Interdepartmental Knowledge Transfer Success During Information Technology Projects

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

Enhancing knowledge management capabilities in web-based decision aids using fuzzy prototypes and Data Quality criteria

2013 Joint IFSA World Congress and NAFIPS Annual Meeting (IFSA/NAFIPS) ◽

10.1109/ifsa-nafips.2013.6608454 ◽

2013 ◽

Author(s):

Francisco P. Romero ◽

Jose A. Olivas ◽

Mauro J. Oruezabal

Keyword(s):

Knowledge Management ◽

Data Quality ◽

Decision Aids ◽

Quality Criteria ◽

Web Based ◽

Impact of Knowledge Management Capabilities on Knowledge Management Effectiveness in Indian Organizations

Vikalpa The Journal for Decision Makers ◽

10.1177/0256090915613572 ◽

2015 ◽

Vol 40 (4) ◽

pp. 421-434 ◽

Cited By ~ 14

Author(s):

Sangeeta Shah Bharadwaj ◽

Sumedha Chauhan ◽

Aparna Raman

Keyword(s):

Knowledge Management ◽

Structural Equation ◽

Explicit Knowledge ◽

Management Effectiveness ◽

Executive Summary ◽

Knowledge Infrastructure ◽

Research Article ◽

Management Processes ◽

Executive Summary Since the existence of organization, organizational knowledge has been managed more informally than in formal ways. This was done through a knowledge supporting culture, by trusting and managing the employees. This was possible due to the small size of the organizations and co-location of employees. However, increasing global competition and growth of marketplaces have created a competitive incentive among many companies to consolidate and reconcile their knowledge assets as a means of creating value that is sustainable over time. In such a scenario, a need was felt to formally manage knowledge by developing capabilities. The objective of this research article is to explore the knowledge management (KM) capabilities in large Indian organizations and their impact on knowledge effectiveness. It is based on the premise that together the perspectives of KM infrastructure and KM processes provide a useful theoretical foundation for defining important aspects of knowledge effectiveness in organizations. Knowledge management capabilities are explored with respect to infrastructure, structure, and culture. Knowledge management processes comprise creation/acquisition, storage, dissemination, and application. This research has found evidence that large Indian organizations have started realizing the importance of managing knowledge as a strategic asset. However, the approach is different in different organizations. Some organizations rely more on creating knowledge infrastructure capabilities through culture and structure while others equally emphasize the need of process approach to manage both tacit and explicit knowledge within the organization. KM effectiveness is defined in terms of improved communication, enhanced collaboration, improved employee skills, better decision-making, and improved productivity. Data collected from 156 organizations was subject to structural equation modelling. The results established that both infrastructure capabilities and process capabilities play an important role in improving KM effectiveness.

Influence of Knowledge Management Capabilities on the Performance of Mobile Telephone Firms in Kenya

Asian Journal of Economics Business and Accounting ◽

10.9734/ajeba/2021/v21i1530476 ◽

2021 ◽

pp. 28-46

Author(s):

Joy Wachinga ◽

Jared Deya

Keyword(s):

Knowledge Management ◽

Knowledge Transfer ◽

Knowledge Acquisition ◽

Target Population ◽

Mobile Telephone ◽

Empirical Literature ◽

Knowledge Application ◽

Knowledge Protection ◽

With intensifying rivalry in the mobile telephone industry, mobile telephone firms are finding knowledge management capabilities as vital resource for ensuring their performance. However, there is scanty empirical literature to help these firm associate knowledge management capabilities to their performance, hence this study which sought to ascertain the inspiration of knowledge management capabilities on the performance of mobile telephone firms in Kenya. it objectives were to; establish the influence of knowledge acquisition, find out the influence of knowledge application, determine the role of knowledge transfer, ascertain how knowledge protection influence, and stablish the joint effect of knowledge management capabilities (knowledge acquisition, knowledge application, knowledge transfer and knowledge protection) on the performance of the mobile telephone firms in Kenya. This study adopted descriptive survey design where it used a target population of the 63 heads of human resources, information marketing and finance from the 21 telephone firms operating in Kenya. Since the target population was easily manageable and readily accessible, census was used. The data which was collected data from primary sources using questionnaires was analysed using quantitative approach to produce descriptive and inferential statistics. In addition, the study tested for its hypothesis testing using; t-test,. F test and Analysis of Variance. The study found that each of; knowledge acquisition, knowledge application, knowledge transfer and knowledge protection have a positive significant effect of performance. The study concluded that on embracing knowledge management capabilities; knowledge acquisition; knowledge application; knowledge transfer; and knowledge protection, mobile telephone firms in Kenya experienced significant improved in performance and as they also gained competitive advantage over their competitors.