On Knowledge Management

2000 ◽  
pp. 170-199 ◽  
Author(s):  
Peter H. Carstensen ◽  
Ulrika Snis
Keyword(s):  
Knowledge Management ◽  
Global Economy ◽  
Collaborative Work ◽  
Work Processes ◽  
Work Settings ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Set Up ◽  
Intensive Work ◽  
Knowledge Management Processes

It is widely acknowledged that knowledge is one of the most important assets of today’s organizations. According to Davenport and Prusak (1998), knowledge is often a company’s greatest competitive advantage in a global economy. How to support the company’s knowledge-intensive work processes (e.g., quality support, product design or strategic planning) is therefore becoming a vital issue in many organizations worldwide. Identification, analysis and characterization of the knowledge-intensive work processes become essential in order to qualify a discussion of how to support knowledge management processes. This chapter presents, discusses and reflects upon findings from a study of how highly skilled actors manage information and knowledge, i.e., how information is gathered from a wide range of sources, structured according to needs and relevance for the users, and disseminated to the relevant suppliers in the organization. The aim of the chapter is two-folded: first, to contribute to the general empirical body of knowledge about knowledge-intensive work, especially focusing on the central characteristics of the knowledge management processes; secondly, to initiate a discussion of which overall requirements we must set up for how knowledge management processes could be supported by means of information and communication technology. Knowledge-intensive work processes often concern collaborative problem-solving and mutual support that require effective ways of handling information and knowledge between different people, both in short-term and long-term situations. The distributed and dynamic nature of knowledge management work also imposes a high degree of complexity involving many different actors with different conceptualizations, interpretations, perspectives, needs, etc. of the knowledge produced and approached. The various actors have different perspectives on the concept of knowledge. The work needed to articulate knowledge and make information and knowledge accessible becomes extremely demanding and complex. Often face-to-face interaction is required. However, in complex and collaborative work settings the problem of articulating knowledge by rich interaction and communication is obvious. The actors are distributed both geographically and temporally. There is a need for computer-based mechanisms for interaction and coordination of information and knowledge (cf. e.g., Carstensen and Wulf, 1998).

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2014 ◽  
pp. 294-314
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

Knowledge Management Processes

2012 ◽  
Vol 4 (3) ◽  
pp. 29-39 ◽  
Author(s):  
Päivi Haapalainen ◽  
Kirsi Pusa
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Theoretical Background ◽  
Knowledge Based ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

Knowledge management includes several processes, e.g., knowledge creation, knowledge storing, sharing, and using knowledge. When these processes run smoothly, an organization can confirm that information is available for users whenever needed. This is essential for organizations that sell knowledge based services. However, often these processes are not as effective as they could be. In this article the authors concentrate on the following knowledge management processes: storing, searching, and sharing knowledge. The purpose of the research was to find out the different kind of practices companies use for these processes and how information technology can help companies produce these processes more effective. This paper includes the theoretical background of knowledge management and its processes as well as the results of an empirical benchmarking research done among medium sized and large organizations in knowledge intensive businesses.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2015 ◽  
pp. 492-511
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

Emerging Collaboration Routines in Knowledge-Intensive Work Processes

2011 ◽  
pp. 25-39
Author(s):  
Burak Sari ◽  
Hermann Loeh ◽  
Bernhard R. Katzy
Keyword(s):  
Knowledge Workers ◽  
Collaborative Work ◽  
Working Environment ◽  
Actual State ◽  
Work Processes ◽  
Technical Developments ◽  
Sufficient Detail ◽  
Collaborative Working ◽  
Knowledge Intensive ◽  
Intensive Work

This article aims to identify how knowledge workers develop their own collaboration strategies and techniques for getting their work done in complex, dynamic knowledge intensive work environments. Three case studies have been conducted to explore the nature of routines in different collaborative working settings as they provide sufficient detail to better understand the actual state and problems regarding collaborative work processes among knowledge workers. Evidences from these cases show that coordination and control of projects, tasks, information, and little support by collaboration tools in all work patterns seem to be the biggest issues and there is a need for better understanding of collaboration culture as well as harmonious and integrated redesign of collaboration routines with new collaborative working environment technologies. The analysis of the cases also shows that there are considerable differences in ways of how actors communicate and coordinate their work which leads varying degrees of quality in knowledge intensive work. The results can be used to achieve a smoother collaborative working phase through innovative technical developments.

