Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce

2010 ◽  
pp. 252-275
Author(s):  
Annette H. Dunham ◽  
Christopher D.B. Burt
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
21St Century ◽  
Older Workers ◽  
Organizational Memory ◽  
Cultural Norms ◽  
Aging Workforce ◽  
Cultural Characteristics ◽  
Significant Potential ◽  
Organizational Experience

Organizational memory, the knowledge gained from organizational experience, has significant potential for competitive advantage. Many authors in the knowledge management and human resource management literatures consider mentoring to be a particularly effective method of transferring organizational memory. In addition, older workers are often considered ideal mentors in organizations because of their experience and alleged willingness to pass on their knowledge to less experienced employees. There is an associated assumption that these workers also anticipate and experience positive outcomes when mentoring others. This chapter considers whether these assumptions hold up in the workplaces of the 21st century, particularly within Western countries. Individualistic cultural norms and some discriminatory practices towards older workers, along with a changing career contract that no longer guarantees employment in one organization for life, may discourage knowledge sharing in organizations. This chapter discusses the constraints and motivations that may operate when older experienced workers consider mentoring others. It considers relevant global and organizational cultural characteristics that may influence mentoring to transfer knowledge, and accordingly suggests strategies for those eager to capitalise on the knowledge experienced employees possess.

Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness in Enterprise Networks

2011 ◽  
Vol 7 (4) ◽  
pp. 37-54 ◽  
Author(s):  
Anirban Ganguly ◽  
Ali Mostashari ◽  
Mo Mansouri
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Memory ◽  
Process Efficiency ◽  
Illustrative Case ◽  
Enterprise Networks ◽  
Enterprise Network ◽  
Area Of Interest ◽  
Efficiency And Effectiveness ◽  
Generalized Metrics

Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are those that can be readily measured by various types of enterprise knowledge sharing systems, and link usage information to organizational outputs. The paper uses an illustrative case example of how an enterprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge sharing system.

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.

Knowledge Sharing Between Individuals

2011 ◽  
pp. 924-934 ◽  
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.

Knowledge Sharing Between Individuals

2011 ◽  
pp. 507-514 ◽  
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.

Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness in Enterprise Networks

2013 ◽  
pp. 318-336 ◽  
Author(s):  
Anirban Ganguly ◽  
Ali Mostashari ◽  
Mo Mansouri
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Memory ◽  
Process Efficiency ◽  
Illustrative Case ◽  
Enterprise Networks ◽  
Enterprise Network ◽  
Area Of Interest ◽  
Efficiency And Effectiveness ◽  
Generalized Metrics

Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are those that can be readily measured by various types of enterprise knowledge sharing systems, and link usage information to organizational outputs. The paper uses an illustrative case example of how an enterprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge sharing system.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

The Impact of Knowledge Sharing Enablers on Employees' Performance: An Empirical Study on READ Foundation in Azad Jammu & Kashmir

2015 ◽  
Vol 14 (03) ◽  
pp. 1550020 ◽  
Author(s):  
Iftikhar Hussain ◽  
Anum Khan ◽  
Amber Qurashi ◽  
Qurat-ul-Ain ◽  
Asma Shabbir
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Critical Role ◽  
Management Support ◽  
Organisational Performance ◽  
Validity And Reliability ◽  
Cultural Characteristics ◽  
Practice Knowledge ◽  
Organisation Structure ◽  
The Impact

