Mentoring Knowledge Workers

2011 ◽  
pp. 1110-1117
Author(s):  
Ciara Heavin ◽  
Karen Neville
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Knowledge Workers ◽  
Core Competencies ◽  
Knowledge Work ◽  
Intangible Asset ◽  
Interactive Learning Environment ◽  
Positive Knowledge

In an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate, organizational knowledge has come to the forefront as a valuable strategic asset (Haghirian, 2003). While the concept of knowledge management (KM) is not new, the focus on knowledge management as a strategy has increased in recent times as organizations realize the importance of knowledge as an intangible asset contributing to the enhancement of competitive advantage (Bolloju, 2000). In the 21st century, it is believed that successful companies are those that effectively acquire, create, retain, deploy, and leverage knowledge (Cecez-Kecmanovic, 2000). Knowledge work is the ability to create an understanding of nature, organizations, and processes, and to apply this understanding as a means of generating wealth in the organization (Boland & Tenkasi, 1995). Evidently, the focus on knowledge management as a strategy has become central to organizations (Davenport & Prusak, 1998). Ichijo, Von Krogh, and Nonaka (1998) view knowledge as a resource that is unique and imperfectly imitable, allowing firms to sustain a competitive advantage. Additionally, knowledge management as a formalized organizational strategy is supported; it should not be left unintentional to become unsystematic and random (Ichijo et al.). This article provides an example of knowledge workers and experts collaborating to implement successful training and learning programmes to support knowledge-management activities in their organization. The authors hope that the case discussed will inform researchers of an appropriate model in designing an interactive learning environment that enables a positive knowledge-sharing environment and in turn contributes to the growth of an organization’s memory.

Mentoring Knowledge Workers

2011 ◽  
pp. 1223-1230 ◽  
Author(s):  
Ciara Heavin ◽  
Karen Neville
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Knowledge Workers ◽  
Core Competencies ◽  
Knowledge Work ◽  
Intangible Asset ◽  
Interactive Learning Environment ◽  
Positive Knowledge

In an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate, organizational knowledge has come to the forefront as a valuable strategic asset (Haghirian, 2003). While the concept of knowledge management (KM) is not new, the focus on knowledge management as a strategy has increased in recent times as organizations realize the importance of knowledge as an intangible asset contributing to the enhancement of competitive advantage (Bolloju, 2000). In the 21st century, it is believed that successful companies are those that effectively acquire, create, retain, deploy, and leverage knowledge (Cecez-Kecmanovic, 2000). Knowledge work is the ability to create an understanding of nature, organizations, and processes, and to apply this understanding as a means of generating wealth in the organization (Boland & Tenkasi, 1995). Evidently, the focus on knowledge management as a strategy has become central to organizations (Davenport & Prusak, 1998). Ichijo, Von Krogh, and Nonaka (1998) view knowledge as a resource that is unique and imperfectly imitable, allowing firms to sustain a competitive advantage. Additionally, knowledge management as a formalized organizational strategy is supported; it should not be left unintentional to become unsystematic and random (Ichijo et al.). This article provides an example of knowledge workers and experts collaborating to implement successful training and learning programmes to support knowledge-management activities in their organization. The authors hope that the case discussed will inform researchers of an appropriate model in designing an interactive learning environment that enables a positive knowledge-sharing environment and in turn contributes to the growth of an organization’s memory.

Mentoring Knowledge Workers

2011 ◽  
pp. 621-626 ◽  
Author(s):  
Ciara Heavin ◽  
Karen Neville
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Knowledge Workers ◽  
Core Competencies ◽  
Knowledge Work ◽  
Intangible Asset ◽  
Interactive Learning Environment ◽  
Positive Knowledge

In an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate, organizational knowledge has come to the forefront as a valuable strategic asset (Haghirian, 2003). While the concept of knowledge management (KM) is not new, the focus on knowledge management as a strategy has increased in recent times as organizations realize the importance of knowledge as an intangible asset contributing to the enhancement of competitive advantage (Bolloju, 2000). In the 21st century, it is believed that successful companies are those that effectively acquire, create, retain, deploy, and leverage knowledge (Cecez-Kecmanovic, 2000). Knowledge work is the ability to create an understanding of nature, organizations, and processes, and to apply this understanding as a means of generating wealth in the organization (Boland & Tenkasi, 1995). Evidently, the focus on knowledge management as a strategy has become central to organizations (Davenport & Prusak, 1998). Ichijo, Von Krogh, and Nonaka (1998) view knowledge as a resource that is unique and imperfectly imitable, allowing firms to sustain a competitive advantage. Additionally, knowledge management as a formalized organizational strategy is supported; it should not be left unintentional to become unsystematic and random (Ichijo et al.). This article provides an example of knowledge workers and experts collaborating to implement successful training and learning programmes to support knowledge-management activities in their organization. The authors hope that the case discussed will inform researchers of an appropriate model in designing an interactive learning environment that enables a positive knowledge-sharing environment and in turn contributes to the growth of an organization’s memory.

