Knowledge Management as the Creation of Intelligent Resource Sharing Cultures

Investigates the theme known as “Knowledge Management” (KM) in three large Brazilian organizations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i) most of what it´s referred to or named KM is actually “Information Management” (IM) and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organizational context; (ii) a conceptual model or map can be formulated based on three basic conceptions: (a) a strategic conception of information and knowledge, (b) the introduction of such strategy in the tactical and operational levels through the several managerial approaches and informaion technology tools and (c) the creation of an organizational space for knowledge. The main objective is to investigate and analyze the conceptions, motivations, practices and results of KM effectively implemented in three large Brazilian organizations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria ere observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawing/verification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information ea. It was also identified that the main challenges facing organizations committed to KM have its focus on change management, cultural and behavioral issues and the creation of an enabling context that favors the creation, use and sharing of information and knowledge.

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Data mining in anti-money laundering field

Journal of Money Laundering Control ◽

10.1108/jmlc-09-2015-0041 ◽

2017 ◽

Vol 20 (3) ◽

pp. 301-310 ◽

Cited By ~ 3

Author(s):

Noriaki Yasaka

Keyword(s):

Data Mining ◽

Knowledge Management ◽

Money Laundering ◽

Design Methodology ◽

Point Of View ◽

Important Task ◽

Content Type ◽

Suspicious Transaction ◽

Mining Methods ◽

The Creation

Purpose This report aims to focus on how suspicious transaction report is created with data mining methods and used from the point of view of knowledge management. Design/methodology/approach This paper considers data mining versus knowledge management in the anti-money laundering (AML) field. Findings In the AML field, the information and knowledge gained are not necessarily used for or shared with the related shareholders. Creating and co-evolving the network of “knowledge professionals” is the impending assignment in this industry. The first and most important task is knowledge management in the global AML field. Originality/value The report considers the creation with data mining methods and utilization from the point of view of knowledge management.

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Inquiring Organizations

Inquiring Organizations ◽

10.4018/978-1-59140-309-8.ch001 ◽

2011 ◽

pp. 1-21 ◽

Cited By ~ 5

Author(s):

Dianne J. Hall ◽

David Croasdell

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

Organizational Form ◽

Communication Processes ◽

The Creation

This chapter describes each of Churchman’s inquirers as a process and how each can be perceived as an organizational form. By combining the forms suited to each inquirer, we show how an integrated organizational form founded on the inquirers can support an entire inquiring organization and how this form may be used to facilitate organizational learning and the creation and management of knowledge. We have laid the foundation of organizational form perspective for researchers and believe this foundation will enable researchers to investigate organizational learning, knowledge management, and communication processes within the complexity of inquiring organizations.

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Interrelationships Between Professional Virtual Communities and Social Networks, and the Importance of Virtual Communities in Creating and Sharing Knowledge

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch512 ◽

2010 ◽

pp. 1595-1616

Author(s):

Fernando Garrigos

Keyword(s):

Social Networks ◽

Knowledge Management ◽

Crucial Role ◽

Virtual Communities ◽

Virtual Community ◽

Virtual Organizations ◽

The Creation

This chapter presents the interrelationships between professional virtual communities and social networks, and analyzes how, and in what ways, these communities play a crucial role in the creation and sharing of knowledge. The chapter begins by outlining how virtual communities are gaining importance in the new environment. It explains what we understand as a professional virtual community and its importance and also the relevance of social networks in today’s Knowledge Management age. The study then analyses how the development of social networks is crucial to the improvement of professional virtual communities, and also how virtual organizations can promote the improvement of social networks. Finally, the study examines how virtual communities are vital as mechanisms for creating and sharing knowledge.

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Interrelationships Between Professional Virtual Communities and Social Networks, and the Importance of Virtual Communities in Creating and Sharing Knowledge

Virtual Communities ◽

10.4018/978-1-60960-100-3.ch119 ◽

2011 ◽

pp. 255-276

Author(s):

Fernando Garrigos

Keyword(s):

Social Networks ◽

Knowledge Management ◽

Crucial Role ◽

Virtual Communities ◽

Virtual Community ◽

Virtual Organizations ◽

The Creation

This chapter presents the interrelationships between professional virtual communities and social networks, and analyzes how, and in what ways, these communities play a crucial role in the creation and sharing of knowledge. The chapter begins by outlining how virtual communities are gaining importance in the new environment. It explains what we understand as a professional virtual community and its importance and also the relevance of social networks in today’s Knowledge Management age. The study then analyses how the development of social networks is crucial to the improvement of professional virtual communities, and also how virtual organizations can promote the improvement of social networks. Finally, the study examines how virtual communities are vital as mechanisms for creating and sharing knowledge.

