Security-Based Knowledge Management

2011 ◽  
pp. 3401-3405
Author(s):  
Shuyuan Mary Ho ◽  
Chingning Wang
Keyword(s):  
Knowledge Management ◽  
Real World ◽  
Management Practices ◽  
Information Age ◽  
Initial Step ◽  
Security Threats ◽  
Future Trends ◽  
Knowledge Based ◽  
Knowledge Codification ◽  
Knowledge Management Practices

As knowledge is recognized as intellectual (or intangible) assets that can enhance an organization’s competitive capability, how to effectively manage knowledge assets has become an important issue in the information age (Alavi, 2000). Literature in knowledge management (KM) emphasizes issues on knowledge creation, knowledge codification, knowledge sharing, and knowledge utilization; however, security perspectives on assuring knowledge confidentiality and knowledge integrity are left unaddressed. This article takes an initial step to address different perspectives of security centric knowledge management. This article first presents the background of security-based knowledge management. It then discusses sources of security threats in knowledge-based organizations and identi- fies challenges in four aspects of knowledge management practices, which are culture-based, strategy-based, contentbased (or standard-based), and technology-based, along with a discussion of 10 corresponding security domains. Real-world cases are intertwined with the challenges faced by knowledge-based organizations. This article ends with further envisioning the future trends of the security-based knowledge management.

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.

Exploring the Role of National Culture on Knowledge Practices: A Comparison between Spain and the UK

2011 ◽  
Vol 14 (2) ◽  
pp. 808-819 ◽  
Author(s):  
Juan Gabriel Cegarra-Navarro ◽  
Mª Eugenia Sánchez Vidal ◽  
David Cegarra-Leiva
Keyword(s):  
Knowledge Management ◽  
National Culture ◽  
Management Practices ◽  
Knowledge Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Practices ◽  
Using Data ◽  
The Uk

In the context of a competitive knowledge-based economy, the knowledge provided by a firm's founders is one of the most important measures of success. This paper aims to identify the role of national culture on a founder's knowledge practices in a modern organisation. Using data collected from 258 Small to Medium sized Enterprises (SMES) in the Spanish and UK telecommunication industries (130 from Spain and 128 from the UK), we propose three knowledge management practices to be analysed; namely transfer, transformation and open-mindedness. This paper provides evidence that while Spanish SMES are more positively associated with higher levels of transfer and transformation of knowledge, UK SMES are more positively associated with higher levels of open-mindedness. Hence, this study serves as an important contribution to the small amount of literature currently available in this field by examining different practices that can be explained by the cultural characteristics of both countries.

Knowledge Management in Small and Medium Sized Enterprises

2010 ◽  
pp. 671-681
Author(s):  
John Sparrow
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Developing Economies ◽  
Evidence Based ◽  
Future Trends ◽  
Multinational Organizations ◽  
Economic Output ◽  
The World ◽  
Knowledge Management Practices ◽  
The Impact

In Europe, USA, Japan, Korea & Taiwan, which account for nearly 75% of the world’s economic output, SME’s contribute between 50-75% of the countries’ GDP. Developing economies are also increasing the SME contribution rate to GDP. Large organizations represent only one per cent of enterprises throughout the world. A great deal of knowledge management (KM) practice and theorizing however has been based upon the issues facing large (and quite frequently multinational) organizations. Understanding knowledge management within SMEs is fundamental to economic advancement, particularly if priorities and practices transferred from large organizations are sub-optimal or counter-productive. This chapter provides some background upon the definition and nature of SMEs, highlighting some theoretical arguments for why knowledge management in SMEs may be different from larger businesses. It then explores knowledge management in SMEs in terms of knowledge features of SMEs, knowledge management practices of SMEs, and the impact of knowledge management within SMEs. Research highlighting aspects of differentiation amongst SMEs that impinge upon KM is introduced and future trends in the practice and study of KM in SMEs are summarized. The conclusion of the chapter is that evidence-based evaluation of KM in SMEs reveals realistic ways in which SMEs can gain benefit from knowledge management.

scholarly journals How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

2019 ◽  
Vol 11 (18) ◽  
pp. 5129 ◽  
Author(s):  
Changiz Valmohammadi ◽  
Javad Sofiyabadi ◽  
Bahare Kolahi
Keyword(s):  
Factor Analysis ◽  
Knowledge Management ◽  
Empirical Study ◽  
Management Practices ◽  
Mediating Role ◽  
Knowledge Based ◽  
Industrial Companies ◽  
Knowledge Management Practices ◽  
Innovation Practices

The main purpose of this study is to investigate the mediating role of innovation practices (IP) amidst relations of knowledge management practices (KMP) and sustainable balanced performance (SBP). Furthermore, this research illustrates a comprehensive empirical study in the Iranian knowledge-based industrial companies that are the manufacturers of advanced machineries and equipment. First- and second-order exploratory factor analysis (EFA) was done to confirm constructs validity. Then, relations among variables were studied by applying the partial least squares (PLS) technique to collected data from 104 industrial knowledge-based companies. The results obtained from the analysis supported all the research hypotheses. KPM significantly and strongly affects IP and SBP. Also, IP mediates the relations between KPM and SBP in industrial knowledge-based firms.

