Knowledge Management Toolkit for SMEs

2009 ◽  
pp. 1136-1150
Author(s):  
Kerstin Fink ◽  
Christian Ploder
Keyword(s):  
Knowledge Management ◽  
Social Cognitive ◽  
Software Tool ◽  
Software Products ◽  
Knowledge Processes ◽  
The Social ◽  
Cost Efficient ◽  
Knowledge Preservation ◽  
The Right ◽  
Efficient Software

The discipline of knowledge management is no longer emerging in large organizations, but also small and medium-sized enterprises (SMEs) are focusing on finding the right process that will allow them to make advantages of their intellectual capital. Using survey data from 219 small and medium-sized enterprises in Austria and Switzerland, this chapter illustrates the four key knowledge processes (1) knowledge identification, (2) knowledge acquisition, (3) knowledge distribution, and (4) knowledge preservation for SMEs and also reports the findings of the empirical study designed to allocate cost-efficient software products to each of the four knowledge processes. As a result a knowledge toolkit for SMEs that integrates knowledge processes, methods and software tool for decision support making is given. Finally, the social view of knowledge management to SMEs is discussed, showing that the use of information technology is currently far more important than the integration of a social-cognitive perspective.

Knowledge Management Toolkit for SMEs

2011 ◽  
pp. 49-63 ◽  
Author(s):  
Kerstin Fink ◽  
Christian Ploder
Keyword(s):  
Knowledge Management ◽  
Social Cognitive ◽  
Software Tool ◽  
Software Products ◽  
Knowledge Processes ◽  
The Social ◽  
Cost Efficient ◽  
Knowledge Preservation ◽  
The Right ◽  
Efficient Software

The discipline of knowledge management is no longer emerging in large organizations, but also small and medium-sized enterprises (SMEs) are focusing on finding the right process that will allow them to make advantages of their intellectual capital. Using survey data from 219 small and medium-sized enterprises in Austria and Switzerland, this article illustrates the four key knowledge processes (1) knowledge identification, (2) knowledge acquisition, (3) knowledge distribution, and (4) knowledge preservation for SMEs and also reports the findings of the empirical study designed to allocate cost-efficient software products to each of the four knowledge processes. As a result a knowledge toolkit for SMEs that integrates knowledge processes, methods and software tool for decision support making is given. Finally, the social view of knowledge management to SMEs is discussed, showing that the use of information technology is currently far more important than the integration of a social-cognitive perspective.

How Social Factors Influence Implicit Knowledge Construction on the Internet

2015 ◽  
pp. 205-215
Author(s):  
Albena Antonova
Keyword(s):  
Social Factors ◽  
Knowledge Construction ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Primary Source ◽  
Implicit Knowledge ◽  
Internet Communication ◽  
Knowledge Processes ◽  
The Social ◽  
The Impact

The influence of Internet on knowledge acquisition increases as it became the primary source of reference, especially for young generations. Therefore, it is important to understand how social factors and Internet influences not only explicit but also implicit knowledge construction. Several theories explain the impact of the social groups on the knowledge formation as Social Cognitive Theory of Bandura and Lay Epistemic Theory of Kruglanski. Thus, the authors propose an analysis of the implicit knowledge construction processes through the theoretical overview of Internet communication. More specifically, they discuss how the mechanisms of Internet increase the social and group impact on the implicit knowledge processes.

Knowledge Management and Social Media in Tourism Industry

2018 ◽  
pp. 92-115 ◽  
Author(s):  
Rocco Agrifoglio ◽  
Concetta Metallo
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Tourism Industry ◽  
The Social ◽  
Knowledge Preservation ◽  
Knowledge Creation And Sharing ◽  
Shed Light

The chapter aims to provide an overview of the role of social media for knowledge management in tourism industry. Respect than traditional tools, the social media penetration within such industry is growing thanks to opportunity for travelers and travel professionals to access critical tourism knowledge everywhere and every time. Prior research has mainly focused on how social media are changing the tourism industry, while it is lacking enough the contribution of these technologies to managing touristic knowledge. This chapter seeks to shed light on how social media support knowledge management, with particular attention to knowledge creation, sharing, and preservation processes, in tourism industry. In particular, while knowledge creation and sharing process have attracted the attention of scholars, knowledge preservation via social media seems be still in its infancy stage.

