Effects of Knowledge Management Implementation in Hospitals

From the knowledge management point of view, the fundamental mission of hospital management is the delivery of quality medical services, utilizing highly specialized knowledge to solve healthcare problems within various resource constraints. Similar to other knowledge-intensive industries operating in highly challenging business environments, hospitals of all sizes must view the creation, organization, distribution, and application of knowledge as a critical aspect of their management activities. Knowledge management represents a viable strategy as hospitals strive simultaneously to provide quality medical services, improve operational efficiency, and conform to the government’s documentation and reporting regulations. This study examines the correlation as well as the causal relationships among knowledge characteristics, knowledge acquisition strategy, implementation measures, and performance of knowledge management implementations in the context of hospital management. Using primary data collected in Taiwan, our analyses show that the characteristics of knowledge affect the ways in which knowledge management is implemented, and the implementation measures, in turn, have a significant impact on the results of knowledge management implementations.

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Effects of Knowledge Management Implementations in Hospitals

Medical Informatics ◽

10.4018/978-1-60566-050-9.ch101 ◽

2011 ◽

pp. 1351-1371

Author(s):

Wen-Jang ("Kenny") Jih ◽

Cheng-Hsui Chen ◽

Ying-Hsiou Chen

Keyword(s):

Knowledge Management ◽

Resource Constraints ◽

Hospital Management ◽

Point Of View ◽

Medical Services ◽

Primary Data ◽

Business Environments ◽

Acquisition Strategy ◽

Knowledge Intensive ◽

And Performance

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Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge Management Implementations

Current Issues in Knowledge Management ◽

10.4018/978-1-59904-916-8.ch019 ◽

2011 ◽

pp. 289-308

Author(s):

Wen-Jang ("Kenny") Jih ◽

Cheng Hsui Chen ◽

Andy Chen

Keyword(s):

Knowledge Management ◽

Knowledge Acquisition ◽

Resource Constraints ◽

Hospital Management ◽

Healthcare Services ◽

Quality Healthcare ◽

Business Environments ◽

Acquisition Strategy ◽

Knowledge Intensive ◽

And Performance

The very fundamental mission of hospital management is to deliver quality healthcare services by utilizing highly specialized medical knowledge and solve other healthcare problems within various resource constraints. Similar to other knowledge-intensive industries which operate in highly challenging business environments, hospitals of all sizes must view the creation, organization, distribution, and application of knowledge as a critical aspect of their management activities. Knowledge management, therefore, represents a viable strategy as hospitals strive to simultaneously provide quality medical services, improve operational efficiency, and comply with governmental documentation and reporting regulations. This study examines the correlation as well as causal relationships between knowledge characteristics, knowledge acquisition strategy, implementation measures, and performance of knowledge management implementations in the context of hospital management. Using primary data collected in Taiwanese hospitals, our analyses showed that the characteristics of knowledge affect the ways in which knowledge management is implemented, and the implementation measure, in turn, has a significant impact on the results of knowledge management implementation.

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Reorganizing People in Customer Knowledge Management Change

Human Development and Global Advancements through Information Communication Technologies ◽

10.4018/978-1-60960-497-4.ch004 ◽

2011 ◽

pp. 49-62

Author(s):

Minwir Al-Shammari

Keyword(s):

Knowledge Management ◽

Customer Service ◽

Cultural Change ◽

Customer Value ◽

Customer Relationship ◽

High Quality ◽

Business Environments ◽

Customer Knowledge Management ◽

Long Life ◽

Knowledge Intensive

The transition to knowledge-intensive customer-centric enterprise is important, but never easy. Reorganizing people is likely to face critical structural and cultural change issues related to people. Addressing these issues is essential for the continued success of customer-value-building services and products. In light of today’s competitive business environments and changing power of customers, organizations need to be able to deal with people-based issues in order to secure high quality customer service and long-life and profitable customer relationship. The chapter presents a recommended solution to deal with people change management in competitive business environments, viz. to ‘reorganize people’ in a customer-centric networked organization. ‘Reorganization of people’ is operationally defined by three sub-interventions: a) reconfiguring structure, b) reshaping culture, and c) rehabilitating people.

