scholarly journals Knowledge Management: an Analysis From the Organizational Development

2014 ◽  
Vol 9 (1) ◽  
pp. 131-147 ◽  
Author(s):  
Rodrigo Valio Domínguez Gonzalez ◽  
Manoel Fernando Martins
Keyword(s):  
Knowledge Management ◽  
Organizational Development

Ethics Impact on Knowledge Management in Organizational Development

2018 ◽  
pp. 19-45
Author(s):  
Rantaung David ◽  
Bonu Narayana Swami ◽  
Suryakanthi Tangirala
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Development ◽  
Tacit Knowledge ◽  
Ethical Principles ◽  
Management Processes ◽  
Survey Strategy ◽  
The Impact ◽  
Ethical Cultures ◽  
Knowledge Management Processes

This study aims to examine the impact of ethics in the knowledge management in organizational development in Botswana. Importance of ethics in knowledge management is growing at a faster pace of late; still some employees tend to be unethical. As organization consists of different people with different ethical cultures, it is essential that organizations should make their employees follow ethical principles while creating, sharing and using both explicit and tacit knowledge to have optimum organizational development. Respecting ethics by human resources helps to improve implementation of knowledge management. The chapter main focus is on Management of ethics in an organization which influences knowledge management processes and subsequently influence organizations development. To locate ethics impact on knowledge management for organizational development, the scholars employed a survey strategy where respondents indicated that there is a significant impact of ethics in knowledge management for organizational development.

Managing Knowledge-Based Organizations Through Trust

2011 ◽  
pp. 1-29 ◽  
Author(s):  
Maija-Leena Huotari ◽  
Mirja Iivonen
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Organizational Development ◽  
Primary Source ◽  
Well Being ◽  
Knowledge Generation ◽  
Shared Meanings ◽  
Organizational Behaviour ◽  
Knowledge Based

This chapter provides a comprehensive basis for understanding the role of trust in knowledge management and systems in organizations. The point of departure is the resource and knowledge-based theories of an enterprise that place knowledge generation as the primary source of wealth and social well-being. The authors show the crucial role of the intangible factors of trust, knowledge and information as related to the social capital and the development of the intellectual capital of an organization. The multidisciplinary nature of the concept of knowledge management and of trust is examined by a thorough review of literature. Trust is seen as a situational and contextual phenomena whose impact on the development of an organizational culture and climate and on success with collaborating is explored as related to the relational, cognitive and structural dimensions of social capital. The overall aim is to sustain strategic capability in the networked mode of performing. The importance of normative trust, shared values and shared meanings is stressed as a frame of reference to organizational behaviour and in communities of practice, but also the role of swift trust is highlighted. The authors provide ideas for empirical research to develop theory of the strategic management of knowledge and information and outline implications for practices for the organizational development.

scholarly journals Gestão do conhecimento como um elemento chave para a geração de inteligência competitiva organizacional

2021 ◽  
pp. 1-21
Author(s):  
Fabio Aquino da Silva ◽  
Geisa Drumond ◽  
Haydee Batista ◽  
Marcelo Meiriño ◽  
Mirian Méxas
Keyword(s):  
Knowledge Management ◽  
Organizational Development ◽  
Competitive Intelligence ◽  
Literature Analysis ◽  
Strategic Objectives ◽  
Proposed Model ◽  
Continuous Actions ◽  
Organizational Objectives

Knowledge Management in the organizational sphere brings new perspectives to the business, since it generates value for the processes that is fundamental for the development of products and services. Within this context, this study aims to analyze, in a polysemy perspective, the fundamentals, characteristics and applications of knowledge management in organizational development and demonstrate how through competitive intelligence, built on knowledge and informational competence, it is possible to achieve good results and improve the positioning in the market, using the proposed model of organizational competitive intelligence generation. Based on the literature analysis, it was verified that perception of the alignment between Knowledge Management and organizational objectives is important to ensure adjustment of actions with the strategic objectives of the company constituting, therefore, a competitive differential in organizations. In addition, Knowledge Management systematized by the PDCA tool, implemented in continuous actions andprocesses, brings good results, such as the involvement of the organization's strategic level, which, with technology as a tool, creates a platform for the communities of virtual practices.

Entrepreneurship and Learning: The Double Act in the Triple Helix

2002 ◽  
Vol 3 (1) ◽  
pp. 7-16 ◽  
Author(s):  
Harry Matlay ◽  
Jay Mitra
Keyword(s):  
Higher Education ◽  
Economic Development ◽  
Knowledge Management ◽  
Organizational Development ◽  
Triple Helix ◽  
New Economy ◽  
Proper Understanding ◽  
The Uk ◽  
Relationship Of

This paper examines the three concepts of learning, knowledge and innovation in the context of the triple relationship of government, industry and higher education, with particular reference to the UK. The authors argue that a consideration of the three concepts enables a proper understanding of entrepreneurship and its role in sustaining competitiveness for the wider economy and value in society. They conclude that entrepreneurship not only provides the spur for economic development but also shows the route forward to managing personal and organizational development in the new economy. It is through entrepreneurship, the authors suggest, that the fundamental requirements of learning, knowledge management and innovation can be effectively addressed.

