Model on Knowledge-Governance

2011 ◽  
pp. 418-433
Author(s):  
Eduardo Bueno Campos
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Action Plan ◽  
Practical Approach ◽  
Reference Framework ◽  
Grey Area ◽  
Knowledge Governance ◽  
The Impact ◽  
Traditional Term

The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge governance, stressing the grey area which distinguishes such governance from the traditional term ‘Knowledge Management,’ since knowledge governance means not just the management of such assets but also their creation and development, which generates a richer and more appropriate meaning or sense. Without entering into exhaustive referential analyses, we attempt to offer the reader a practical approach which allows structuring an action plan that, in this case, will be explicated for the field of CoPs. Identification and measurement of assets based on information and knowledge and the processes carried out towards its improvement create the convergence of the dynamic of intellectual capital and the afore-mentioned knowledge governance as complementary subjects for an appropriate exploitation and monitoring of the impact which the organizational fostering of this strategic-reality has on business.

Model on Knowledge-Governance

2009 ◽  
pp. 89-105
Author(s):  
Eduardo Bueno Campos
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Action Plan ◽  
Practical Approach ◽  
Reference Framework ◽  
Grey Area ◽  
Knowledge Governance ◽  
The Impact ◽  
Traditional Term

The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge governance, stressing the grey area which distinguishes such governance from the traditional term ‘Knowledge Management,’ since knowledge governance means not just the management of such assets but also their creation and development, which generates a richer and more appropriate meaning or sense. Without entering into exhaustive referential analyses, we attempt to offer the reader a practical approach which allows structuring an action plan that, in this case, will be explicated for the field of CoPs. Identification and measurement of assets based on information and knowledge and the processes carried out towards its improvement create the convergence of the dynamic of intellectual capital and the afore-mentioned knowledge governance as complementary subjects for an appropriate exploitation and monitoring of the impact which the organizational fostering of this strategic-reality has on business.

scholarly journals Using communities of practice towards the next level of knowledge-management maturity

2012 ◽  
Vol 14 (1) ◽  
Author(s):  
Lameshnee Chetty ◽  
Martie Mearns
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Positive Impact ◽  
Maturity Model ◽  
Learning Organisation ◽  
Organisational Knowledge ◽  
Level Of Knowledge ◽  
The Impact ◽  
Organisation Culture

Background: Effective communities of practice undoubtedly impact organisations’ knowledge management and contribute towards building a learning-organisation culture. Communities of practice represent an environment conducive to learning and for exchanging ideas, and they are a formal learning forum. However, the level of organisational learning to which communities of practice contribute is difficult to measure.Objectives: The research was conducted to analyse the impact of communities of practice on building a learning organisation. The organisational system, culture and people offer the key towards leveraging knowledge as a strategic resource in a learning organisation. The awareness of the organisation concerning knowledge management was measured on a replicated knowledge management maturity model.Method: The organisational knowledge base was analysed prior to the implementation of the communities of practice and was compared to the situation three years later. The research was based on experiential learning cycles that consisted of five consequential but perpetual stages,namely reflect, plan, act, observe and reflect again.Results: The results indicated that communities of practice were instrumental in leveraging the organisation to the next level in the knowledge-management maturity model. A collaboration framework was developed for each business unit to work towards a common goal by harnessing the knowledge that was shared.Conclusion: Although a positive impact by communities of practice is visible, an instrument for the measurement of intellectual capital is necessary. It is recommended that the monetary value of knowledge as an asset is determined so that the value of the potential intellectual capital can be measured.

scholarly journals Impact of Knowledge Management Infrastructure on Intellectual Capital

2018 ◽  
Vol 2 (2) ◽  
pp. 185-199
Author(s):  
Khaled Zaidan Abdul Hadi ◽  
Rawia Mohamed Wajih Jarges
Keyword(s):  
Knowledge Management ◽  
Statistical Methods ◽  
Intellectual Capital ◽  
Exploratory Study ◽  
Research Problem ◽  
Overall Performance ◽  
The Impact ◽  
Descriptive Method ◽  
Design And Construction