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Intellectual Property Protection in Software Enterprises

Encyclopedia of Multimedia Technology and Networking, Second Edition ◽

10.4018/978-1-60566-014-1.ch094 ◽

2009 ◽

pp. 697-702

Author(s):

Juha Kettunen

Keyword(s):

Knowledge Management ◽

Intellectual Property ◽

Software Development ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Business Environment ◽

Ip Protection ◽

Business Environments ◽

Knowledge Intensive ◽

Critical Phases

Enterprises are facing challenges in protecting their intellectual property (IP) due to the rapid technological changes, shortened lifecycles, and the intangibility of products. The IP protection granted by the national intellectual property rights (IPRs) legislation does not correspond very well with the needs of enterprises operating in a rapidly changing business environment (Andersen & Striukova, 2001; Bechina, 2006). The most valuable assets of knowledge intensive enterprises are the knowledge and skills embodied in human capital, which cannot be protected using the traditional and formal IP protection (Coleman & Fishlock, 1999; Kitching & Blackburn, 1998; Miles, Andersen, Boden, & Howells, 2000). The challenges for IP protection in the context of knowledge intensive small enterprises lie in creating business environments that support the knowledge sharing and creation, innovativeness, and IP protection. In particular, the challenges are related to the identification of such formal and informal protection methods which improve the business process. The aim of knowledge management is to stimulate innovation and create knowledge. Knowledge management allows knowledge with critical and strategic characteristics in an enterprise to be located, formalised, shared, enhanced, and developed. The purpose of this study on information security management is to explore how small and medium-sized enterprises (SMEs) protect their IP in software business. This study investigates how strategic IP protection supports the knowledge sharing and innovation creation and explores the critical phases of IP protection in small software enterprises. This study also describes and develops management, using the approach of knowledge management and applying the spiral of knowledge creation in software development. The article is organised as follows. The IP protection of enterprises operating in software development is introduced in the background section. The main attention of the article concentrates on IP protection, which is analysed using the framework of knowledge management. IP protection is investigated in the various phases of knowledge creation in software development. Thereafter some future trends are described. Finally, the results of the study are summarised and discussed in the concluding section.

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Public Private Networks

Encyclopedia of Networked and Virtual Organizations ◽

10.4018/978-1-59904-885-7.ch171 ◽

2010 ◽

pp. 1300-1308

Author(s):

Oliver Bohl ◽

Ruth Schaefer ◽

Udo Winand

Keyword(s):

Free Market ◽

Point Of View ◽

Extensive Literature ◽

Academic Education ◽

Core Element ◽

Public And Private ◽

Business Environments ◽

Provision Of Services ◽

Core Elements ◽

Knowledge Intensive

The provision of services and the production of wares and services nowadays often require the cooperation of partners from different sectors. These cooperations can comprise public and private organizations, companies, universities, NGOs, and other groupings as well as individuals. The cooperative collaboration is esteemed as a core element of democratic social systems within a free market economy (Kirsch, 1996; Pongsiri, 2001). As one relevant method of organizing such collaborations, public private networks (PPN) extend the concept of public private partnerships (PPP) by adding the idea of networking and its core elements. From a scientific point of view as well as from the business perspective there is a shortcoming in the systematic processing of ideas, motivations, and forms as well as implications for internal and external participants of PPPs/PPNs. In the following, partnerships between partners from public and private business environments will be discussed. (Pongsiri, 2001) In particular, PPPs and PPNs in the field of academic education will be portrayed, since the cooperation in knowledge intensive areas is seen as an important issue. (Inkpen, 1996; Seufert, von Krogh, & Back, 1999) In the following the concepts of PPPs and PPNs will be explained. This will be done by an extensive literature review. The aim is to provide the required definitions and to discuss the incorporated views of others.

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Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

International Business Research ◽

10.5539/ibr.v10n6p248 ◽

2017 ◽

Vol 10 (6) ◽

pp. 248 ◽

Cited By ~ 4

Author(s):

Muhammad Ali ◽

SHEN Lei ◽

Syed Talib Hussain

Keyword(s):

Knowledge Management ◽

Management Strategies ◽

Talent Management ◽

Manufacturing Firms ◽

Point Of View ◽

Mediation Effects ◽

External Knowledge ◽

Mediating Role ◽

And Performance ◽

Relationship Of

For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker’s issues in fast-growing emerging economies.

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Does Knowledge Management Systems Moderate Turnover Effects?