Knowledge Management as Organizational Strategy

2011 ◽  
pp. 2343-2347 ◽  
Author(s):  
Cheryl D. Edwards-Buckingham
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Information Technologies ◽  
Knowledge Workers ◽  
Leadership Role ◽  
Collective Wisdom ◽  
Organizational Challenges ◽  
Knowledge Processes ◽  
Intellectual Assets ◽  
The Right

“More than ever before, the effectiveness of organizations depends on their ability to address issues such as knowledge management, change management, and capability building, all of which could fall into the domain of the HR function” (Lawler & Mohrman 2003, p. 7). In its leadership role, Human Resources (HR) has many tasks and responsibilities. According to Lawler and Mohrman (2003), there are several key organizational challenges faced by HR departments. These challenges include improving productivity, increasing quality, facilitating mergers and acquisitions, improving new product possibilities, and knowledge management. Knowledge management (KM) is defined as the tools, techniques, and processes for the most effective and efficient management of an organization’s intellectual assets (Davies, Studer, Sure, & Warren, 2005). Knowledge management consists of the combination of data and information processing capacity (i.e., information technologies), as well as the creative and innovative capacity of human resources. Knowledge management entails an organization viewing its processes as knowledge processes, in which these processes involve application of knowledge within the organization. Knowledge management focuses on the generation and application of knowledge, leveraging and sharing knowledge to increase the derived value, importing knowledge in the form of skilled employees, connecting knowledge workers, and motivating knowledge workers (Mohrman & Finegold, 2000). According to Robbins (2003) the process of knowledge management entails organizing and distributing an organization’s collective wisdom so that the right information gets to the right people at the right time. As knowledge management becomes increasingly important, organizations must strive to understand the dynamics of knowledge management. This article will discuss the elements of knowledge management, in addition to presenting a case on how organizations can use knowledge management as strategy, where knowledge management is valued more than funding as a strategic resource.

Integration Concept for Knowledge Processes, Methods, and Software for SMEs

2009 ◽  
pp. 185-200 ◽  
Author(s):  
Kerstin Fink ◽  
Christian Ploder
Keyword(s):  
Knowledge Management ◽  
Empirical Studies ◽  
Research Result ◽  
Learning Objectives ◽  
Knowledge Processes ◽  
Knowledge Identification ◽  
Knowledge Preservation ◽  
Use Of Knowledge ◽  
Integration Concept

Small and medium-sized enterprises (SMEs) are a vital and growing part of any national economy. Like most large businesses, SMEs have recognized the importance of knowledge management. This Chapter investigates the use of knowledge processes and knowledge methods for SMEs. The learning objectives of this Chapter are to assess the role of knowledge management and knowledge processes in SMEs. Furthermore, the reader should be able to describe major knowledge management programs in SMEs and assess how they provide value for organizations. Empirical studies conducted by the authors show that for SMEs, only four knowledge processes are important: (1) knowledge identification, (2) knowledge acquisition, (3) knowledge distribution and (4) knowledge preservation. Based on the research result of several empirical studies, an integration concept for knowledge processes, knowledge methods, and knowledge software tools for SMEs is introduced and discussed.

Challenges of Knowledge Management amidst Rapidly Evolving Tools of Social Media

2020 ◽  
pp. 745-760
Author(s):  
Ritesh Chugh ◽  
Mahesh Joshi
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Mass Communication ◽  
Management Strategies ◽  
New Paradigm ◽  
Media Technologies ◽  
The Social ◽  
Massive Scale ◽  
The Right

Social media technologies have been embraced by individuals and organizations on such a massive scale in the last decade that knowledge sharing and application has molded into a totally new paradigm. It has not only changed the social discourse of communication but also affected the knowledge management strategies of organizations. This raises quite a number of fundamental challenges out of which three are being dealt in this chapter. The first challenge is whether knowledge management has fully embraced social media as a channel of mass reach the way it did in case of other means of mass communication. The second one is the question of speed and extent of knowledge sharing in social media. The third challenge is whether social media strategy can provide a high advantage to smaller and newer companies in comparison to older but larger organizations. It is apparent that the commercial aspect of social media is easy for a tête-à-tête but difficult to articulate and design the right strategy because it needs a lot of refinements owing to inherent complexities in the process.