Supporting the Mentoring Process

2011 ◽  
pp. 3641-3646
Author(s):  
Karen Neville
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Knowledge Work ◽  
Direct Result ◽  
Expected Returns ◽  
Intangible Asset ◽  
Interactive Learning Environment ◽  
Learning Programs ◽  
Returns On Investment

While the concept of knowledge management (KM) is not new, the focus on knowledge management as a strategy has heightened in recent times as organizations realize the importance of knowledge as an intangible asset contributing to the enhancement of competitive advantage (Bolloju & Khalifa, 2000). In the 21st century, it is believed that successful companies are those that effectively acquire, create, retain, deploy, and leverage knowledge (Cecez-Kecmanovic, 2000). Knowledge work is the ability to create an understanding of nature, organizations, and processes, and to apply this understanding as a means of generating wealth in the organization. Evidently, the focus on knowledge management as a strategy has become central to organizations (Davenport & Prusak, 1998). Ichijo, Von Krogh, and Nonaka (1998) view knowledge as a resource that is unique and imperfectly imitable, allowing firms to sustain a competitive advantage. Additionally, many approaches to managing knowledge are marred by obstacles of sustainability (Kulkarni, Ravindran, & Freeze, 2006). As a direct result organizations fail to realize the expected returns on investment from knowledge management implementations or strategies (Zyngier, 2007). However, if knowledge management as a formalized organizational strategy is supported, it can be sustained. Therefore in an economic environment where organizations have been forced to take a step back and reevaluate their core competencies and ability to innovate, organizational knowledge has come to the forefront as a valuable strategic asset (Haghirian, 2003). It is the objective of this article to provide an example of knowledge workers and experts collaborating to implement successful training and learning programs to support knowledge management activities in their organization. The authors hope that the case discussed will inform researchers of an appropriate model in designing an interactive learning environment which enables a positive knowledge sharing environment and in turn contributes to the growth of an organization’s memory.

PERCEPTION OF THE ESSENCE OF KNOWLEDGE SHARING AMONG TEACHERS OF THE 21ST CENTURY

2019 ◽  
Vol 20 (1) ◽  
pp. 213-227
Author(s):  
Izabela Michalik
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
21St Century ◽  
Knowledge Workers ◽  
Modern Society ◽  
Selection Of ◽  
Stimulation Of

Knowledge sharing is one of the key processes taking place in the 21st century economy, determining the competitive advantage of the organization. The currently observed change in the approach to knowledge sharing from information to social, allows to understand the specifity of this process, what enables selection of actions and stimulation of desired behaviors of employees depending on the expected results. There is no difference among teachers who, as knowledge workers, earn a living by thinking, and their mind is a working tool. The article attempts to diagnose teachers in the matter of knowing the concept and understanding the essence of knowledge sharing in a modern society. The results of the research confirmed the awareness of the existence of knowledge sharing among teachers and pointed to their different understanding of the essence of this process

scholarly journals Motivation for Knowledge Work

2011 ◽  
pp. 657-664 ◽  
Author(s):  
Paul H.J. Hendriks ◽  
Ce´lio A.A. Sousa
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Motivation ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Exact Form ◽  
Work Processes ◽  
Knowledge Processes ◽  
Individual Knowledge

The importance of motivation in knowledge work is generally acknowledged. With lacking motivation, the quality of the products of knowledge work is bound to drop dramatically. Without work motivation, individual knowledge workers may direct their efforts to their individual needs at the expense of organization goals or decide to leave the firm. Creativity, knowledge teamwork, knowledge sharing, and other knowledge processes depend on the motivation of knowledge workers. Lacking sustained motivation in association with an insufficiently knowledge-friendly culture has often been mentioned as the principal culprit for failed knowledge management (KM) initiatives and programs (Davenport, DeLong, & Beers, 1998; McKenzie, Truc, & Winkelen, 2001). Several traits of knowledge workers explain, so it is argued, why prevailing work motivation programs will not work when applied to knowledge workers: they have high needs for autonomy, their career formation is external to the organization, they are loyal to their networks of peers and to their profession rather than to the organization that employs them, and the exact form and sequence of their work processes cannot be fully predicted (Despres & Hiltrop, 1996).