International Journal of Knowledge Management ◽

10.4018/ijkm.2013100101 ◽

2013 ◽

Vol 9 (4) ◽

pp. 1-16

Author(s):

Davi Nakano ◽

Renato de Oliveira Moraes ◽

Ana Paula Pereira de Moraes Ress

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Time Lag ◽

Management Systems ◽

Knowledge Management Systems ◽

Negative Effects ◽

Knowledge Assets ◽

Software Development Teams ◽

Knowledge Intensive ◽

And Performance

Knowledge assets are key to innovative capability, but are perishable and may decay over time. Knowledge Management Systems (KMS) can prevent knowledge decay and maintain and enhance performance and innovation. This paper investigates if the use of a KMS mitigates employee turnover negative effects on organizational performance. Data on turnover and project performance from two software development teams from the same corporation were collected and compared. One team adopted and uses a KMS to support development, while the other did not implement a KMS. Paired t-tests were performed and confirmed that KMS usage moderate turnover impact on organizational performance. There is also evidence that, when KMS are not used, turnover and performance are correlated with a time lag. From a practical stance, results indicate that knowledge intensive firms can avoid knowledge assets loss by implementing a KMS.

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The Effect of Knowledge Management on Innovation and Organizational Performance in the field of Application and Game Development

Management and Economics Journal (MEC-J) ◽

10.18860/mec-j.v4i2.8448 ◽

2020 ◽

Vol 4 (2) ◽

pp. 185-200

Author(s):

Simon Budiprayitno

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Business Performance ◽

Field Research ◽

Creative Industries ◽

Primary Data ◽

Game Development ◽

And Performance ◽

Collection Methods

This research examines the effect of knowledge management on innovation and organizational performance (Case Study on Creative Industries in the field of Application and Game Development in Malang Raya). Looking at the existing phenomena clearly shows that most creative industries still show a lot of room for improvement regarding their innovation and business performance and the lack of application of knowledge management in creative industries compared to large organizations. Data collection methods in this study include field research that is by collecting necessary data (primary data) from a sample using a questionnaire instrument that explains and tests hypotheses (explanatory) and uses literature studies derived from literature and scientific journals. The results of this study are that management knowledge has a significant effect on innovation and performance. Innovation has a significant effect on performance and that knowledge management has a significant effect on performance through innovation Changes in performance are primarily determined by the high ability of innovation due to the creative industry players have increased the ability in knowledge management.

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Performance drivers in knowledge-intensive entrepreneurial firms: a multidimensional perspective

Journal of Knowledge Management ◽

10.1108/jkm-03-2021-0264 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Bruno Fischer ◽

Sergio Salles-Filho ◽

Camila Zeitoum ◽

Fernando Colugnati

Keyword(s):

Knowledge Management ◽

Technology Transfer ◽

Small Business ◽

Firm Growth ◽

Sao Paulo ◽

Primary Data ◽

São Paulo ◽

Content Type ◽

Performance Drivers ◽

Knowledge Intensive

Purpose The purpose of this paper is to offer a comprehensive perspective on different facets of knowledge management and their effects on the performance of knowledge-intensive entrepreneurial ventures. Design/methodology/approach The empirical setting involves small and medium-sized enterprises located in the State of São Paulo, Brazil. Primary data for 223 knowledge-intensive entrepreneurship (KIE) firms was obtained through questionnaires applied to ventures which applied to the innovative research in small business program, a small business innovation research-like initiative run by the São Paulo Research Foundation. Econometric results assessed the drivers of competitiveness in terms of firm growth, research and development intensification and technology transfer. Findings Results highlight the complexity involved in establishing effective knowledge management processes in terms of driving KIE performance. Notwithstanding, some interesting insights on the moderation effects of strategic knowledge management (SKM) systems over technical skills could be identified with particular emphasis for the case of academic spin-offs. Ecosystem drivers present a good explanation power for technology transfer practices but fall short in providing answers for firm-level growth dynamics. It is also noteworthy that public and private investments in KIE firms are similarly associated with positive impacts – contrary to the view that private investors perform better than governmental sources in picking promising small ventures. Originality/value The assessment has provided novel evidence for a sample of KIE ventures concerning the appraisal of performance drivers associated with three dimensions of knowledge management, namely, technical knowledge, SKM and ecosystem features. Firms’ outcomes were addressed from a multidimensional perspective, thus providing a comprehensive perspective of the events under scrutiny.

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