Ambidextrous Organisations from the Perspective of Employed Knowledge Management Strategies: Evidence from Turkey

2020 ◽  
Vol 19 (02) ◽  
pp. 2050003
Author(s):  
Muhammed Kürşad Özlen ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Knowledge Processes ◽  
Km Strategy ◽  
Business Goals ◽  
Popular Knowledge ◽  
Efficiency And Effectiveness ◽  
Exploitation And Exploration ◽  
The One ◽  
The Right

Management literature proposes several broad categories of business motives behind Knowledge Management (KM) initiatives: minimising risk, improving efficiency and effectiveness and enabling innovation. While risk minimisation and efficiency and effectiveness improvement are fundamental for organisational survival, innovation is the key for organisational advancement and long-term economic success. Choosing the right KM strategy is of utmost importance for organisational performance. On the one hand, two popular Knowledge Management strategies termed codification and personalisation differ in their reliance on technology or people. On the other hand, two strategies referred to as exploitation and exploration differ in their focus on transferring existing or developing new knowledge. This study aims to examine the main business forces in KM adoption and to identify preferred KM strategies responsively. More specifically, it aims to provide a metric in determining (1) applied and realised KM strategies, (2) business focus, (3) knowledge processes and (4) knowledge focus. Data, collected from 372 surveyed employees of Turkish organisations across different industries, were analysed in terms of the two key classes of KM drivers and strategies. The findings reveal a widespread tendency for simultaneous pursuance of dual survival and advancement business goals and widespread integration of codification and personalisation as well as exploitation and exploration strategies. The findings validate the ability of Turkish firms in the organisation of KM activities through the combination of somewhat contradictory drivers and strategies implying their ambidexterity regarding considered KM strategies.

scholarly journals Planning for innovation: improving organizational performance = Planeación para la innovación: mejorando el desempeño organizacional

2013 ◽  
pp. 162
Author(s):  
Rodrigo Zarate Torres
Keyword(s):  
Organizational Performance ◽  
Social Cognitive Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Personal Factors ◽  
Great Opportunity ◽  
The Social ◽  
Para Determinar ◽  
The Right ◽  
The Way

