scholarly journals Effective Stakeholder Knowledge Sharing for Effective Organizational Memory

2010 ◽  
pp. 30-43 ◽  
Author(s):  
Nicholas P. Robinson ◽  
Prescott C. Ensign
Keyword(s):  
Knowledge Management ◽  
Experiential Learning ◽  
Knowledge Sharing ◽  
Corporate Culture ◽  
Information Age ◽  
Learning Model ◽  
Organizational Memory ◽  
Production Sharing ◽  
And Storage

This chapter argues that a trusting corporate culture predicated on values that emphasize sharing and encourage interactions amongst stakeholders at all levels spawns knowledge sharing activities and leads to the development of robust organizational memory reserves. The authors argue that the importance of knowledge management in the information age will make it essential that competitive companies inculcate stakeholders with the values necessary to encourage the production, sharing, and storage of knowledge for the benefit of the organization and its stakeholders. The authors demonstrate that having the proper systems and processes in place and fostering a culture that values sharing should help organizations to develop and use latent knowledge reserves. An experiential learning model is used to illustrate how mere data can be transformed into commercially viable knowledge.

Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness in Enterprise Networks

2011 ◽  
Vol 7 (4) ◽  
pp. 37-54 ◽  
Author(s):  
Anirban Ganguly ◽  
Ali Mostashari ◽  
Mo Mansouri
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Memory ◽  
Process Efficiency ◽  
Illustrative Case ◽  
Enterprise Networks ◽  
Enterprise Network ◽  
Area Of Interest ◽  
Efficiency And Effectiveness ◽  
Generalized Metrics

Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are those that can be readily measured by various types of enterprise knowledge sharing systems, and link usage information to organizational outputs. The paper uses an illustrative case example of how an enterprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge sharing system.

Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness in Enterprise Networks

2013 ◽  
pp. 318-336 ◽  
Author(s):  
Anirban Ganguly ◽  
Ali Mostashari ◽  
Mo Mansouri
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Memory ◽  
Process Efficiency ◽  
Illustrative Case ◽  
Enterprise Networks ◽  
Enterprise Network ◽  
Area Of Interest ◽  
Efficiency And Effectiveness ◽  
Generalized Metrics

Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are those that can be readily measured by various types of enterprise knowledge sharing systems, and link usage information to organizational outputs. The paper uses an illustrative case example of how an enterprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge sharing system.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

scholarly journals Knowledge Management: Why Do We Need It for Corporates

2019 ◽  
Author(s):  
Bhojaraju Gunjal
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Business Process ◽  
Corporate Culture ◽  
Information Science ◽  
Business Process Outsourcing ◽  
Individual Employee ◽  
Strategic Commitment ◽  
The Individual

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any .organisation. It also provides narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing, as well as re-use, need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledge-performance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices. > Gunjal., B. (2005). Knowledge Management: Why Do We Need It for Corporates. Malaysian Journal Of Library & Information Science, 10(2), 37-50. Retrieved from https://mjlis.um.edu.my/article/view/8488

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.

scholarly journals DETERMINING CONTRIBUTORS OF PERFORMANCE IN MALAYSIAN HIGH PERFORMING SCHOOLS

2014 ◽  
Vol 2 (5) ◽  
pp. 13-19
Author(s):  
Rahmad Sukor Ab Samad ◽  
Mohamed Iskandar Rahmad Sukor ◽  
Darwyan Syah
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Sampling Technique ◽  
Organizational Memory ◽  
High Performing Schools ◽  
High Performing ◽  
External Learning ◽  
Intellectual Asset

This research aimed to determine contributors of performance within the vicinity of knowledge management and organizational learning aspects in all 52 High Performing Schools in Malaysia. Purposive full sampling technique was employed and 127 out of 132 respondents consisted of national school headmasters or principals and senior assistant teachers have responded to the distributed questionnaires. The research instrument was developed from 3 theories, namely the theory by Sallis and Jones (2002), Bruce Britton (1998), and Satyendra Singh, Yolande Chan and James McKeen (2006). With the Cronbach’s Alpha value at .965, the obtained data was analyzed by using multiple regression analyses. From the results obtained, 8 predictors were found to be from knowledge management and another 15 from organizational learning. In terms of the assembling element within the capability factor; support culture, communication system and learning application were the contributors towards the performance of high performing schools. Knowledge creation, support culture and integration to strategy were the contributors for the integration element while organizational culture, knowledge sharing, knowledge creation, external learning and organizational memory were found to be the contributors. For the factor of innovation agility; intellectual asset, knowledge sharing, knowledge creation, external learning, mechanism, integration to strategy and learning application were the contributors. Lastly, for competitive actions; intellectual asset, support culture, external learning, integration to strategy and learning application were the contributors towards the performance of high performing schools.

Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce

2010 ◽  
pp. 252-275
Author(s):  
Annette H. Dunham ◽  
Christopher D.B. Burt
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
21St Century ◽  
Older Workers ◽  
Organizational Memory ◽  
Cultural Norms ◽  
Aging Workforce ◽  
Cultural Characteristics ◽  
Significant Potential ◽  
Organizational Experience

Organizational memory, the knowledge gained from organizational experience, has significant potential for competitive advantage. Many authors in the knowledge management and human resource management literatures consider mentoring to be a particularly effective method of transferring organizational memory. In addition, older workers are often considered ideal mentors in organizations because of their experience and alleged willingness to pass on their knowledge to less experienced employees. There is an associated assumption that these workers also anticipate and experience positive outcomes when mentoring others. This chapter considers whether these assumptions hold up in the workplaces of the 21st century, particularly within Western countries. Individualistic cultural norms and some discriminatory practices towards older workers, along with a changing career contract that no longer guarantees employment in one organization for life, may discourage knowledge sharing in organizations. This chapter discusses the constraints and motivations that may operate when older experienced workers consider mentoring others. It considers relevant global and organizational cultural characteristics that may influence mentoring to transfer knowledge, and accordingly suggests strategies for those eager to capitalise on the knowledge experienced employees possess.

The enterprise portal – is it knowledge management?

2003 ◽  
Vol 55 (4) ◽  
pp. 234-242 ◽  
Author(s):  
Marian Cloete ◽  
Retha Snyman
Keyword(s):  
Knowledge Management ◽  
Performance Measurement ◽  
Knowledge Sharing ◽  
Information Overload ◽  
Information Age ◽  
The Other ◽  
Business Strategies ◽  
Cultural Aspects ◽  
The One ◽  
It Knowledge

Currently we are in the middle of the information age, suffering from information overload on the one hand and a lack of knowledge on the other. Enterprise portals (EPs) are seen as the antidote to these problems by becoming more and more the ultimate knowledge management (KM) tool. The current hype about EPs is focused on their application as KM tools. Very little attention is given to other aspects of KM, namely the organisational, human and cultural aspects. The article will provide an overview of the technical and strategic relationship between EPs and KM and illustrate that EPs are only the technology component and should not be mistaken for the essence of KM. What is needed for successful KM in an organisation is not technology alone, but also a knowledge‐sharing culture, knowledge‐sharing policies, organisational processes, performance measurement and business strategies.

Audit Firms as Networks of Offices

2017 ◽  
Vol 37 (3) ◽  
pp. 211-242 ◽  
Author(s):  
Scott E. Seavey ◽  
Michael J Imhof ◽  
Tiffany J. Westfall
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Network Effects ◽  
Audit Quality ◽  
Discretionary Accruals ◽  
Big 4 ◽  
Audit Firms ◽  
Network Connectedness ◽  
Partner Knowledge ◽  
Office Level

SUMMARY Prior audit research suggests that most, if not all, audit quality can be explained at the office level. However, the question remains of whether office-level audit quality is contingent on how individual offices relate to the firm as a whole. Motivated by theories of knowledge management, organizational learning, and networks, we posit that individual offices are connected to their audit network through partner knowledge sharing and oversight, which impact office-level audit quality. We interview Big 4 audit partners and learn that knowledge sharing between partners in different offices is common and intended to aid in the provision of audit services. Using network connectedness to proxy for knowledge sharing and oversight between offices of the same firm, we document that more connected offices are associated with fewer client restatements and lower discretionary accruals. We additionally find that network effects are magnified when accounting treatments are more complex and require greater auditor judgement.

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