scholarly journals Relationship Knowledge Management with Nurse Performance In Inpatient Room Makasassar Unhas Hospital

2018 ◽  
pp. 125-132
Author(s):  
Nurhidayah Halede
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Measurement Scale ◽  
Intangible Asset ◽  
Utilization Distribution ◽  
Cross Sectional ◽  
Nursing Services ◽  
Development And Utilization ◽  
Cross Sectional Design

Knowledge management is an effective way to organize and manage the diverse knowledge possessed by an organization sourced from human resources consisting of tacit knowledge and explicit knowledge (Mardiana, 2013). This study aims to analyze the relationship of knowledge management with the performance of nurses inpatient rooms of Makassar Unhas Education Hospital. This study used cross sectional design, with 73 samples of nurses who were taken from 182 population with purposive sampling method. Data collection was done by spreading the questionnaire with the measurement scale of the liker and the observation sheet. Data were analyzed using SPSS with Correlation Test. The results obtained significance value 0.004 which indicates that the correlation between knowledge management with the performance of nurses in inpatient wards of Makassar Unhas Education Hospital is meaningful. Spearman correlation value of 0.336 indicates that the direction of positive correlation with weak correlation strength. The conclusion of this study is knowledge management consisting of knowledge acquisition, storage and maintenance of knowledge, development and utilization, distribution and knowledge sharing, development and utilization of knowledge is an intangible asset that is considered able to increase competitive advantage, dynamic, valuable and rare. Knowledge management should be a culture that should be applied in the Hospital Specifically in the field of nursing so that nurses are able to manage knowledge and knowledge sharing to support the achievement of good performance in providing nursing services.

Optimizing Knowledge-Work Through Personal Knowledge Management

2019 ◽  
pp. 21-48
Author(s):  
Rezvan Hosseingholizadeh ◽  
Hadi El-Farr ◽  
Somayyeh Ebrahimi Koushk Mahdi
Keyword(s):  
Knowledge Management ◽  
Ethical Issues ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Personal Knowledge ◽  
Work Activities ◽  
Personal Knowledge Management ◽  
Individual Knowledge ◽  
Knowledge Intensive ◽  
Discretionary Behavior

Knowledge-work is a discretionary behavior, and knowledge-workers should be viewed as investors of their intellectual capital. That said, effective knowledge-work is mostly dependent on the performance of individual knowledge-workers who drive the success of knowledge-intensive organizations. Therefore, the study takes the perspective of personal knowledge management in enforcing the effectiveness of knowledge-work activities. This study empirically demonstrates that knowledge-workers' behaviors are dependent on their motivation, ability and opportunity to perform knowledge-work activities. This study provides insights and future directions for research on knowledge-work as a discretionary behavior in organization and the factors influencing it. Scholars can investigate the effect of empowerment of individuals on their tendency to knowledge-creation, knowledge-sharing and knowledge-application. Since personal-knowledge often raise the issue of knowledge ownership, further attention to ethical issues may bring valuable insights for KM in organizations.

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.

Barriers to Knowledge Sharing

2010 ◽  
pp. 49-61 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Organizational Routines ◽  
Organizational Decision Making ◽  
Comprehensive Review ◽  
Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

A Mobile Portal for Academe

2011 ◽  
pp. 577-582
Author(s):  
Hans Lehmann ◽  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Financial Services ◽  
Information Overload ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Working Environments ◽  
Knowledge Intensive

Today, many working environments and industries are considered as knowledge-intensive, that is, consulting, software, pharmaceutics, financial services, and so forth, and the share of knowledge work has risen continuously during the last decades (Wolff, 2005). Knowledge management (KM) has been introduced to overcome some of the problems knowledge workers are faced when handling knowledge, that is, the problems of storing, organizing, and distributing large amounts of knowledge and its corresponding problem of information overload and so forth (Maier, 2004).

Sign in / Sign up

Export Citation Format

Share Document