Knowledge Management Practices in Brazilian Software Organizations

2010 ◽  
pp. 213-226
Author(s):  
Tatiana de Almeida Furquim ◽  
Sueli Angelica do Amaral
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Management Practices ◽  
Knowledge Practices ◽  
Software Companies ◽  
Knowledge Management Practices ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Software Organization

This chapter explores knowledge management practices in a software organization. It argues that software companies are knowledge intensive organizations and therefore they must properly address the matter of knowledge management. This case study highlights the importance of understanding the practices of knowledge management and describes knowledge acquisition, protection, transfer, and application practices in the context of a Brazilian software organization. The authors hope that this chapter increases understanding of existing knowledge practices in software organizations.

Knowledge Management Practices in SME: Case Study in Basque Country SME

2013 ◽  
pp. 105-111 ◽  
Author(s):  
Izaskun Alvarez ◽  
Ernesto Cilleruelo ◽  
Ibon Zamanillo ◽  
Enara Zarrabeitia
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Basque Country ◽  
Knowledge Management Practices

Evaluating Knowledge Management Practices in Higher Education Institutions (HEIs)

2021 ◽  
pp. 221-245
Author(s):  
Fahmi Ibrahim ◽  
Diyana Najwa Ali
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Significant Role ◽  
Management Practices ◽  
Higher Education Institutions ◽  
Vital Role ◽  
Learning And Teaching ◽  
Brunei Darussalam ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Higher education institutions (HEIs) are in knowledge intensive environments and play a central role in knowledge creation and production through research, learning, and teaching. It is important to consider that knowledge plays a vital role to HEIs and thus could benefit from established KM practices. The aim of this chapter is to evaluate the practices or implementation of knowledge management (KM) within HEIs in the context of Brunei Darussalam. It examines the importance, processes and the challenges or barriers of KM practices. The findings demonstrate that among the HEIs in Brunei that have developed KM initiatives, there are differences in the role and approaches. This verifies that KM is multifaceted concept and contextual in practice. Moreover, the findings revealed how knowledge in theory is managed and conceptualised. In conclusion, KM plays a significant role in HEIs in Brunei Darussalam with a contribution through a conceptual KMPro framework which has the potential to provide a guideline for HEIs practitioners to succeed in KM which was criticised as elusive.

A Framework for Improving Knowledge Management Practices in Namibian Software Companies

2016 ◽  
Vol 15 (01) ◽  
pp. 1650003 ◽  
Author(s):  
Gloria Ejehiohen Iyawa
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Structured Interviews ◽  
Software Developers ◽  
Management Framework ◽  
Software Developer ◽  
Study Approach ◽  
Software Companies ◽  
Km Strategy

Software development (SD) companies employ, train and provide software developers with the platform to improve their skills. Unfortunately, these investments are lost when a software developer resigns from the company or is not physically available to carry out work activities. This is a major problem experienced in Namibian SD companies. This paper investigates how knowledge is transferred and retained by software developers in Namibian SD companies. Using a case study approach, five software developers were purposively selected from five software companies in the city of Windhoek, Namibia. Data were collected using structured interviews. The findings revealed that Namibian SD companies do not have a formal knowledge management (KM) strategy in place, management is not involved in KM practices and experienced software developers are not willing to participate in the KM process as a result of job insecurities. The findings also revealed that knowledge gaps are created in Namibian SD companies when an experienced software developer resigns from the company, and this consequently hampers the SD process. Based on the findings, the study therefore proposes a knowledge management framework (KMF) for Namibian SD companies, which incorporates the needs of each software developer as well as the needs of the SD company to create an effective KM for Namibian SD companies. The KMF for Namibian SD companies were presented to five experts in the field of Software Engineering. The experts validated the KMF for Namibian SD companies and found it useful within the context of Namibian SD companies. The KMF for Namibian SD companies is expected to improve the way KM processes are carried out in Namibian software companies, providing a realistic approach to improving KM practices.

scholarly journals Towards the development of a knowledge management practices survey for application in knowledge intensive organisations

