Knowledge Management Leaders' Top Issues

2011 ◽  
pp. 47-68 ◽  
Author(s):  
Anne-Marie Croteau ◽  
Marc Dfouni
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Information Retrieval ◽  
Knowledge Sharing ◽  
Delphi Method ◽  
Leadership Skills ◽  
Perceived Knowledge ◽  
Web Based ◽  
Critical Issues ◽  
Knowledge Management Initiatives

This chapter presents the results obtained after reaching a consensus among 100 knowledge leaders on their critical issues. These issues include the perceived knowledge management benefits and obstacles, the knowledge leaders’ roles and skills, as well as the technologies they used for implementing knowledge management initiatives. Using a Web-based Delphi method, the results indicate that an increase in internal knowledge sharing is judged to be the most significant of all perceived knowledge management benefits. Their most important role is to foster a knowledge sharing culture in their organization in order to overcome the most important obstacle: organizational culture. They also suggest that the key abilities they should possess are those of strong interpersonal and leadership skills. Finally, portals and information retrieval engines are found to be the most widely used technologies to develop and/or implement knowledge management initiatives.

Blurred Lines between Competitive Intelligence and Corporate Espionage

2017 ◽  
pp. 1-12
Author(s):  
Harish C. Chandan
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Competitive Position ◽  
Competitive Edge ◽  
Weakest Link ◽  
Business Conditions ◽  
Globalized World

In today's globalized world, gathering Competitive Intelligence (CI) and using it strategically to gain a competitive edge has become a necessity. Integrating knowledge management and CI helps firms to respond quickly to changing business conditions. Organizational culture, ethics, and emotional intelligence influence knowledge sharing which enhances CI scanning. Employees, knowingly or unknowingly, can become the weakest link in a firm's efforts to protect business intelligence. There is reluctance in the organizations to address the issues of ethical and legal means to gather CI. Corporate espionage is a silent, enigmatic threat to the competitive position of firms and nations. Annual losses to corporate espionage are estimated to be US$300 Billion. A 3-step strategy of prevention, detection, and remediation helps to combat corporate espionage.

Impact of Organizational Culture on Knowledge Management in Higher Education

2010 ◽  
pp. 1264-1292 ◽  
Author(s):  
Roberto Biloslavo ◽  
Mojca Prevodnik
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Social Process ◽  
Competing Values Framework ◽  
Knowledge Generation ◽  
Competing Values ◽  
Iterative Processes ◽  
Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

Knowledge Sharing Between Individuals

2011 ◽  
pp. 1633-1642 ◽  
Author(s):  
Carolyn McKinnell Jacobson
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
21St Century ◽  
The Right ◽  
Peter Drucker ◽  
Knowledge Management Initiatives

As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is knowledge. In order for that knowledge to create value, it must be shared. Some discussions of knowledge sharing in organizations and, indeed, some knowledge management initiatives seem to assume that given the right technology and/or the proper culture, knowledge will flow readily throughout the firm. Technologies that facilitate knowledge sharing (e.g., databases, intranets, and groupware) currently exist and are constantly improving. But technologies are only part of the knowledge management equation.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

scholarly journals EXPLICATING THE ROLE OF TRUST IN KNOWLEDGE SHARING: A STRUCTURAL EQUATION MODEL TEST

2017 ◽  
Vol 18 (4) ◽  
pp. 758-778 ◽  
Author(s):  
Rasa SMALIUKIENĖ ◽  
Svajonė BEKEŠIENĖ ◽  
Eugenijus CHLIVICKAS ◽  
Marius MAGYLA
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Factor Model ◽  
Five Factor Model ◽  
Large Body ◽  
Equation Model ◽  
Impact Of Technology ◽  
The Impact

Although the large body of literature suggests that trust is a prerequisite for knowledge sharing, the understanding of mediational pathways remains limited. The paper fills the gap by combining two separate streams in knowledge sharing, where the first reflects the paradigm of the organizational behaviour theory and highlights the impact of organizational culture and employees’ trust; where the second one discloses the impact of technology deployment in knowledge sharing. Building on the premises that interdependence between variables that affect knowledge sharing raises form organizational culture of trust and available technologies, we examine the structural origins of knowledge sharing. As a method structural equation modelling test was used to analyse the data. Hypothesised five-factor model was tested through two stages using AMOS software. The findings carry theoretical implications for the knowledge management body of knowledge since they extended the research on knowledge sharing by integrating organisational culture and technological solutions into one complex system. Form practical perspective, the relationship among four predictors – trust in leadership, trust in co-workers, trust in technologies for knowledge management, and fear of losing one’s value – provide a proof on how organizations knowledge sharing is composed and how it could be developed.

Knowledge Sharing Between Individuals

2011 ◽  
pp. 924-934 ◽  
Author(s):  
Carolyn McKinnell Jacobson
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
21St Century ◽  
The Right ◽  
Peter Drucker ◽  
Knowledge Management Initiatives

As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is knowledge. In order for that knowledge to create value, it must be shared. Some discussions of knowledge sharing in organizations and, indeed, some knowledge management initiatives seem to assume that given the right technology and/or the proper culture, knowledge will flow readily throughout the firm. Technologies that facilitate knowledge sharing (e.g., databases, intranets, and groupware) currently exist and are constantly improving. But technologies are only part of the knowledge management equation.