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A Qualitative Study of Knowledge Management

Global Business ◽

10.4018/978-1-60960-587-2.ch403 ◽

2011 ◽

pp. 929-947

Author(s):

Patrocinio Zaragoza-Saez ◽

Enrique Claver-Cortes ◽

Diego Quer-Ramon

Keyword(s):

Knowledge Management ◽

Multinational Corporations ◽

Dynamic Capabilities ◽

Research Work ◽

Management Processes ◽

Management Area ◽

Intellectual Assets ◽

Relevant Variables ◽

The Creation ◽

Knowledge Management Processes

Knowledge is one of the basic production factors owned by enterprises, and knowledge management is one of the main dynamic capabilities on which enterprises can base their competitive advantages. The creation, transfer, and later use of knowledge have become increasingly important, and multinational corporations (MNCs), being scattered in various places, constitute the appropriate environment to implement knowledge management processes meant to maximize their intellectual assets. This chapter has as its aim to answer three questions: (a) what actions do MNCs undertake in order to set knowledge management processes in motion; (b) what main variables impact on their knowledge creation capability; and (c) what main variables impact on their knowledge transfer capability? A qualitative research work based on a multiple case study has served to achieve that aim, allowing us to carry out an exploratory study of six MNCs which have shown their proactivity in the knowledge management area. The results of the analysis have led to eight propositions which highlight the most relevant variables facilitating the processes for the creation and transfer of knowledge within a MNC.

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Knowledge Management in Law Firms

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch152 ◽

2011 ◽

pp. 1818-1840

Author(s):

Petter Gottschalk

Keyword(s):

Knowledge Management ◽

Law Enforcement ◽

Law Firms ◽

Legal Services ◽

Legal Knowledge ◽

Law Firm ◽

Social Community ◽

The Creation

Law enforcement is of concern to law firms. A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge (Nahapiet & Ghoshal, 1998). Many law firms represent large corporate enterprises, organizations, or entrepreneurs with a need for continuous and specialized legal services that can only be supplied by a team of lawyers. The client is a customer of the firm, rather than a particular lawyer. According to Galanter and Palay (1991, p. 5), relationships with clients tend to be enduring:

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External Knowledge Integration

Knowledge Management ◽

10.4018/978-1-59904-933-5.ch023 ◽

2011 ◽

pp. 264-273

Author(s):

Jeroen Kraaijenbrink ◽

Fons Wijnhoven

Keyword(s):

Knowledge Management ◽

Process Model ◽

Knowledge Integration ◽

Organizational Processes ◽

Holistic View ◽

Academic Field ◽

External Knowledge ◽

Three Stages ◽

The Creation

As an academic field, knowledge management has concentrated on the creation, storage, retrieval, transfer, and application of knowledge within organizations, while underexposing external knowledge (e.g., Alavi & Leidner, 2001). Although the importance of external knowledge is well recognized (e.g., Cohen & Levinthal, 1990), there remains a need for a better understanding of the organizational processes through which external knowledge is integrated (Grant, 1996; Ranft & Lord, 2002). In particular, we believe that a holistic view on knowledge integration (KI) is both important and lacking. In this article, we address this lacuna in the literature by proposing a process model of KI consisting of three stages¾identification, acquisition, and utilization of external knowledge. Our objective is to propose a model consisting of modular subprocesses that parsimoniously reflect the variety of KI concepts in the literature. This model is useful to scholars and practitioners because it provides a better understanding of the various KI subprocesses by putting them together in a coherent way. Such understanding serves as bedrock for solving KI problems and for designing KI solutions (cf. Markus, Majchrzak, & Gasser, 2002).

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Organisational Storytelling

Encyclopedia of Knowledge Management, Second Edition ◽

10.4018/978-1-59904-931-1.ch120 ◽

2011 ◽

pp. 1261-1269

Author(s):

N. A.D. Connell

Keyword(s):

Knowledge Management ◽

Social Exchanges ◽

Narrative Approaches ◽

Organisational Knowledge ◽

The Creation

In this article we consider some of the ways in which narrative approaches might contribute towards a better understanding of organisational knowledge management. The telling of stories has a long, rich, and varied tradition, stretching back hundreds of years. In the study of organisations, storytelling can be seen as part of a wider field of enquiry, Organisational Discourse, which seeks to ascribe meaning to social exchanges within organisations (Grant, Hardy, Oswick, & Putnam, 2004; Grant & Hardy, 2003). Narratives have been explicitly identified (Wensley, 1998; Denning, 2000; Ward & Sbarcea, 2001) as one of the ways in which knowledge might be exchanged in organisational settings, but only limited consideration has been given to the ways in which storytelling approaches can increase our understanding of the creation and dissemination of knowledge in organisations. In this article we reflect on what we might learn from the application of narrative processes, particularly organisational storytelling, and from narrative content, particularly organisational narrative knowledge, to assess the place of such storytelling in KM.

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