2008 ◽  
Vol 39 (1) ◽  
pp. 45-53 ◽  
Author(s):  
C. Steyn ◽  
M. Kahn
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Private Sector ◽  
Management Practices ◽  
Methodological Approach ◽  
Social Science Research ◽  
Principal Component ◽  
Critical Determinant ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Various surveys of Knowledge Management Practices (KMPs) in private firms show how an increasing awareness of Knowledge Management (KM) is a critical determinant of an organisation’s competitiveness. While private sector strategies favouring internal knowledge sharing and external knowledge protection often provide strategic advantage, public sector research organisations such as South Africa’s science councils operate in an environment where, for reasons of wider public interest, transparency is encouraged and knowledge is rendered widely accessible. Unfortunately, however, little has been done to develop rigorous measurements of KMPs in such knowledge intensive organisations (KIOs) that primarily engage in knowledge intensive service activities. To complicate matters further, the majority of studies have been inter-organisational and multi-sectoral, focusing on large organisations in the private sector. Few studies have measured perceptions of KMPs amongst employees of a single organisation and even fewer have focused on KMPs within the public sector. This paper will discuss the theoretical and methodological approach used in the development of a survey aimed at measuring employee perceptions of KMPs within the Human Sciences Research Council (HSRC), one of South Africa’s largest public KIOs dedicated to ‘social science research that makes a difference.’ Principal component analysis of the survey data revealed six factors or constructs applicable to the measurement of KMPs. The results validate the survey instrument and offer a contribution toward the development of a KMP measurement instrument that may be applied across other KIOs in South Africa.

Developing an Integrated Model for Understanding Knowledge Management Practices in an Arab Country

2010 ◽  
pp. 176-197
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Knowledge Management ◽  
Best Practice ◽  
Management Practices ◽  
Arab Country ◽  
Buying Behavior ◽  
Study Approach ◽  
Important Region ◽  
Proposed Model ◽  
Knowledge Management Practices

This chapter seeks to develop a model for understanding Knowledge Management (KM) practice in an Arab socio-economic context. To achieve the objectives of the study, a conceptual KM model was proposed and described; it was then illustrated using a case study. The chapter adopts a case study approach as a powerful source of understanding the KM specificities. Twelve interviews were conducted with executives of a telecommunications company, and then were systemically analyzed. Based on the findings of the study, a profile of KM in an Arab country is developed as well as a holistic and integrative KM model. The final model concludes with a proposed a three-layer KM model. The first layer includes KM drivers (market liberalization, technological advancements, and customers’ preferences); the second includes KM processes (knowledge strategizing, sourcing, composing, sharing, and using), whereas the third layer includes KM enablers (KM buying behavior, convergence of business and technology, source-data quality, project championship, process-based structure, and sharing culture). However, the proposed model requires further testing through conducting more case studies to be able to capture the best practice of KM in this important region.

Appreciative Sharing of Knowledge

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Appreciative Inquiry ◽  
Management Practices ◽  
Shared Understanding ◽  
Knowledge Practices ◽  
Long Run ◽  
Alternative Approaches ◽  
Knowledge Management Practices ◽  
Positive Memories

The previous chapters in this book have so far mainly focused on problem-solving approaches to knowledge management within event organisations. It has been argued that there are a lot of knowledge management challenges in event organisations, which need to be overcome in order for the organisation to be successful in the long run. This chapter presents an entirely different approach to knowledge management: it introduces Appreciative Inquiry as an approach to management based on an organisation’s strengths with regards to knowledge management, such as, for example, knowledge creation and knowledge sharing practices that are already working well. Applying the principles of Appreciative Inquiry and Appreciative Sharing of Knowledge, as defined by Cooperrider and Srivastva (1987), Cooperrider and Whitney (1999) and Thatchenkery and Chowdhry (2007), the aim is to utilise the strengths within the organisation, and learn from and further build on these strengths, in order to enhance the organisation’s knowledge management practices and ultimately its success overall. The first two sections of this chapter introduce Appreciative Inquiry and Appreciative Sharing of Knowledge as alternative approaches to knowledge management. They highlight key principles of these and provide examples as to how they can be applied to event organisations. The final section of the chapter more specifically discusses (positive) stories and storytelling within the Appreciative Sharing of Knowledge approach and focuses on how stories of success, achievement, and positive memories can be a useful tool within event organisations to create a shared understanding and knowledge of what the event is about, what it aims to achieve, and how to work together effectively and efficiently. It will be reemphasised that these tacit knowledge practices are invaluable within any organisation, and can provide a competitive advantage in the long term.

Sign in / Sign up

Export Citation Format

Share Document