scholarly journals The Transfer of Knowledge in Intra-Organizational Networks: A Case Study Analysis

Organizacija ◽  
2014 ◽  
Vol 47 (1) ◽  
pp. 24-34 ◽  
Author(s):  
Włodzimierz Sroka ◽  
Joanna Cygler ◽  
Bożena Gajdzik
Keyword(s):  
Knowledge Management ◽  
Organizational Development ◽  
Business Environment ◽  
Organizational Networks ◽  
Transfer Of Knowledge ◽  
Competitive Position ◽  
Case Study Analysis ◽  
Depth Analysis ◽  
Almost All

Abstract `Background: In today’s business environment, a company is able to maintain its competitive position if it constantly generates knowledge and disseminates this knowledge within the organization, as well as transforms it into new competences. The ability to transfer knowledge becomes one of the key factors in the improvement of a company’s competitive position. This hypothesis is applicable particularly in the case of cooperation within networks, as they are an excellent opportunity for mutual learning between partners. Objectives: The purpose of the paper is to analyse the process of knowledge transfer in intra-organizational networks. Method: Due to the specificity of the research object, the case study method has been chosen. In order to make an in-depth analysis of the case study, we selected a group of several criteria based on the theory which we believe to be fundamental to the effectiveness of knowledge management in networks, and compared them with the situation in the ArcelorMittal Group. Results: Our research show that ArcelorMittal Group has met almost all the criteria of effective knowledge management in its intra-organizational network. Some exceptions, albeit merely to an extent, are mostly the result of historical circumstances, , i.e. the process of growth through acquisitions, and the acquisition of companies at different stages of organizational development, as well as organizational culture. Conclusion: Based on theoretical assumptions, the study analysed in details the components of knowledge management applied by the corporation in question. Therefore this study might be utilised to formulate a refutable hypothesis and verify them on a larger group of companies from different sectors of the economy. The main limitations of the paper are mostly related to the inherent approach therein

Change Management Serving Knowledge Management and Organizational Development

2021 ◽  
pp. 990-1004
Author(s):  
Moria Levy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Change Management ◽  
Organizational Development ◽  
Practical Approach ◽  
Suggested Approach ◽  
New Models ◽  
Implementation Models ◽  
Management Approaches ◽  
Types Of Change

Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.

The Organizational Trap-Gap Framework: A conceptual view of library dysfunction

IFLA Journal ◽  
2019 ◽  
Vol 46 (1) ◽  
pp. 72-87
Author(s):  
Spencer Acadia
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Behavior ◽  
Conceptual Framework ◽  
Organizational Development ◽  
Organizational Communication ◽  
Organizational Knowledge ◽  
Cultural Environment ◽  
Top Down ◽  
Culture Of Learning

This article offers a conceptual framework of library dysfunction by defining it in terms of ‘trap-gaps’ that happen when libraries become stuck relying on their outdated, legacy habits that, in turn, lead to discontinuities in new organizational knowledge, competency, and strategy. According to the Organizational Trap-Gap Framework, library leaders may address trap-gaps by blending theories and methods from knowledge management, organizational learning, organizational behavior, and organizational development; supporting a new culture of learning that relies on the socially interactive and performative elements of play, questioning, and imagination; and applying new, reformed processes of knowing, competence, and strategizing. The article concludes with a hypothetical consideration of the trap-gap framework using lack of organizational communication as an example along with further reflection on pertinent issues related to library leaders’ utility of the framework such as top-down dynamics, ethics, and cultural environment.

scholarly journals Perceptions of knowledge management processes, strategies, implementation and impact: Biographical influences

2011 ◽  
Vol 8 (3) ◽  
pp. 487-502
Author(s):  
Bethuel Sibongiseni Ngcamu ◽  
Sanjana Brijball Parumasur
Keyword(s):  
Knowledge Management ◽  
Organizational Development ◽  
Current Knowledge ◽  
Individual Level ◽  
Job Level ◽  
Knowledge Stocks ◽  
Management Processes ◽  
The Individual ◽  
The Impact ◽  
Knowledge Management Processes

The study aims to provide recommendations with strategic direction and an improvement as far as knowledge management initiatives are concerned within the Skills Development and Management Services and Organizational Development Units so that they can drive knowledge management to be effective and efficient in its implementation whilst taking cognizance of the biographical correlates. This study seeks to address the bottlenecks as far as knowledge management is concerned by using biographical profiles with the view of promoting the creation and management of knowledge in the municipality concerned. The study reflects that the biographical profiles of employees (age, education, race, job level) influences their perceptions of the current knowledge management processes and strategies and their implementation and impact on effectiveness. The influence of age emphasizes that it is imperative to avoid the decay of employees’ knowledge stocks at the individual level by striving to make knowledge, skills and capabilities more valuable, unique and available. The influence of education reinforces the needs to improve the connectivity among all employees. The impact of race adds to the urgency to promote the diversification of the workforce in order to have access to different ideas and skills and, enables the organisation to enhance its competitive edge. The influence of job level demands that knowledge management activities should be cascaded down to the operational level. The combined effect of the biographical variables dictates that organisations need to foster a culture that supports knowledge sharing and must provide salient incentives to recognise and encourage such interactions.

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