Impact of Knowledge Management Practices on Task Knowledge

2011 ◽  
Vol 7 (4) ◽  
pp. 1-21 ◽  
Author(s):  
Shahnawaz Muhammed ◽  
William J. Doll ◽  
Xiaodong Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Equation Modeling ◽  
Task Knowledge ◽  
Individual Level ◽  
Knowledge Management Practices ◽  
The Individual

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

Impact of Knowledge Management Practices on Task Knowledge

2013 ◽  
pp. 282-301 ◽  
Author(s):  
Shahnawaz Muhammed ◽  
William J. Doll ◽  
Xiaodong Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Work Processes ◽  
Task Knowledge ◽  
Individual Level ◽  
Knowledge Management Practices ◽  
The Individual

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

scholarly journals Knowledge Management Practices and Innovation Outcomes: The Moderating Role of Risk-Taking and Proactiveness

2019 ◽  
Vol 9 (4) ◽  
pp. 75 ◽  
Author(s):  
Gema García-Piqueres ◽  
Ana-M. Serrano-Bedia ◽  
Marta Pérez-Pérez
Keyword(s):  
Knowledge Management ◽  
Risk Taking ◽  
Knowledge Creation ◽  
Management Practices ◽  
Ordinary Least Squares ◽  
Process Innovation ◽  
Two Dimensions ◽  
Moderating Effect ◽  
Knowledge Management Practices ◽  
Innovation Outcomes

This study, by the application of a linear regression by ordinary least squares (OLS), aimed to explore the relationships between knowledge management practices (KMP) and innovation outcomes (product, process, organizational, and commercial), and how they can be moderated by two dimensions of the entrepreneurial orientation (proactiveness and risk taking). This empirical study used survey data from a sample of 288 Spanish family small and medium enterprises (SMEs). The results revealed a positive effect of all the KMPs studied for at least one of the innovation variables studied. Regarding the moderating effect of proactiveness and risk taking on the KMP-innovation outcomes relationship, proactiveness negatively moderated the relationship between knowledge creation and product/process innovation. Moreover, a positive moderating effect was found for the case of knowledge application and process innovation. With regard to risk taking, the evidence found was mixed, and confirmed for some KMPs and all the innovation measures, with the exception of process innovation. The only positive moderating effect found was for knowledge storage and product innovation, whereas, contrary to expected, a negative moderating effect was found for knowledge creation, transfer, and application practices and commercial, product, and organizational innovations, respectively.

scholarly journals Direct effects of knowledge management practices on organizational performance

2020 ◽  
Vol 37 (1) ◽  
pp. 30-37
Author(s):  
Edwin Alexander Henao-García ◽  
Nelson Lozada ◽  
Jose Arias-Pérez
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Feedback Systems ◽  
Nonfinancial Performance ◽  
Knowledge Management Practices ◽  
The Impact ◽  
The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

scholarly journals Knowledge Management Practices and the Focus on the Individual

2014 ◽  
Vol 10 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This paper reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

scholarly journals articulation between innovation and competences anchored by knowledge management aiming sustainable competitive advantage

2018 ◽  
Vol 12 (2) ◽  
Author(s):  
Jurema Suely de Araújo Nery Ribeiro ◽  
MARCO ANTÔNIO CALIJORNE SOARES ◽  
Paulo Henrique Jurza Abranches ◽  
Fabricio Ziviani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Critical Reflection ◽  
Organizational Context ◽  
Management Practices ◽  
Sustainable Competitive Advantage ◽  
Theoretical Paper ◽  
Knowledge Management Practices ◽  
Organizational Results ◽  
The Individual

