizations. The traditional knowledge management systems have presented some shortcomings on their implementation and management. Social media have demonstrated that are not just a buzzword and have been used increasingly by the organizations as a knowledge management component. This chapter was developed aiming at exploring and critically reviewing the literature of social media use in organizational context as a knowledge management component. The review suggests that, while traditional knowledge management systems are static and often act just as knowledge repositories, social media have the potential for supporting different knowledge management processes that will impact on the organizational culture by encouraging on participation, collaboration and knowledge sharing. Despite their recognized impact on knowledge management processes, some uncertainty remains amongst researchers and practitioners and is associated to the difficulty in understanding and measuring their real impact.

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.

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