scholarly journals Enhancing innovation capability maturity through knowledge conversion

2011 ◽  
Vol 11 (1) ◽  
Author(s):  
D. Esterhuizen ◽  
C. S.L. Schutte ◽  
A. S.A Du Toit
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Time Frame ◽  
Innovation Capability ◽  
Strong Basis ◽  
Knowledge Conversion ◽  
Capability Maturity ◽  
Use Of Knowledge ◽  
The Impact ◽  
Subject Theory

Purpose: This research was aimed at investigating organisational support by means of knowledge conversion processes toward maturity growth in innovation capability areas. Problem investigated: No formal guidelines exist for the use of knowledge management to grow innovation capability maturity. As knowledge management plays a fundamental role in an enterprise's ability to innovate successfully, the following question arises: Can knowledge creation processes be used to enable innovation capability maturity growth? Methodology: The literature therefore provides a strong basis for the argument that knowledge management and more specifically knowledge creation processes could be used to improve an enterprise's innovation capability maturity. A knowledge creation framework that enables innovation capability maturity growth was designed by aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. The time-frame of the research did not allow the implementation of the framework, and five industry and subject theory experts were used to evaluate the framework. Findings: All five experts responded positively to, and were in agreement that the reasoning applied when identifying the specific knowledge creation process path as a key enabler of growth between innovation capability maturity levels is logical and sound. Value of research: The unique research contribution of the framework lies in providing a tangible link between the fields of knowledge management and innovation capability maturity.Conclusion: The impact of this research lies in the development of a knowledge creation framework that provides guidelines for the use of knowledge creation processes as a vehicle for innovation capability maturity growth.

Demographic differences in using knowledge creation tools among faculty members

2017 ◽  
Vol 21 (4) ◽  
pp. 857-871 ◽  
Author(s):  
Abdoulaye Kaba ◽  
Chennupati K. Ramaiah
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Faculty Members ◽  
Survey Questionnaire ◽  
Demographic Differences ◽  
Content Type ◽  
Significant Difference ◽  
Depth Analysis ◽  
Use Of Knowledge ◽  
The Impact

Purpose The purpose of this study is to investigate and analyze demographic differences in using knowledge creation tools among faculty members. It also attempts to identify the most knowledge creation tool used by the participants. The tools comprised of 13 items including data mining, metadata, classifications, expert profiling, Mashup and blogs. Design/methodology/approach Data were collected through an online survey questionnaire. A total of 300 faculty members from 26 universities and colleges accredited by the UAE Ministry of High Education participated in the study. The t-test and analysis of variance (ANOVA) test are used to validate the stated hypotheses. Findings The study found personal knowledge management to be the most used knowledge creation tool among the faculty members, followed by authoring tools and templates. Findings of the study indicate statistically no significant difference in using knowledge creation tools with respect to gender, qualification, academic rank, teaching experience and institutional affiliation. These findings support the stated null hypotheses (H1, H3, H4, H6 and H8) and suggest that the use of knowledge creation tools is independent from these variables. However, the results showed statistically a significant age group difference, academic specialization and research experience in using knowledge creation tools. The findings reject the assumed hypotheses (H2, H5 and H7) and suggest the impact of these variables on the use of knowledge creation tools. Research limitations/implications The paper is based on the data collected through a survey questionnaire. Future studies may combine quantitative and qualitative data collection methods for the purpose of comparison and in-depth analysis. Practical implications Findings could be an important reference for knowledge management officers and knowledge intensive organizations and institutions to develop knowledge creation tools and promote usage among knowledge workers. Originality/value The paper represents one of the very few empirical studies conducted on the use of knowledge creation tools. Findings of the study may contribute to the process of knowledge creation among faculty members and also to the improvement of knowledge management in the academic environment and other knowledge organizations.

scholarly journals A knowledge management framework to grow innovation capability maturity

2012 ◽  
Vol 14 (1) ◽  
Author(s):  
Denéle Esterhuizen ◽  
Corne Schutte ◽  
Adeline Du Toit
Keyword(s):  
Knowledge Management ◽  
Practical Implementation ◽  
Innovation Capability ◽  
Management Tools ◽  
Management Framework ◽  
Capability Maturity ◽  
Facilitating Conditions ◽  
Subject Theory ◽  
Knowledge Management Tools

Background: Innovation is a key prerequisite for being organisationally competitive. Therefore, it is imperative that enterprises grow and mature their innovation capability. Knowledge management plays a fundamental role in the ability of enterprises to innovate successfully.Objectives: There are no formal guidelines for using knowledge management to grow innovation capability maturity. The researchers intended to develop a knowledge management framework that enables innovation capability.Method: The scope of the research did not allow for the practical implementation of the framework. However, five industry and subject theory experts evaluated the applicability and usability of the framework.Results: All five experts reported that enterprises could use knowledge management tools and organisational facilitating conditions to allow innovation capability maturity to grow. The importance of the framework is that it gives guidelines for using knowledge management as a vehicle for growing innovation capability maturity.Conclusion: The framework determines whether enterprises’ organisational conditions and knowledge management tools are sufficient to sustain or grow their innovation capability maturity.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

