Organizational Culture for Knowledge Management Systems

2010 ◽  
pp. 52-67 ◽  
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Organizational Culture for Knowledge Management Systems

2010 ◽  
pp. 441-456
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Organizational Culture for Knowledge Management Systems

2011 ◽  
pp. 1696-1711
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Organizational Culture

2011 ◽  
pp. 115-128 ◽  
Author(s):  
Paul J. McBride
Keyword(s):  
Social Media ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Previous Literature ◽  
Social Knowledge ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Culture Development ◽  
Build Systems

This chapter describes how and why organizational culture is paramount towards endeavors of social knowledge and knowledge management systems. Previous literature is discussed and ideas presented to give an underlying understanding of organizational culture and knowledge management and how the two interact. It is argued that a culture based on honesty, trust, and openness is best suited for knowledge management. Cultures will ebb and flow as they evolve. It becomes important for managers to take notice when this occurs. Learning is essential to developing cultures as it molds the participants inside the organization. Organizations that employ social media to aid in culture development will build systems of knowledge management that are based on proper culture that will inevitably lead to competitive advantage.

AI-enabled knowledge sharing and learning: redesigning roles and processes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shankar Sundaresan ◽  
Zuopeng Zhang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Use Cases ◽  
Three Dimensions ◽  
Management Systems ◽  
Single Type ◽  
Knowledge Management Systems ◽  
Content Type ◽  
The Impact

Purpose This paper aims to investigate the role of AI in facilitating knowledge sharing and learning in organizations and the redesign of AI-enabled knowledge workers’ roles and processes. Design/methodology/approach This paper develops a framework for analyzing AI’s role in different knowledge management activities, explores the impact of AI in transforming knowledge workers’ roles and processes in knowledge sharing and learning and presents recommendations for tailored AI-enabled knowledge management systems for modern knowledge worker environments. Findings The authors synthesize the elements from different parts of the relevant literature and develop a unified framework consisting of three dimensions of AI systems, three knowledge management (KM) activities and two types of AI–human interactions. Based on this framework, the authors summarize the primary use cases supported by AI-enabled knowledge management systems (KMS) and compare them with the traditional KMS use cases. The authors find that a single type of AI system is insufficient to support the increasingly complex nature of knowledge workers’ activities, manifested in three dimensions – process, engagement and content; a tailored AI system should be developed to support knowledge workers in their unique roles and processes. Originality/value With the growing interest in AI and its applications to KM, this research provides managerial insights for practitioners to effectively adopt AI in managing knowledge assets in organizations.

Social Influence and Knowledge Management Systems Use: Evidence from Panel Data

MIS Quarterly ◽  
2013 ◽  
Vol 37 (1) ◽  
pp. 299-313 ◽  
Author(s):  
Yinglei Wang ◽  
◽  
Darren B. Meister ◽  
Peter H. Gray ◽  
◽  
...  
Keyword(s):  
Knowledge Management ◽  
Panel Data ◽  
Social Influence ◽  
Management Systems ◽  
Knowledge Management Systems

Utilizing a systematic literature review to develop an integrated framework for information and knowledge management systems

2017 ◽  
Vol 47 (2) ◽  
pp. 250-264 ◽  
Author(s):  
Chulatep Senivongse ◽  
Alex Bennet ◽  
Stefania Mariano
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Value Added ◽  
Specific Area ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Content Type ◽  
Integrated Framework ◽  
Information And Knowledge Management

Purpose The purpose of this paper is to demonstrate the value of using a systematic literature review to develop an integrated framework for information and knowledge management systems. Design/methodology/approach First, the systematic literature review method is introduced, differentiating it from traditional literature reviews in terms of value-added and limitations. Second, this methodology is used in a research application focused on absorptive capacity internal capabilities with regard to the processes of acquisition, assimilation, transformation and exploitation. Third, an integrated framework for information and knowledge management systems is developed from this application. Findings The systematic literature review approach provides a rigor that can assist in reducing researcher bias while simultaneously enabling the definition of a precise scope of review, with a clear explanation of selection criteria with the objective to find and review all the studies that are relevant to the search definitions. As a research method, it effectively supports a qualitative, quantitative or mixed methodology. Research limitations/implications This methodology was applied to one specific area of research. Specific limitations include the availability of articles in subscribed databases and the analytical capabilities of the tools used for text mining and analytics. Originality/value This paper demonstrates the usefulness of the systematic literature review methodology in developing an integrated framework for analysis.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

2008 ◽  
Vol 22 (2) ◽  
pp. 77-101 ◽  
Author(s):  
Holli McCall ◽  
Vicky Arnold ◽  
Steve G. Sutton
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Knowledge Acquisition ◽  
Reference Materials ◽  
Explicit Knowledge ◽  
Experimental Methodology ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Use Of Knowledge ◽  
The Impact

ABSTRACT: In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

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