Organizations while seeking to establish higher standards of performance and sustainable competitive advantage have been stimulating a critical reflection about the factors that affect the performance of the individual and of the organizations. Knowledge became one of the main organizational competitive factors and knowledge management could contribute as a enhancer of organizational results. This paper aims to demonstrate the importance os knowledge management practices as a promoter of sustainable competitive advantage, considering its influence in the organizational context. For this, this theoretical paper has realized a brief literature revision in the knowledge management and sustainable competitive advantage fields, presenting concepts and approaches, in order to understand the interaction of these constructs with competence and innovations constructs. The results signalized that the comprehension of the relations between competences and innovation, anchored by knowledge management, is the assurance of the adequate conduction of the mechanisms through the competitive advantage could be sustained. For demonstrating this, it was proposer a systematized model to knowledge management and competitive advantage, structured with competence and innovation constructs. .

scholarly journals Knowledge Management Practices and the Focus on the Individual

2016 ◽  
pp. 1539-1556
Author(s):  
Isabel Rechberg ◽  
Jawad Syed
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Communities Of Practice ◽  
Human Resource ◽  
Management Practices ◽  
Current Knowledge ◽  
Organisational Culture ◽  
Knowledge Management Practices ◽  
The Individual

This chapter reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.

scholarly journals Identified Human Factors in Knowledge Management in the Context of Knowledge Sharing

2021 ◽  
Vol 12 (3) ◽  
pp. 1963-1968
Author(s):  
Oyelami Julius Olusegun Et.al
Keyword(s):  
Knowledge Management ◽  
Standard Deviation ◽  
Human Factors ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Statistical Data Analysis ◽  
Information And Communication ◽  
Strategic Implementation ◽  
Paper Review ◽  
Knowledge Management Practices

With the present and advances in information and communication technology (ICT), sharing knowledge across organisations has become easier and feasible. However, knowledge sharing has been a complex phenomenon over the years and identifying factors that influence knowledge sharing (KS) across organisation has becomes crucial and critical in the recent days. This paper review the effect of culture and behavioural differences as a human factors and the knowledge management practices needed to improve KS in organisations. Data were collected from 7 experts and 50 personnel by questionnaire. The result from the statistical data analysis revealed 15.67 and 3.96 as variance and standard deviation on culture respectively. The variance on behaviour is 8 and its standard deviation is 2.83, this indicate weakness in KS therefore, there is a presence of non- sharing culture and behaviour that discourage knowledge sharing. The findings from this pilot study suggest that, a centralised knowledge management structure without effective human practice towards its policies of sharing, coordination and distribution of knowledge in the context of knowledge management towards knowledge sharingmight fail. For organisation to avoid knowledge holding (KH) and knowledge risk (KR), a mechanism like knowledge sharing strategic implementation plan (KSSIP) can be used as a solution.  

The SECI Model in Knowledge Management Practices

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Aderonke Olaitan Adesina ◽  
Dennis N. Ocholla
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Creation ◽  
Management Practices ◽  
High Impact ◽  
Journal Articles ◽  
Practical Application ◽  
Seci Model ◽  
Knowledge Management Practices ◽  
Meta Analyses

The purpose of this study was to review the socialisation, externalisation, combination and internalisation (SECI) model of knowledge management (KM), and to explore the trends of its use, challenges, and best practices in the model’s application in KM practice in the period from 1995 to 2018. Using the methodology known as the preferred reporting items for systematic reviews and meta-analyses (PRISMA), we sought to do the following: establish whether the SECI model was more widely accepted than other KM models; examine specific demographic details of research studies on the SECI model; investigate the weaknesses of the model in practice; and generate a compendium of the use of the model in respect of the period we reviewed. Four databases were explored to search for open access, peer-reviewed, empirical journal articles. The study found that the SECI model continued to be widely accepted and used in spite of criticism levelled at it. Weaknesses that we noted in our review included the limitations of certain modes of the model in some areas of application and the non-linearity of the model in other areas. The study found evidence of exponential growth in the SECI model’s usage in the period reviewed. Also noted was the wide application of the model in knowledge creation studies in Africa. The study suggested that organisations could employ the model for their knowledge creation activities, but with the support of factors that enabled knowledge sharing. The model’s socialisation mode stood out as a mode of high impact, implying that the management teams of organisations needed to pay a lot of attention to it for effective organisational KM. This study generated a compendium for the practical application of the SECI model.  

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