Linking knowledge management to competitive strategies of knowledge-based SMEs

2020 ◽  
Vol 33 (1) ◽  
pp. 42-59 ◽  
Author(s):  
Rohana Ngah ◽  
Kuan Yew Wong
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Management Practices ◽  
Competitive Strategies ◽  
Content Type ◽  
Cost Leadership ◽  
Differentiation Strategy ◽  
Knowledge Based ◽  
Knowledge Management Practices

Purpose This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia. Design/methodology/approach A quantitative approach of a survey was carried out on 135 owners and managers of knowledge-based SMEs in Malaysia. Structural equation modeling technique was used to investigate the relationship between knowledge management and competitive strategies. SmartPLS software is used to analyze the quantitative data. Only SMEs which are involved in R&D and innovation were selected to get the right respondents who meet the objective of the study. Findings The findings show mixed results. Most dimensions of knowledge management have significant relationships to differentiation strategy except for knowledge creation and knowledge acquisition, with only knowledge acquisition showing a significant relationship to cost leadership. Findings reveal that knowledge management has a positive effect on competitive strategies with more inclination toward differentiation strategy, compared to cost leadership strategy which does synchronize with their commitment in research and development and innovation. Research limitations/implications This study is only focused on knowledge-based SMEs in central Malaysia. Second, the use of a survey approach minimized the flow of information. Practical implications SMEs do have knowledge management practices but may not be exploiting it well. Mapping knowledge management practices would help SMEs identify their strengths and weaknesses to explore better business opportunities. This proves that SMEs are leveraging their resources through knowledge application, dissemination, storage and protection to be different than their competitors. However, their apparent lack of knowledge in knowledge acquisition and knowledge creation should be addressed accordingly, as it is important for their future continuous sustainability. Originality/value This paper contributes to the literature of knowledge management relating to competitive strategies in SMEs. The study offers insights on how competitive strategies were formulated through knowledge management. The mixed results reveal a new different outlook of knowledge management relating to competitive strategies.

scholarly journals THE COMMERCIALISATION OF KNOWLEDGE MANAGEMENT PRACTICES TO K-BASED DEVELOPMENT IN MALAYSIA

2008 ◽  
Author(s):  
Raja Suzana Raja Kasim
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Corporate Strategy ◽  
Consumer Products ◽  
Service Industries ◽  
Knowledge Based ◽  
Initial Move ◽  
Knowledge Management Practices ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This paper studies the connection between the commercialization of knowledge management practices and its contributions toward the knowledge-based development in Malaysia. Theoretical relations in this paper were tested through an empirical study carried out among public-listed organisations in the industrial products, consumer products, and service industries in Malaysia. The findings of this paper revealed that it is important for corporations to focus on knowledge management in the development of the organisation’s corporate strategy. Empirical evidence supported the view that firms with knowledge management capabilities and understanding will utilise these capabilities to drive their quality strategy, thus performing better than those that do not. In addition, the finding serves as an initial move among private sector business toward a knowledge-based country. This paper concludes that these practices have a positive incidence not only on the performance of the firm but it also gives some initial contributions toward the development of Malaysia as a knowledge-based country.  

Using information technology to achieve management innovation

2019 ◽  
Vol 32 (1) ◽  
pp. 20-39 ◽  
Author(s):  
Julia Nieves ◽  
Javier Osorio
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Management Practices ◽  
Management Innovation ◽  
It Use ◽  
Content Type ◽  
Knowledge Based ◽  
Mediator Role ◽  
Knowledge Management Practices

PurposeThe purpose of this paper is to assess the relationship between information technology (IT) use and management innovation through the mediator role of knowledge-based resources.Design/methodology/approachThe paper presents empirical evidence from a survey of 109 companies that run hotel establishments in the Spanish territory. A model of relationships is proposed and tested through a system of structural equations.FindingsThe use of IT favors the development of organizational knowledge and the ability to integrate this knowledge. Moreover, a positive and direct relationship was found between IT use and management innovation, and indirectly through organizational knowledge and knowledge integration capability.Research limitations/implicationsThe designed questionnaire did not include any questions related to specific IT tools that could contribute to better knowledge management practices in hospitality organizations, but rather generic questions about IT use. The large number of IT tools that can potentially support knowledge management practices in hospitality companies would make the questionnaire unwieldy for its target respondents.Originality/valueThis paper sheds light on a topic that has hardly been studied in the services literature. Specifically, it addresses the way organizations can facilitate management innovation through the use of IT, while considering the mediator role of knowledge-based resources.

Developing an Integrated Framework for Knowledge Management Practices in Organisations

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
De-Graft Johnson Dei
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Technology Leadership ◽  
Successful Implementation ◽  
Implementation Framework ◽  
Leadership Culture ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Practices ◽  
The Core Competence

In this knowledge-based economy, the core competence that determines the success of every organisation is knowledge. This calls for organisations to develop and implement systems, strategies and framework to facilitate the effective management of knowledge as an organisational asset. This study sought to assess literature and frameworks of knowledge management (KM) and to develop a framework for KM implementation in organisations. This study reviewed literature on knowledge, KM processes, KM enablers, and KM frameworks to determine and propose a set of guidelines for implementing KM practices in organisations. Arising from the review, the researcher proposed an integrated KM framework that could be used by academics (researchers) and KM practitioners to implement and facilitate KM practices in organisations. The framework identifies the key elements of developing and facilitating KM practices: knowledge (tacit and explicit), KM processes (creation, retention, sharing and utilisation), and KM enablers (technology, leadership, culture and strategy). From organisations’ perspectives, for a successful implementation of KM practices, the focus should be on identifying and linking the knowledge types with the KM processes and the KM enablers. This forms the basis for the proposed framework to guide the successful implementation of KM practices in organisations. By utilising these guidelines to develop an integrated KM implementation framework, it is hoped that a stronger theoretical foundation can be constructed, thus facilitating the accomplishment of KM.

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