The Influence of Organizational Trust on the Use of KM Systems and on the Success of KM Initiatives

2011 ◽  
pp. 96-120 ◽  
Author(s):  
Vincent Ribière ◽  
Francis Tuggle
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Empirical Research ◽  
Organizational Trust ◽  
Research Project ◽  
Intellectual Assets ◽  
Important Barrier ◽  
The Right

While the discipline of knowledge management (KM) is no longer emerging, some organizations are still struggling to find the right approach that will allow them to fully take advantage of their intellectual assets. Having the proper organizational culture remains an important barrier to knowledge management success. This empirical research project, conducted with data from 97 organizations involved in KM, explores relationships between the level of organizational trust and the use of KM methodologies, in particular the use of codification KM methodologies and personalization KM methodologies. The presence of trust also can be used as an indicator of KM initiative success. The contribution of this research may help organizations seeking to launch or adapt a KM initiative to choose which KM tools and technologies to deploy in order to maximize their chances of success. Finally, a rank-ordered list of KM methodologies in descending order of usefulness is reported.

The Role of Organizational Trust in Knowledge Management

2011 ◽  
pp. 1137-1154 ◽  
Author(s):  
Vincent M. Ribiere ◽  
Francis D. Tuggle
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Empirical Research ◽  
Organizational Trust ◽  
Research Project ◽  
Intellectual Assets ◽  
Important Barrier ◽  
The Right

The discipline of knowledge management (KM) is no longer emerging, but some organizations are still struggling to find the right approach that will allow them to fully take advantage of their intellectual assets. Having the proper organizational culture remains an important barrier to knowledge management success. This empirical research project, conducted with data from 97 organizations involved in KM, explores relationships between the level of organizational trust and the use of KM methodologies, in particular the use of codification KM methodologies and personalization KM methodologies. The presence of trust can also be used as an indicator of KM initiative success. The contribution of this research may help organizations seeking to launch or adapt a KM initiative to choose which KM tools and technologies to deploy in order to maximize their chance of success. Finally, a rank-ordered list of KM methodologies in descending order of usefulness is reported.

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 91-112
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

Knowledge Management as Organizational Strategy

2011 ◽  
pp. 2343-2347 ◽  
Author(s):  
Cheryl D. Edwards-Buckingham
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Information Technologies ◽  
Knowledge Workers ◽  
Leadership Role ◽  
Collective Wisdom ◽  
Organizational Challenges ◽  
Knowledge Processes ◽  
Intellectual Assets ◽  
The Right

“More than ever before, the effectiveness of organizations depends on their ability to address issues such as knowledge management, change management, and capability building, all of which could fall into the domain of the HR function” (Lawler & Mohrman 2003, p. 7). In its leadership role, Human Resources (HR) has many tasks and responsibilities. According to Lawler and Mohrman (2003), there are several key organizational challenges faced by HR departments. These challenges include improving productivity, increasing quality, facilitating mergers and acquisitions, improving new product possibilities, and knowledge management. Knowledge management (KM) is defined as the tools, techniques, and processes for the most effective and efficient management of an organization’s intellectual assets (Davies, Studer, Sure, & Warren, 2005). Knowledge management consists of the combination of data and information processing capacity (i.e., information technologies), as well as the creative and innovative capacity of human resources. Knowledge management entails an organization viewing its processes as knowledge processes, in which these processes involve application of knowledge within the organization. Knowledge management focuses on the generation and application of knowledge, leveraging and sharing knowledge to increase the derived value, importing knowledge in the form of skilled employees, connecting knowledge workers, and motivating knowledge workers (Mohrman & Finegold, 2000). According to Robbins (2003) the process of knowledge management entails organizing and distributing an organization’s collective wisdom so that the right information gets to the right people at the right time. As knowledge management becomes increasingly important, organizations must strive to understand the dynamics of knowledge management. This article will discuss the elements of knowledge management, in addition to presenting a case on how organizations can use knowledge management as strategy, where knowledge management is valued more than funding as a strategic resource.