To investigate the critical role that knowledge sharing enablers play in putting into practice knowledge management within schools' and impacting schools' performance. The field of knowledge management aims at enhancing performance through knowledge sharing enablers. However, not all knowledge sharing enablers have same effects. This study attempted at categorizing enablers among knowledge management users/teachers and examine whether performance changes due to these enablers. Existing literature was reviewed to shape the study design. Present research is quantitative in nature and was conducted through personal interviews to explore the proposed relationships. An instrument was adopted which was tested for validity and reliability. The research instrument was administered to respondents and 110 responses were acquired. Convenience sampling is used to select the respondents. Descriptive statistics, correlation and regression analysis were used to analyse data. The current research found that among the knowledge sharing enablers' cultural characteristics, rewards and incentives, management support, and organisation structure have significant positive relationship with schools' performance and these results supported the previous studies. The findings also indicate that growth in job and task achievement is also positively related with schools' performance. The result also revealed that knowledge sharing enablers (cultural characteristics, rewards and incentives, management support, organisation structure) are becoming important to increase teachers' motivation. The findings also reflect that among the knowledge sharing enabler's; organisation structure has more influence on employees' performance. The present research results not only confirmed theory with practice; but also presented a reference for the knowledge practitioners as well as the teachers and business professionals. The present study has revealed that setting up knowledge sharing enablers are important for implementing knowledge management and is an important mean for improving organisational performance. Knowledge sharing does not only help in managing knowledge, but instead it plays the role of enhancing organisational performance by taking on the duty of assisting and coordinating different departments in their sharing of information and knowledge.

scholarly journals Effective Stakeholder Knowledge Sharing for Effective Organizational Memory

2010 ◽  
pp. 30-43 ◽  
Author(s):  
Nicholas P. Robinson ◽  
Prescott C. Ensign
Keyword(s):  
Knowledge Management ◽  
Experiential Learning ◽  
Knowledge Sharing ◽  
Corporate Culture ◽  
Information Age ◽  
Learning Model ◽  
Organizational Memory ◽  
Production Sharing ◽  
And Storage

This chapter argues that a trusting corporate culture predicated on values that emphasize sharing and encourage interactions amongst stakeholders at all levels spawns knowledge sharing activities and leads to the development of robust organizational memory reserves. The authors argue that the importance of knowledge management in the information age will make it essential that competitive companies inculcate stakeholders with the values necessary to encourage the production, sharing, and storage of knowledge for the benefit of the organization and its stakeholders. The authors demonstrate that having the proper systems and processes in place and fostering a culture that values sharing should help organizations to develop and use latent knowledge reserves. An experiential learning model is used to illustrate how mere data can be transformed into commercially viable knowledge.

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.

scholarly journals DETERMINING CONTRIBUTORS OF PERFORMANCE IN MALAYSIAN HIGH PERFORMING SCHOOLS

2014 ◽  
Vol 2 (5) ◽  
pp. 13-19
Author(s):  
Rahmad Sukor Ab Samad ◽  
Mohamed Iskandar Rahmad Sukor ◽  
Darwyan Syah
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Sampling Technique ◽  
Organizational Memory ◽  
High Performing Schools ◽  
High Performing ◽  
External Learning ◽  
Intellectual Asset

This research aimed to determine contributors of performance within the vicinity of knowledge management and organizational learning aspects in all 52 High Performing Schools in Malaysia. Purposive full sampling technique was employed and 127 out of 132 respondents consisted of national school headmasters or principals and senior assistant teachers have responded to the distributed questionnaires. The research instrument was developed from 3 theories, namely the theory by Sallis and Jones (2002), Bruce Britton (1998), and Satyendra Singh, Yolande Chan and James McKeen (2006). With the Cronbach’s Alpha value at .965, the obtained data was analyzed by using multiple regression analyses. From the results obtained, 8 predictors were found to be from knowledge management and another 15 from organizational learning. In terms of the assembling element within the capability factor; support culture, communication system and learning application were the contributors towards the performance of high performing schools. Knowledge creation, support culture and integration to strategy were the contributors for the integration element while organizational culture, knowledge sharing, knowledge creation, external learning and organizational memory were found to be the contributors. For the factor of innovation agility; intellectual asset, knowledge sharing, knowledge creation, external learning, mechanism, integration to strategy and learning application were the contributors. Lastly, for competitive actions; intellectual asset, support culture, external learning, integration to strategy and learning application were the contributors towards the performance of high performing schools.

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