The research aims to demonstrate the impact of knowledge management infrastructure in intellectual capital through a exploratory study of the views of a sample of individuals in the Institute of Management / Rusafa. The interest in the knowledge management infrastructure contributes to increasing the effectiveness of the intellectual capital of the research sample. The research problem focused on the following questions: Is there a clear perception in the researched organization about the knowledge management infrastructure? Is there a clear perception in the researched organization about intellectual capital? What is the nature of the correlation and influence relationships between the knowledge management infrastructure and the intellectual capital? In order to answer the above questions, the analytical descriptive method was adopted through the design and construction of a scale that has the ability to measure the main dimensions of the research. The questionnaire (35) was distributed by means of an objective sample for a number of teachers as the research sample. In order to analyze the data, a set of statistical methods was used. The research found a significant correlation between the infrastructure of knowledge management and intellectual capital. A number of suggestions were made, including the need to pay attention to the knowledge management infrastructure, which would positively affect the intellectual capital of individuals and the overall performance of the researched organization.

Leveraging environmental scanning methods to identify knowledge management activities in transportation

2015 ◽  
Vol 19 (3) ◽  
pp. 579-592 ◽  
Author(s):  
Denise Bedford ◽  
Frances Harrison
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Community Of Practice ◽  
Action Plan ◽  
Support Network ◽  
Environmental Scanning ◽  
Economic Sectors ◽  
Content Type ◽  
Environmental Scan ◽  
Transportation Sector

Purpose – The purpose of this paper is to highlight the level of knowledge management (KM) activity underway in the transportation sector. The environmental scan highlighted common business drivers for KM across transportation agencies. Design/methodology/approach – The project team used outreach methods, environmental scanning techniques, targeted interviews constructed around amplifying questions to identify stakeholders. A two-day workshop was sponsored, where stakeholders could discuss common business interests and exchange KM practices. Findings – The environmental scan methodology was successful and will be carried over to two other economic sectors in the coming year. The identification and elaboration of business drivers through the amplification process was a valuable contribution. Sharing of KM practices was highly effective because the participants were working from a common set of business drivers. Research limitations/implications – This activity has implications for other sectors. Well-designed environmental scans of KM programs and initiatives can identify stakeholders for intra-sector communities of practice. These communities of practice provide a support network for knowledge professionals working within organizations, provide the input for intra-sector KM research agendas, and a collaborative action plan for moving that agenda forward. Practical implications – The workshop participants identified six action items to advance the practice of KM within their institutions. Social implications – The environmental scan and the workshop resulted in the creation of a community of practice of knowledge professionals for the transportation sector. The community of practice will work to advance KM within the transportation sector. Originality/value – The authors believe the scan approach provides a new and valuable approach to encouraging the practice of KM in the field of transportation. The authors also suggest that this approach may be used effectively in other sectors to promote the discipline.

New ICTs for Knowledge Management in Organizations

2016 ◽  
Vol 20 (3) ◽  
pp. 417-422 ◽  
Author(s):  
Pedro Soto-Acosta ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Organizational Level ◽  
Special Issue ◽  
Content Type ◽  
Academic Knowledge ◽  
The Impact

Purpose The purpose of this special issue is to point out the possibilities of new information and communication technologies (ICTs) for knowledge management (KM) in organizations, offering different perspectives on and approaches for the role of new ICTs for KM, as well as measuring the impact and diffusion of new ICTs for KM within organizations. Design/methodology/approach The selection of the papers included in this special issue is largely based on the work of the conference “7th European Conference on Intellectual Capital - ECIC” (April 2015, Cartagena, Spain), where the special issue editors organized a track on “New ICTs for Knowledge Management in Organizations”. The conference gathered leading scholars in the fields of intellectual capital and KM, dealing with the acquisition, creation and sharing of collective intelligence and how to utilize increased academic knowledge and networking in promoting economic and organizational innovations and changes. Findings The collection of papers covered in this special issue identifies challenging problems on the role of new ICTs for KM and their role in the design and implementation of innovative products, services or processes in organizations. Research limitations/implications The special issue tries to offer some new relevant advances for the academic and practice communities in the growing body of research analyzing new ICTs for KM. However, the theoretical and empirical advances showed represent only a partial view, which corresponds to the impact of new ICTs for KM at the organizational level of analysis. Practical implications The nature of new ICTs, such as social networking tools, wikis, internal blogging and the way they are used, suggest that nowadays they may differ from traditional organizational systems in two critical ways: the voluntary (typically not mandatory) use and their lack of activity or process orientation. Originality/value The special issue explores the phenomena by integrating different perspectives and approaches, including qualitative and quantitative empirical. This integration overcomes some limitations about the understanding of the issues under investigation.

