Knowledge Management in Charities

2010 ◽  
pp. 641-649
Author(s):  
Kathleen E. Greenaway ◽  
David C.H. Vuong
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Vital Role ◽  
Charitable Organizations ◽  
Non Profit ◽  
Knowledge Based ◽  
Volunteer Labor ◽  
Non Profit Organizations ◽  
Statistics Canada ◽  
Knowledge Intensive

Charities, also called voluntary-service not-forprofit organizations (VSNFP), play a vital role in modern societies by addressing needs and providing services that benefit the public. These services frequently are available from neither markets nor governments. Many charitable organizations have been created to deliver or have expanded their range or scope of services as the result of governments “devolving” or transferring services to the non-profit sector (Gunn, 2004). Therefore, it is unsurprising that charities have a significant impact economically and socially. For example, volunteer work in Argentina, the United Kingdom, Japan, the United States, and is valued at 2.7, 21, 23, and 109 billion (US) dollars respectively (Johns Hopkins University, 2005). Volunteering translates into significant resources for non-profit organizations. For example, Statistics Canada estimates that work equivalent to 1 million fulltime jobs was provided through volunteer labor in 2004 (Statistics Canada, 2006). While charities are part of the non-profit sector, research demonstrates that charitable organizations differ from for-profit organizations in terms of their human capital management, management practices, and strategies (Bontis & Serenko, 2008). Failing to account for such differences may adversely affect theory (Orlikowski & Barley, 2001) and practice (Kilbourne & Marshall, 2005). Our key question is: What is the extent of our understanding of the role of knowledge management, both as process and system, in charitable organizations? We discuss this question by adapting the knowledge management (KM) research framework originally developed for examining KM in knowledge-based enterprises (Staples, Greenaway & McKeen 2001). Many non-profits are “knowledge-intensive” organizations (Lettieri et al 2004:17). Therefore, this research model should be transferable to non-profit organizations including charities.

Evaluating Knowledge Management Practices in Higher Education Institutions (HEIs)

2021 ◽  
pp. 221-245
Author(s):  
Fahmi Ibrahim ◽  
Diyana Najwa Ali
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Significant Role ◽  
Management Practices ◽  
Higher Education Institutions ◽  
Vital Role ◽  
Learning And Teaching ◽  
Brunei Darussalam ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Higher education institutions (HEIs) are in knowledge intensive environments and play a central role in knowledge creation and production through research, learning, and teaching. It is important to consider that knowledge plays a vital role to HEIs and thus could benefit from established KM practices. The aim of this chapter is to evaluate the practices or implementation of knowledge management (KM) within HEIs in the context of Brunei Darussalam. It examines the importance, processes and the challenges or barriers of KM practices. The findings demonstrate that among the HEIs in Brunei that have developed KM initiatives, there are differences in the role and approaches. This verifies that KM is multifaceted concept and contextual in practice. Moreover, the findings revealed how knowledge in theory is managed and conceptualised. In conclusion, KM plays a significant role in HEIs in Brunei Darussalam with a contribution through a conceptual KMPro framework which has the potential to provide a guideline for HEIs practitioners to succeed in KM which was criticised as elusive.

scholarly journals Creative Cities and Knowledge Management Approach to Culture-Based Urban Regeneration in Slovakia: A Model

2021 ◽  
Vol 23 (4) ◽  
pp. G25-G37
Author(s):  
Mária Tajtáková ◽  
Mária Olejárová
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Urban Regeneration ◽  
Management Approach ◽  
Skilled Workers ◽  
Non Profit ◽  
Creative Cities ◽  
Creative City ◽  
Knowledge Intensive ◽  
Post Industrial

The term "Creative City" emerged in the 90s of the 20th century reflecting the trend of transforming post-industrial cities into new creative urban centres - bases for knowledge intensive firms, highly-skilled workers and major cultural assets. The concept of culture-based urban regeneration describes a scheme where culture is purposely employed as a vehicle for an overall urban and social revitalization. The paper addresses innovative processes within culture-based urban regeneration projects in three Slovak cities - Bratislava, Zilina and Kosice - under the concept of creative city. The focus is on the implementation of a tailor-made multi-factor knowledge management model with the aim of exploring the knowledge management practices in urban development projects dealing with the adaptive re-use of industrial and cultural heritage based on the non-profit bottom-up initiatives.

scholarly journals Social Potential of Non-Profi t Organizations

2021 ◽  
pp. 80-100
Author(s):  
V. M. NOVIKOV
Keyword(s):  
Large Scale ◽  
The State ◽  
Charitable Organizations ◽  
Specific Content ◽  
Non Profit ◽  
Regional Administration ◽  
Wide Range ◽  
Non Profit Organizations ◽  
Definition Of ◽  
Charitable Activities

