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.

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 14-22
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

scholarly journals Identifying more about customers: the phenomenon of the switch to the knowledge exchange

2016 ◽  
Vol 4 (1) ◽  
pp. 165-179 ◽  
Author(s):  
Ewa Ziemba ◽  
Roisin Mullins
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Survey Methodology ◽  
Knowledge Exchange ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Customer Reviews ◽  
Customer Knowledge Management ◽  
Research Questions

The purpose of this study is to explore how the customer knowledge management systems support business follow-up of customer reviews and discussion using social media, and propose a customer stratification framework. The survey methodology was used to collect the data utilized in answering the research questions and based on the analysis and logical deduction, a conceptual customer stratification framework was proposed. This framework explains the stages required by a business to observe customers social media discussions starting with validation where business should aim to better understand how customers map themselves onto other customer experiences. Secondly, the reinforcement stage is where business should explore how the customer is better informed to make choices from the customer’s discussions. Finally, through the contradiction stage the business should recognise the value placed to explore where they are weak and have a means to correct these areas.

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.

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 1216-1222
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

Conceptual Confusions in Knowledge Management and Knowledge Management Systems

2003 ◽  
pp. 12-24 ◽  
Author(s):  
Michael Boahene ◽  
George Ditsa
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Hierarchical Relationship ◽  
Management Literature ◽  
Data Flood ◽  
Conceptual Confusion

Knowledge Management and Knowledge Management Systems are slowly but surely capturing the attention of many organisations in a quest for competitive advantage. Like many other computing fads before them, there is no shortage of recipes by its proponents. This chapter discusses the emerging discipline of Knowledge Management in computing and explains the concepts underlying Knowledge Management Systems that will lead to a better development and implementation of these systems. In particular, it tackles the conceptual confusion about data, information, and knowledge, which appears to be finding its way into the Knowledge Management literature. The terms, ‘capta’ (Checkland, Howell, 1998) and ‘constructed data’ (Flood, 1999), are used in analysing these concepts to clear some of the confusion surrounding them. The use of these terms also highlights our (the IT community) taking for granted assumptions about the hierarchical relationship and the more insightful emergent relationships.

Mobile Knowledge Management

2009 ◽  
pp. 197-205
Author(s):  
Volker Derballa ◽  
Key Pousttchi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Processes ◽  
Management Science ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Network Access ◽  
Knowledge Support ◽  
Fixed Line ◽  
Line Network

Whereas knowledge management (KM) has gained much attention in the field of management science and practice as the eminent source of competitive advantage (e.g., Davenport & Prusak, 1998; Drucker, 1993; Nonaka & Takeuchi, 1995; Probst, Raub, & Romhardt, 2003), one issue has been largely neglected: The aspect of mobility. Conventional solutions for knowledge management systems (KMSs) have in common that they are designed for stationary workplaces and consequently require the corresponding infrastructure—that is, personal computers and fixed-line network access. Thus, they do not cater for business processes in which workers move around in or outside the premises. The result is that knowledge support for mobile workers is often rather restricted, once a task has to be performed outside of the office.

Knowledge Sharing

2011 ◽  
pp. 73-80 ◽  
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Knowledge sharing (KS) is critical to organizations that wish to use their knowledge as an asset to achieve competitive advantage. Knowledge management systems (KMSs) can be primary enablers of knowledge sharing in an organization.

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