Organizational Culture Types and their Relationship with Knowledge Flow and Knowledge Management Success: An Empirical Study in the U.S. Government and Nonprofit Sectors

2004 ◽  
Vol 03 (02) ◽  
pp. 167-178 ◽  
Author(s):  
Juan A. Román ◽  
Vincent M. Ribière ◽  
Michael Stankosky
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Empirical Study ◽  
New Technology ◽  
Knowledge Flow ◽  
Management Systems ◽  
Strategic Approach ◽  
Intellectual Assets ◽  
Human Aspect ◽  
The U.S

The adoption of Knowledge Management programs and systems in the U.S. government and nonprofit sectors is rapidly growing. However, for them to truly be successful, involves more than just implementing a new technology that can be acquire in a box; it requires understanding and integrating the human aspect of it as well as the culture in which they operate. This paper characterizes and evaluates the enterprise culture composition using four organizational culture types (Clan, Adhocracy, Market, and Hierarchy), the existing strategic approach for knowledge flow, and the success of knowledge management systems. A total of 341 responses were collected using a questionnaire. Executives, knowledge managers, and many others can benefit by gaining better understanding and insight in these areas, integrating the human aspect of it to leverage the enterprise intellectual assets in the most efficient and effective way.

Identification and prioritization of the barriers of knowledge management implementation using fuzzy analytical network process

2016 ◽  
Vol 46 (3) ◽  
pp. 319-337 ◽  
Author(s):  
Changiz Valmohammadi ◽  
Ali Ghassemi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resource ◽  
Single Case ◽  
Related Factors ◽  
Analytical Network Process ◽  
Content Type ◽  
Industrial Parks ◽  
Network Process ◽  
Important Barrier

Purpose The purpose of this paper is to identify the barriers of knowledge management (KM) implementation in Alborz Province industrial Parks Corporation and prioritize them using fuzzy analytical network process (FANP). Design/methodology/approach Through an in-depth review of the literature on KM and researcher findings from observations and interviews with experts, the main barriers of KM implementation, namely, organizational culture, organizational structure, human resource, technology and miscellaneous factors along with their related factors in the surveyed organization were identified. Then, based on the information gathered, an expert questionnaire was developed. Finally, the priority of each main barrier and their sub-factors were determined using FANP. Findings The results show that human resource and organizational culture factors with the weights of 0.66 and 0.22, respectively, have the highest ranking and therefore are the most important barriers. The technology factor with the weight of 0.00002 is the least important barrier in implementing KM in the surveyed corporation. Research limitations/implications One of the limitations of this study is the generalizability of the findings, which may be limited by the single case study method used. Originality/value There are fewer studies about KM barriers specifically with a focus on prioritizing them in organizations, especially in the context of Iran as a developing country. This study develops a comprehensive and solid mathematical technique to prioritize the identified barriers of KM implementation in the context of Iran.

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 1584-1606
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

Beyond Self-Interest

2018 ◽  
Author(s):  
Joshua May
Keyword(s):  
Moral Development ◽  
Empirical Research ◽  
Evolutionary Theory ◽  
Helping Behavior ◽  
Self And Other ◽  
Concern For Others ◽  
Self Interest ◽  
Christian Love ◽  
The Right ◽  
Conceptual Difficulties

This chapter introduces the long-standing idea that inappropriate motives, such as self-interest, can militate against virtuous motivation (acting for the right reasons). Some theorists have tried to show that we are universally egoistic by appeal to empirical research, particularly evolutionary theory, moral development, and the neuroscience of learning. However, these efforts fail and instead decades of experiments on helping behavior provide powerful evidence that we are capable of genuine altruism. We can be motivated ultimately by a concern for others for their own sake, especially when empathizing with them. The evidence does not show that empathy blurs the distinction between self and other in a way that makes helping behavior truly egoistic or non-altruistic. Whether grounded in Christian love (agape) or the Buddhist notion of no-self (anātman), such self-other merging proposals run into empirical and conceptual difficulties.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

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