There is a steady trend in the wide range of literature on the study of institutions: the definition of theoretical judgments often does not coincide and is not combined with the definition of general connections and patterns, which leads to ignoring the principle of systematic analysis of socio-economic processes. Indirectly, this means the priority of the random (individual) over the whole and general. Meanwhile, the concept of an institution correlates with the specific content of a phenomenon or process and is supplemented by a generalized and systematic approach. The study of such an urgent problem of the market economy as institutional choice through non-profit organizations requires the extension of the analysis not only to governmental but also to non-governmental structures, which are an element of the whole. In this regard, the article provides a historical overview of the development of nonprofit organizations and charitable activities as a large-scale social phenomenon, which made it possible to draw attention to the possibility of using the experience of past years for the purposeful organization of non-state institutions of charity, including by improving social partnerships. Analysis of the current state of non-profit organizations in Ukraine, despite the growth in their number, shows a decrease in the volume of charitable activities. In recent years, the country has taken certain steps to improve charity. However, this is not enough. The institutional environment for philanthropy needs to be improved. The solution to this problem is possible with the active influence of the state on the management of non-commercial activities. Improving the tools of functioning, financing, as well as increasing attention to the development of statistics in this area of activity is considered relevant. In this regard, the purpose of the article is to identify pressing issues and ways to improve charitable organizations. The solution to this problem is possible with the active influence of the state on the management of non-profit activities. The development of the institutional framework of the nonprofit sector of the economy means the improvement of financial reporting, greater openness of charitable organizations, streamlining of their legal relations, liberalized taxation and strengthened control over the activities of non-profit organizations. The article pays special attention to the problem of accumulation and distribution of charitable funds. The potential of charitable organizations can be expanded by shifting the focus of their regulation away from predominantly corporate to regional administration, which increases the importance of the institution of partnership in the development of charity. The article uses historical and logical methods, which allowed to study the formation and development of non-profit organizations in the evolutionary aspect.

Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises

2011 ◽  
pp. 151-167 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

As discussed in chapter 10, knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Knowledge Management in Governance

2006 ◽  
pp. 278-291
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Theory Of The Firm ◽  
Collective Knowledge ◽  
Knowledge Based ◽  
Innovative Methods ◽  
Corporate Goals ◽  
Knowledge Intensive ◽  
A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

Knowledge Organizations

2011 ◽  
pp. 451-458 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

Use of Technology in Non-Profit Organizations (NPOs) for Knowledge Management

2016 ◽  
Author(s):  
Dinesh Rathi ◽  
Lisa M. Given
Keyword(s):  
Knowledge Management ◽  
Donor Management ◽  
Management Software ◽  
Non Profit ◽  
Use Of Technology ◽  
Computer Based ◽  
Non Profit Organizations

This paper explores results of a survey that documented tools and technologies used to manage knowledge in Canadian non-profit organizations (NPOs). Findings demonstrate that NPOs, across various types of organizations, use both non-computer (e.g., print documents) and computer-based solutions to manage knowledge. Examples of tools/technologies used include donor management software, email-based systems for communication and marketing, and some specific tools relevant to their areas of operations. Cet article explore les résultats d'une enquête qui a documenté les outils et les technologies utilisés pour gérer les connaissances dans les organisations canadiennes sans but lucratif (OSBL). Les résultats démontrent que les différents types d’OSBL utilisent à la fois des solutions informatiques et non-informatiques (par exemple, des documents imprimés) pour gérer les connaissances. Les outils / technologies utilisées comprennent des logiciels de gestion des donateurs, des systèmes basés sur le courrier électronique pour la communication et le marketing, et quelques outils spécifiques pertinents dans leurs domaines d'activité.

Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector

2015 ◽  
Vol 19 (3) ◽  
pp. 559-578 ◽  
Author(s):  
Stavros Sindakis ◽  
Audrey Depeige ◽  
Eleni Anoyrkati
Keyword(s):  
Knowledge Management ◽  
Public Transport ◽  
Management Practices ◽  
Transport Systems ◽  
Transport Sector ◽  
Content Type ◽  
The Public ◽  
Knowledge Based ◽  
Knowledge Management Practices

Purpose – This study aims to explore the role of knowledge management practices in supporting current and emerging passengers’ and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers. Design/methodology/approach – A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations. Findings – Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users’ needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge. Research limitations/implications – The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector. Practical implications – Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems. Originality/value – The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage researchers and practitioners from the transport industry in the conceptualisation and development of innovative solutions.

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