Emerging Collaboration Routines in Knowledge-Intensive Work Processes

2010 ◽  
Vol 6 (1) ◽  
pp. 33-52 ◽  
Author(s):  
Burak Sari ◽  
Hermann Loeh ◽  
Bernhard R. Katzy
Keyword(s):  
Knowledge Workers ◽  
Collaborative Work ◽  
Working Environment ◽  
Actual State ◽  
Work Processes ◽  
Technical Developments ◽  
Collaborative Working ◽  
Knowledge Intensive ◽  
Intensive Work ◽  
Work Done

This article aims to identify how knowledge workers develop their own collaboration strategies and techniques for getting their work done in complex, dynamic knowledge intensive work environments. Three case studies have been conducted to explore the nature of routines in different collaborative working settings as they provide sufficient detail to better understand the actual state and problems regarding collaborative work processes among knowledge workers. Evidences from these cases show that coordination and control of projects, tasks, information, and little support by collaboration tools in all work patterns seem to be the biggest issues and there is a need for better understanding of collaboration culture as well as harmonious and integrated redesign of collaboration routines with new collaborative working environment technologies. The analysis of the cases also shows that there are considerable differences in ways of how actors communicate and coordinate their work which leads varying degrees of quality in knowledge intensive work. The results can be used to achieve a smoother collaborative working phase through innovative technical developments.

scholarly journals Valoración de procesos para la gestión de conocimiento en empresas del clúster de TI del Eje Cafetero / Evaluation of knowledge management processes in TI company clusters at Eje Cafetero region

2013 ◽  
pp. 76
Author(s):  
Carlos Eduardo Marulanda E. ◽  
Marcelo López Trujillo ◽  
Fernando López Trujillo
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Web 2.0 ◽  
Web Application ◽  
Management Processes ◽  
Innovation Strategies ◽  
Set Up ◽  
Participation Research ◽  
Buenas Prácticas ◽  
Knowledge Management Processes

El presente artículo presenta los resultados de la investigación sobre la valoración de los procesos de gestión del conocimiento (identificar, generar, retener, compartir y aplicar) en el clúster de Tecnologías de información, TI, del triángulo del café, como base para establecer estrategias desde la innovación y las buenas prácticas de gestión de conocimiento. Para el efecto se desarrollo una aplicación web 2.0, con la cual se hizo la valoración, en el marco de métodos de investigación, validación y verificación, análisis documental, investigación-acción-participación y metodologías agiles de desarrollo de aplicaciones web, cuyos resultados aproximan a establecer un avance, para la mejora de la competitividad.ABSTRACTThis article shows the results of researching on the area of knowledge management processes (identifying, generating, retaining, exchanging and applying) in ITCs clusters, from TI, specifically in the region of “Eje Cafetero”, as the bases to set up innovation strategies and the best practices of knowledge management. This evaluation was based on a web application called 2.0, involving a set of research methods such as validating and verifying, documental analysis, action- participation research and easy- to- use methodologies to design web links whose results aim at developing competitiveness.RESUMÉÉCet article présente les résultats de diverses études sur l’évaluation de la gestion des connaissances (identifier, générer, conserver, partager et appliquer) réalisées par les pôles de technologie de l’information. Ces recherches représentent la base des stratégies d’innovation permettant de meilleures pratiques de gestion des connaissances. Une application web 2.0 a été développée, et les résultats obtenus sont encourageants pour mener à bien cet objectif de recherche visant à l’amélioration de la compétitivité, de la validation et de la vérification, de l’analyse documentaire des méthodes de recherche action - participation et de méthodologies de développement des applications web.RESUMOEste artigo apresenta os resultados da pesquisa sobre a valoração dos processos de gestão de conhecimento (identificar, gerar, reter, compartilhar e aplicar) no cluster de Tecnologias da informação, TI, no triângulo do café, como base para estabelecer estratégias desde a inovação e as boas práticas de gestão de conhecimento. Para este fim desenvolveu-se uma aplicação web 2.0, com a qual foi feita a valoração, enquadrada no âmbito de métodos de pesquisa, validação e verificação, análise documental, investigação-ação-participação e metodologias ágieis de desenvolvimento de aplicações web, cujos resultados levam a estabelecer um avanço para o melhoramento da competitividade.

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

2021 ◽  
Vol 27 (6) ◽  
pp. 1657-1676
Author(s):  
Anum Shahzadi ◽  
Shuangyan Li ◽  
Umar Farooq Sahibzada ◽  
Mehwish Malik ◽  
Roshi Khalid ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Knowledge Worker ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

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