The Role of Culture in Knowledge Management

2008 ◽  
pp. 199-219
Author(s):  
Dorothy Leidner ◽  
Maryam Alavi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Empirical Studies ◽  
Process Approach ◽  
Study Approach ◽  
Management Approaches ◽  
Compare And Contrast ◽  
Knowledge Management Initiatives

Knowledge management approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach whereas others are more receptive to the process approach. Although culture has been widely cited as a challenge in knowledge management initiatives and many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case-study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests the ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

Knowledge Sharing Between Individuals

2011 ◽  
pp. 507-514 ◽  
Author(s):  
Carolyn McKinnell Jacobson
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
21St Century ◽  
The Right ◽  
Peter Drucker ◽  
Knowledge Management Initiatives

As Peter Drucker (2000) has pointed out, the foundation of the 21st century organization is no longer money or capital or even technology; it is knowledge. In order for that knowledge to create value, it must be shared. Some discussions of knowledge sharing in organizations and, indeed, some knowledge management initiatives seem to assume that given the right technology and/or the proper culture, knowledge will flow readily throughout the firm. Technologies that facilitate knowledge sharing (e.g., databases, intranets, and groupware) currently exist and are constantly improving. But technologies are only part of the knowledge management equation.

scholarly journals Knowledge management as a strategic tool for human resource management at higher education institutions

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Loganathan N. Govender ◽  
Rubeshan Perumal ◽  
Sadhasivan Perumal
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Higher Education Institutions ◽  
Knowledge Generation ◽  
Knowledge Management Initiatives

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

scholarly journals Žinių valdymo įtaka nuolatiniam inovacijų kūrimui: atvejo analizė

2014 ◽  
Vol 68 ◽  
pp. 44-62 ◽  
Author(s):  
Ingrida Girnienė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Continuous Creation ◽  
Management Processes ◽  
Study Results ◽  
And Storage ◽  
Knowledge Management Processes

Nūdienos dinamiškoje aplinkoje informacija ir žinios yra vieni iš esminių organizacijos išteklių ir pagrindiniai inovacijų šaltiniai. Šių išteklių tikslingas valdymas lemia organizacijų konkurencinį pranašumą kuriant didesnę pridėtinę vertę ir didinant jos procesų efektyvumą. Atsižvelgiant į Pasaulio ekonomikos forumo 2013–2014 metų šalių konkurencingumo tyrimo rezultatus, Lietuva užima 27 vietą tarp 148 valstybių pagal žmonių, turinčių aukštąjį išsilavinimą, skaičių, tačiau 44 vietą – pagal inovacijų ir verslo lankstumo subindeksą. Šie statistiniai duomenys leidžia daryti prielaidą, kad Lietuvos organizacijose žinių potencialas yra aukštas, tačiau jis nėra pakankamai išnaudojamas. Susiklosčiusi realybė verčia ieškoti būdų ir metodų, kaip būtų galima ją keisti lygiuojantis į užsienio šalių patirtį. Viena iš priežasčių, kodėl Lietuvos inovatyvumo indeksas yra ganėtinai žemas, galėtų būti ta, kad dažnai organizacijoje trūksta sistemingumo ir tikslingumo valdant žinias, nesukuriama atvira, darbuotojų pasitikėjimą skatinanti aplinka, kai darbuotojai noriai dalijasi žiniomis ir įgyta patirtimi, dėl to sukuriamos naujos prekės ir paslaugos, įgyjamas konkurencinis pranašumas. Šio straipsnio tikslas – konceptualių teorinių įžvalgų analizės rezultatų pagrindu, pasitelkiant inovatyviam sektoriui priklausančią įmonių grupę, nustatyti esminių žinių valdymo veiklų įtaką nuolatiniam inovacijų kūrimui organizacijoje.Pagrindiniai žodžiai: žinios, žinių valdymas, inovacijos, žinių valdymo modelis, žinių valdymo strategija, organizacinė kultūra, mokymasis. Knowledge management influence on continuous creation of innovations: a case studyIngrida Girnienė Summary The knowledge-oriented society and economic challenges evoke constant changes in all modern organizations. Knowledge is an inexhaustible source of creating innovative ideas, which is one of the essential conditions of innovation development. Today, knowledge management is closely associated with innovative activities. The scope of studies related to determining the impact of knowledge management on innovation is constantly increasing. In order to continuously create innovations, organizations should formulate their knowledge management strategy and integrate it into the organizational strategy, create the organizational culture which could stimulate knowledge sharing, promote continuous learning and the improvement of competencies, identify the key knowledge, create new ideas, develop and acquire new skills, constantly store and share knowledge. The article highlights knowledge management activities affecting innovation, presents an integral knowledge management model which stimulates a continuous creation of innovations, and provides a case study results demonstrating the knowledge management influence on innovation. According to the case study results, knowledge management processes, particularly knowledge sharing, storage, and creation, make the greatest impact on the continuous creation of innovations. Besides, the organizational culture and the organizational structure also influence the process of innovation creation. The knowledge processes, such as sharing and storage, make the greatest influence on the organizational, marketing and product innovation, and process innovation is impossible without knowledge acquisition and storage. Organisations seeking to continuously create different types of innovation should develop knowledge management processes, with a particular emphasis on knowledge storage while applying appropriate technological solutions, and knowledge sharing while creating a favourable organizational culture and choosing the optimal organizational structure.

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