RESUMEN:El presente documento está fundamentado en la teoría cognitiva social, que de acuerdo a Bandura (1986) dicha teoría presta especial atención a la interacción basada en una reciprocidad tríadica, la cual se refiere al comportamiento, aspectos personales y las influencias del ambiente o clima organizacional. Estos tres factores interactúan entre sí para determinar la forma en que la gente se va a comportar. La teoría se inserta en las organizaciones para que al crear el ambiente adecuado, ayudar a los empleados con su comportamiento y sus aspectos personales, los mismos empleados se comportarán de la manera que espera la organización para alcanzar las metas propuestas y así mejorar el desempeño organizacional.Este artículo presenta cuatro componentes el ambiente adecuado, incluyendo maneras de ayudar a los empleados con sus aspectos personales y comportamientos. Todos los componentes están basados en diferentes teorías y han sido conjugados para mejorar el desempeño organizacional.Puede ser una organización nueva o ya en funcionamiento, pero cuando el líder crea el ambiente adecuado, los empleados pueden desempeñarse mas eficientemente. El caso de las organizaciones nacientes, tienen la gran oportunidad de nacer con el ambiente adecuado permitiendo a los empleados ser eficientes desde el principio.ABSTRACT:This document is based on the social cognitive theory. According to Bandura (1986), “social cognitive theory favors a conception of interaction based on triadic reciprocality”. The triadic Bandura refers to is the behavior, personal factors, and environment influences. These three factors interact to each other to determine the way people will behave. This theory is brought to organizations to say that creating the right environment and helping employees with their behaviors and personal factors, they will behave the way the organizations wants to achieve the desired goals and to improve organizational performance.This document presents four components to create the right environment including ways to help the employees with their personal factors and behaviors. All the components are framed by different theories and putting together to improve organizational performance.It can be a new organization or an old organization but, when the leader creates the right environment, people can perform efficiently. New organizations have the great opportunity to start right since the beginning, creating the environment to allow people to innovate from the beginning.RESUMÉÉ:Ce document se base sur la théorie cognitive sociale qui, selon Bandura (1986), « favorise une conception de l’interaction basée sur la réciprocité triadique. » Pour Bandura le triadique désigne le comportement, les facteurs personnels, et les influences de l’environnement. Ces trois facteurs interagissent les uns aux autres et déterminent les façons dont les personnes se comportent. Cette théorie amène les organisations à créer un environnement propice et aide les employés dans leurs comportements personnels. Ces derniers devront se comporter de la façon dont les organisations le souhaitent pour atteindre les objectifs désirés et améliorer ainsi le rendement de l’entreprise. Ce document présente quatre composantes pour créer un environnement propice, y compris les moyens d’aider les employés dans leurs relations interpersonnelles et leurs comportements. Toutes les composantes sont encadrées par différentes théories et mises en commun pour améliorer la performance organisationnelle. Ce peut être une nouvelle organisation ou un organisme plus ancien mais, lorsque les responsables créent un environnement propice, les personnes peuvent accomplir efficacement leurs taches. Les nouvelles organisations ont la grande opportunité de bien commencer dès le départ en créant un environnement favorable permettant aux personnes d’être rapidement innovantes.

The Tacit Knowledge and the Knowledge Management Processes

2017 ◽  
pp. 201-235
Author(s):  
Florea Nicoleta Valentina
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Exchange ◽  
Knowledge Flows ◽  
Knowledge Processes ◽  
Management Processes ◽  
New Knowledge ◽  
The Right ◽  
Long Term Performance ◽  
Term Performance

Knowledge management is a new term specific for the new Knowledge Economy, where continuous change is every step and imposes developing knowledge of employees in order to satisfy stakeholders needs and to obtain long-term performance. This chapter will analyse the role of tacit knowledge in obtaining performance and the knowledge processes implemented to achieve its objectives: knowledge acquering, mapping and sharing in order to grow knowledge and knowledge flows. The author presents a simulation model used to analyse the present stock of tacit knowledge and to predict future knowledge for the future activities. It is also developed a relationship-based Knowledge Matrix offering organizations new opportunities for gaining new knowledge. This can be made by implementing models of inter and intra-departmental or inter-organizational knowledge exchange to help organizations find the right employee for the right job, and to identify the right knowledge at the right time and cost.

Challenges of Knowledge Management amidst Rapidly Evolving Tools of Social Media

2017 ◽  
pp. 299-314 ◽  
Author(s):  
Ritesh Chugh ◽  
Mahesh Joshi
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Mass Communication ◽  
Management Strategies ◽  
New Paradigm ◽  
Media Technologies ◽  
The Social ◽  
Massive Scale ◽  
The Right

Social media technologies have been embraced by individuals and organizations on such a massive scale in the last decade that knowledge sharing and application has molded into a totally new paradigm. It has not only changed the social discourse of communication but also affected the knowledge management strategies of organizations. This raises quite a number of fundamental challenges out of which three are being dealt in this chapter. The first challenge is whether knowledge management has fully embraced social media as a channel of mass reach the way it did in case of other means of mass communication. The second one is the question of speed and extent of knowledge sharing in social media. The third challenge is whether social media strategy can provide a high advantage to smaller and newer companies in comparison to older but larger organizations. It is apparent that the commercial aspect of social media is easy for a tête-à-tête but difficult to articulate and design the right strategy because it needs a lot of refinements owing to inherent complexities in the process.

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