Streamlining Efficient Behaviors for Knowledge Creation in Collaboration

2013 ◽  
Vol 4 (2) ◽  
pp. 35-45 ◽  
Author(s):  
Qi Zhang ◽  
Michitaka Kosaka ◽  
Yoshiteru Nakamori
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Communication Process ◽  
Knowledge Application ◽  
Business Collaboration ◽  
Business To Business

Collaboration activities for knowledge creation have become popular, due to competition and marketplace demands. Most knowledge management (KM) has focused on organizational knowledge application and development. There is a lack of a framework on KM to discuss how people have efficient behaviors to cooperate with others for knowledge creation. This paper presents a service communication process based on a service-centered view to describe how people streamline behaviors for knowledge creation to reach a joint goal in collaboration through communications. The proposed framework is demonstrated by business-to-business collaboration cases.

The Different Key Processes in the Implementation of Knowledge Management Among IC Designers, Distributors and Manufacturers

2011 ◽  
pp. 362-377
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Integrated Circuit ◽  
Knowledge Creation ◽  
Semiconductor Manufacturing ◽  
Knowledge Application ◽  
Exploratory Investigation ◽  
Manufacturing Company

This study is an exploratory investigation of the enabling roles of knowledge management for integrated circuit (IC) Designers, Distributors, and Manufacturers. This study explores the different enabling roles in terms of knowledge creation, storage/retrieval, transfer and application when businesses implement knowledge management in upstream, midstream, and downstream firms in the IC industry. Three cases, Winbond, Worldpeace, and Taiwan Semiconductor Manufacturing Company (TSMC) were studied and analyzed systemically to illustrate the findings and insights in this study. The findings in this study point out that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application and IC Manufacturers emphasize knowledge creation. The necessity to implement knowledge management in the distribution industry is also emphasized in this study. Moreover, the reasons for the different enabling roles are presented in the ‘Insights from Case Studies’ section of the paper.

Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

2004 ◽  
Vol 03 (04) ◽  
pp. 347-372 ◽  
Author(s):  
Maen Al-Hawari ◽  
Helen Hasan
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Extensive Study ◽  
Management Styles ◽  
Knowledge Space ◽  
Space Model ◽  
Manova Analysis

This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

scholarly journals Pengaruh Penerapan Knowledge Management (KM) Terhadap Kesuksesan Pengadaan Sistem Informasi: Pendekatan Kuantitatif

2017 ◽  
Vol 4 (02) ◽  
Author(s):  
Asti Amalia Nur Fajrillah
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Knowledge Application ◽  
Management Knowledge

Alih daya (outsourcing) sistem informasi atau sering kali disebut sebagai pengadaan sistem informasi dapat diartikan sebagai pengalihan sebagian atau seluruhnya fungsi sistem informasi dari sebuah organisasi kepada penyedia layanan eksternal, untuk memperoleh keuntungan ekonomi, teknologi dan strategis. Namun mendapatkan keuntungan dari outsourcing sistem informasi bukanlah hal yang mudah; terdapat beberapa faktor yang harus diperhatikan untuk mendapatkan keseluruhan keuntungan dari outsourcing sistem informasi, sehingga suatu organisasi dapat dikatakan berhasil dalam outsourcing sistem informasinya. Di lain pihak, penerapan Knowledge Management (KM) diartikan sebagai sebuah proses dari Knowledge Management yang disebut siklus pengetahuan (knowledge cycle), dimana terdapat kegiatan pembuatan (creation), penyebaran (sharing), dan penggunaan (application) pengetahuan didalamnya. Pada kebanyakan organisasi, KM dianggap sebagai faktor utama untuk memperoleh dan mendukung keunggulan bersaing. Selanjutnya, pengetahuan juga dianggap sebagai faktor sangat penting dalam keberhasilan outsourcing sistem informasi. Penelitian ini bertujuan untuk menguji hubungan antara penerapan Knowledge Management (knowledge creation, knowledge sharing, dan knowledge application) pada keberhasilan outsourcing sistem informasi melalui faktor penentu pengadaan sistem informasi (kualitas komunikasi dan kualitas kerjasama). Penelitian ini menggunakan metode kuantitatif dengan melibatkan 66 manajer proyek sistem informasi pada sektor telekomunikasi di Indonesia. Hasil menunjukkan bahwa knowledge application sebagai tahap akhir pada penerapan KM memberikan pengaruh signifikan terhadap kesuksesan outsourcing sistem informasi melalui kualitas komunikasi dan kualitas kerjasama. Pada akhirnya, menyediakan model penerapan knowledge management dapat digunakan sebagai salah satu panduan bagi organisasi dalam melakukan outsourcing sistem informasi untuk mencapai kesuksesan dan memperoleh keseluruhan keuntungan dari outsorcing sistem informasi tersebut.