2008 ◽  
Vol 22 (2) ◽  
pp. 77-101 ◽  
Author(s):  
Holli McCall ◽  
Vicky Arnold ◽  
Steve G. Sutton
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Knowledge Acquisition ◽  
Reference Materials ◽  
Explicit Knowledge ◽  
Experimental Methodology ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Use Of Knowledge ◽  
The Impact

ABSTRACT: In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

Investigating the Impact of Knowledge Management Factors on New Product Development Performance

2011 ◽  
pp. 210-226 ◽  
Author(s):  
Belbaly Nassim
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
New Product ◽  
Research Model ◽  
Management Factors ◽  
And Performance ◽  
The Impact ◽  
Npd Performance

Knowledge is recognized as an important weapon for new product development (NPD) performance, and many firms are beginning to manage the knowledge detained by their new product development processes. Researchers have investigated knowledge management factors such as enablers, creation processes, and performance. However, very few studies have explored the relationship between these factors in the context of new product development (NPD). To fill this gap, this article develops a research model which applies the knowledge management factors to the NPD context. The model includes five enablers: collaboration, trust, learning, team leadership characteristics, and t-shaped skills with an emphasis on the knowledge creation processes such as socialization, externalization, combination, and internalization. The results confirm the strong support of the research model and the impact of the independent variables (knowledge management enablers) on the dependent variables (knowledge creation and NPD performance). In light of these findings, the implications for both theory and practice are discussed.

scholarly journals Konsep Model Pengembangan Idea Management World Vision Indonesia

2013 ◽  
Vol 4 (2) ◽  
pp. 588
Author(s):  
Hendra Hendra
Keyword(s):  
Knowledge Management ◽  
Creative Thinking ◽  
Development Model ◽  
Knowledge Conversion ◽  
World Vision ◽  
Management Application ◽  
Alignment Model ◽  
Idea Management ◽  
The Impact ◽  
Management Cycle

The purpose of this article is to compose a development model that can be used to manage the process of idea conversion, structure idea from tacit to be explicit, determine priority scale of an idea, accomodate idea discussion in a creative thinking, justify idea alignment with organization choices, and measure the impact of an idea management. The development model is shaped based on supported concept and tool of knowledge conversion, knowledge management cycle and its procedure, QCDSM objectives, organization alignment model, importance-urgency priority scale and six hats creative thinking. The result of this research is an integrated model with some designs of idea identification form and main functions of idea management application that are ready to be implemented.

scholarly journals The impact of knowledge management on innovation performance of small and medium enterprises – An empirical study in Lam Dong province

2020 ◽  
Vol 8 (2) ◽  
Author(s):  
Pham Quoc Trung ◽  
Le Minh Hieu
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
High Efficiency ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Impact Factors ◽  
Measurement Scales ◽  
Enabling Factors ◽  
Creation Process ◽  
The Impact

In the context of today’s globalization, Vietnamese enterprises, especially small and medium ones (SMEs), have to face with many challenges and have to innovate for survival and development. The global integration process also means that local enterprises have to compete with foreign enterprises with advanced knowledge and modern management skills. Therefore, in order to ensure sustainable development, local enterprises should be ready with knowledge management (KM) practices in order to achieve high efficiency and strong competitive advantages. This research is to explore the impact factors on the innovation performance of SMEs in Lam Dong province. Based on the previous model of Berraies et al. (2014), some factors of KM processes impacting on the innovation performance of Vietnamese SMEs are explored and evaluated. Measurement scales are inherited selectively to suit the context of this research. The analysis results of this study showed that the innovation performance of SMEs was affected by the knowledge creation process. This result pointed out the knowledge creation process was affected by some KM enabling factors, such as trust, collaboration, learning, reward, decentralization, formalization, IT support and T-shaped skills. From this result, some recommendations for improving the innovation performance of Vietnamese SMEs by KM approach are also suggested.

scholarly journals دور ادارة المعرفة في تحقيق الفاعلية التنظيمية

2007 ◽  
Vol 13 (47) ◽  
pp. 164
Author(s):  
طالب اصغر دوسة ◽  
سوسن جواد حسين
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Vital Role ◽  
Knowledge Generation ◽  
Efficient Manner ◽  
Organizational Research ◽  
Knowledge Application ◽  
Use Of Knowledge ◽  
The Impact

          This research aims to identify the impact of knowledge  management to the company managers, the leather Industries in organizational effectiveness, in order to  mallmarafh  vital  role of and sensitive to the success of organizations present, the future, was applied research in the company of the leather Industries  were the two researchers developed  to identify for the purposes of this  research, which  was  distributed  to  the  (60)  mbutha,  are  sample research, research has identified independent variables Knowledge (the underlying and phenomenon)and knowledge of management operation (diagnostic  knowledge, identifying targets knowledge, knowledge generation, storage  knowledge, the distribution of knowledge, application and use of knowledge) and the dependent  variable  effectiveness  organizational. research  found  that  the  company  had  not  benefited  and  investing  knowledge  it  has  accumulated  in  an  efficient  manner,  and  pointed  out  that  the  impact  of knowledge   management  in  the effectiveness  of  organization,  and  every  dimension  of  knowledge  have  an impact  on  the effectiveness of  the organization, but to varying degrees, also included the search  number of recommendations aimed at  the  importance  of  the role played by the methods adopted  in  the management of knowledge to enhance organizational effectiveness. المقدمـــة

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