The Impact of Knowledge Management Technology on Intellectual Capital

2004 ◽  
Vol 03 (04) ◽  
pp. 331-346 ◽  
Author(s):  
Kevin J. O'Sullivan ◽  
Michael Stankosky
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Organizational Size ◽  
Management Tools ◽  
Body Of Knowledge ◽  
Core Elements ◽  
Customer Capital ◽  
Relationship Capital ◽  
The Impact ◽  
Knowledge Management Initiatives

As we have moved into the knowledge economy, many organizations have invested in knowledge management initiatives. A great deal of the focus of these initiatives has been on the technological aspects of knowledge management with many organizations implementing knowledge management systems utilizing various technologies. As these technologies have moved to common use in these organizations, there has been the opportunity to use them to manage more than pure knowledge. The purpose of this research is to determine the extent to which knowledge management technologies are being used to manage intellectual capital. It identifies eight main groupings of knowledge management technologies that are examined in the context of the core elements of intellectual capital — human capital, customer capital and relationship capital. Based on the type of technology used, the research examines whether it is more or less likely to succeed in managing the different elements of intellectual capital. In the case of all three areas of intellectual capital we show that knowledge management technologies are used successfully. The results of the research illustrate which technologies are more effective in managing intellectual capital taking organizational size into consideration. It adds to the growing body of knowledge by illustrating the value of knowledge management initiatives beyond the scope of the predominant perception of how knowledge management tools are used.

Communities of Practice

2011 ◽  
pp. 123-144
Author(s):  
Edurne Loyarte ◽  
Olga Rivera Hernáez
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
21St Century ◽  
Organizational Management ◽  
General Idea ◽  
Management Tool ◽  
Context Factors ◽  
The Impact

Many organizations have developed Communities of Practice and they are one of the most important vehicles of knowledge management in the 21st century. Organizations use Communities of Practice for different purposes, but both, organizations and Communities, are limited by different context factors. Therefore, different goals are achieved with them: sometimes the intended goals and sometimes unintended goals. With this in mind, this chapter focuses on the context factors that influence the development of Communities of Practice. To this end, we review different cases of Communities of Practice within various organizations. Our analysis provides: (a) a reflection on the Context factors in the process of integrating Communities of Practice, (b) an analysis of the impact of these factors on the development of Communities of Practice in different organizations and (c) the conclusions of the study. This study is based on the general idea that Communities of Practice are a valid management tool for organizations. This chapter is therefore based on the study of Communities of Practice from the perspective of organizational management.

Knowledge management as a driver of performance in ambulatory healthcare – a systematic literature review through an intellectual capital lens

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nina S. Pflugfelder
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Performance Indicators ◽  
Performance Metrics ◽  
Healthcare Providers ◽  
Cochrane Library ◽  
Content Type ◽  
Medical Quality ◽  
The Impact

PurposeThe purpose of this study is to investigate how Knowledge Management (KM) and Intellectual Capital (IC) can increase the organizational performance of ambulatory healthcare providers and how such performance can be assessed.Design/methodology/approachFollowing the PRISMA guidelines, a structured review of peer-reviewed English-speaking articles up to 31st December 2019 was conducted. A search of ACM Digital Library, Cochrane Library, DARE, EBSCOHost, Medline, ProQuest, PubMed, ScienceDirect, Scopus and Web of Science produced 8,391 results. All studies that did not examine the impact of KM initiatives on organizational performance in an ambulatory healthcare provider setting were eliminated. The final sample of 31 studies was examined regarding the design of the KM initiatives as well as the performance concepts and indicators employed.FindingsA range of KM tools and methods (Electronic Health Records, Clinical Decision Support, Health Information Technology, Training, Communities of Practice) have been shown to improve healthcare processes but evidence of an impact on outcomes remains mixed. Performance indicators focus on medical quality but rarely capture economic or social performance. Indicators have been adapted from the medical field, but do not adequately capture IC and KM-induced performance.Originality/valueThis review provides an overview of KM initiatives in ambulatory healthcare and assesses the associated performance metrics through an IC lens. Thereby, it enables further research on the interplay of IC, KM and performance in ambulatory care and points to several research gaps. It provides managers with guidance for designing KM initiatives in their organizations

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