Enabling Organizational Learning to Contribute toward a Learning Organization

2011 ◽  
pp. 2221-2239
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Knowledge Creation ◽  
Knowledge Application

How can practices of knowledge management (KM) enable organizational learning to occur and then lead toward a learning organization? We seek the answer to this question by exploring three cases, Winbond, Worldpeace, and TSMC, chosen respectively from upstream, midstream, and downstream firms in the IC industry in Taiwan. We studied KM practices focusing on aspects of knowledge creation, storage/retrieval, transfer and application. Results showed that KM may play different enabling roles among IC designer, distributor and manufacturer. In this study it was found that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application, and IC manufacturers emphasize knowledge creation.

Knowledge Management Challenges in the Non-Profit Sector

2011 ◽  
pp. 2348-2354 ◽  
Author(s):  
Paula M. Bach ◽  
Roderick L. Lee ◽  
John M. Carroll
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Theory Of The Firm ◽  
Organizational Knowledge ◽  
Management Program ◽  
Non Profit ◽  
Knowledge Based ◽  
Organizational Knowledge Creation ◽  
The Creation

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

An Informational Perspective Towards Knowledge Work

2011 ◽  
pp. 195-205 ◽  
Author(s):  
Brian Detlor
Keyword(s):  
Knowledge Management ◽  
Information Content ◽  
Knowledge Creation ◽  
Strong Association ◽  
Work Practice ◽  
Knowledge Work ◽  
Organizational Knowledge ◽  
Access To Information

This paper presents an informational orientation towards knowledge work and draws implications of such a perspective on the functionality offered by knowledge management technologies. Discussion ensues on the nature of organizational knowledge and its strong association with information. In light of this discussion, knowledge work is defined as the application of comprehended information and viewed as a set of knowledge creation, distribution, and use processes. Implications are drawn based on this perspective for knowledge management technologies to provide organizational participants with access to information content, the ability to communicate this information with others, and the means by which to utilize this information in work practice. It is argued that by doing so, these technologies can better support organizational knowledge work.

The Impact of Supporting Organizational Knowledge Management through a Corporate Portal on Employees and Business Processes

2010 ◽  
Vol 6 (3) ◽  
pp. 44-64 ◽  
Author(s):  
Kamla Ali Al-Busaidi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Application ◽  
Knowledge Conversion ◽  
Knowledge Protection ◽  
Effectiveness And Efficiency ◽  
The Impact

Due to corporate portal playing a major role on organizational knowledge management (KM), this study was conducted to assess the impact of supporting KM processes through a corporate portal on business processes and employees at an academic institution. This paper specifically assesses the impact of knowledge acquisition, knowledge conversion, knowledge application and knowledge protection on business processes’ effectiveness, efficiency and innovation, and employees’ learning, adaptability, and job satisfaction. Findings suggest that the ending KM process, knowledge application, produces the highest impact on business processes and employees. First, supporting knowledge application through a corporate portal was positively associated with business processes’ effectiveness and innovation and employees’ learning, adaptability, and job satisfaction. Second, supporting knowledge conversion was positively associated with business processes’ effectiveness and employees’ learning, whereas supporting knowledge protection was positively associated with business processes’ effectiveness and efficiency but negatively associated with employees’ learning. Finally, supporting knowledge acquisition was positively associated with only business processes’ innovation.

scholarly journals The Relationship between Strategic Knowledge Management Processes and Social Innovation

2020 ◽  
Vol 10 (Number 2) ◽  
pp. 1-13
Author(s):  
Muhamad Nizam Jali ◽  
Rosmawati Deraman ◽  
Noor Azura Ahmad Shauri ◽  
Suzany Samsudin ◽  
Farha Abdol Ghapar ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Social Innovation ◽  
Developed Countries ◽  
Strategic Knowledge ◽  
Knowledge Application ◽  
Management Processes ◽  
The Impact ◽  
Strategic Knowledge Management ◽  
Knowledge Management Processes

Social Innovation has been considered as the main policy agenda in various developed countries throughout the world. Social Innovation is said to make a massive contribution to the social, economic and technological progress of nations. Therefore, it addresses critical issues, among which are poor economic growth, massive unemployment, poor social health, poor living conditions, poor education systems and poor technological advancement. The aim of this paper is to present an empirical insight on the impact of social innovation on strategic knowledge management processes i.e. knowledge creation, knowledge transfers and knowledge application. The main data for this study was collected through survey questionnaires via personally administered and email from 200 project leaders of Majlis Amanah Rakyat (MARA) education institutionsindustry-community partnership project. The data were collected from December 2018 till December 2019. The data was analyzed using SPSS version 19. The findings indicate a significant positive relationship between strategic knowledge management processes i.e. knowledge creation, knowledge transfer and knowledge application and social innovation.

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.

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