Field books, dissociation, and organisational knowledge

A R&I&i process for a knowledge management system development is presented. It transforms different institutions experiences into organisational knowledge applicable to an entire sector, the higher education one specifically. The knowledge management system allows classifying, organising, distributing and facilitating the application of the knowledge generated by the faculty. A study, with more than 1000 system users, reflects that the system helps to the faculty in the way they perform educational innovation activities. The supported model integrates both Nonaka's epistemological and ontological spirals. This allows defining ontologies and used them in order to transform the individual knowledge into organisational one. The knowledge management system encapsulates complex logic expressions and ontologies management, making easy for the users obtaining successful results that may organise in their own way, becoming a powerful knowledge management process that combines epistemological and ontological knowledge spirals to convert individual experiences in educational innovation into organisational knowledge in the higher education sector.

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Validation as the Integral Part of a Knowledge Management Process

10.28945/2399 ◽

2001 ◽

Cited By ~ 1

Author(s):

Maria A. Mach ◽

Mieczyslaw L. Owoc

Keyword(s):

Information Technology ◽

Knowledge Management ◽

Interdisciplinary Approach ◽

The Other ◽

Management Process ◽

Theoretical Concepts ◽

Whole Process ◽

New Concepts ◽

Organisational Knowledge ◽

Knowledge Validation

Observing new concepts in information technology, we pay attention to its impact on more effective supporting human and organisational knowledge. Knowledge management (KM) is one of such promising and intriguing concepts. Its goals and infrastructures are defined in different ways, therefore interdisciplinary approach seems to be useful. We have presented a short survey of theoretical concepts in management, marketing and decision theory, which were adapted by the theory of KM. On the other hand, knowledge validation (KV), defined as two procedures: verification and evaluation any form of knowledge, is aimed on assuring its quality. The paper discusses the crucial interrelationships between knowledge validation and management. The main goal of this work is positioning KV activities in the context of knowledge management process, emphasising usability of KV techniques during the whole process.

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Decolonising management and organisational knowledge (MOK): Praxistical theorising for potential worlds

Organization ◽

10.1177/13505084211020463 ◽

2021 ◽

Vol 28 (5) ◽

pp. 717-740

Author(s):

Nimruji Jammulamadaka ◽

Alex Faria ◽

Gavin Jack ◽

Shaun Ruggunan

Keyword(s):

Higher Education ◽

Business Schools ◽

Special Issue ◽

Organisational Knowledge ◽

Communicative Praxis ◽

Business And Management

This special issue (SI) editorial contributes to ongoing efforts worldwide to decolonise management and organisational knowledge (MOK). A robust pluriversal discussion on the how and why of decolonisation is vital. Yet to date, most business and management schools are on the periphery of debates about decolonising higher education, even as Business Schools in diverse locations function as contested sites of neocolonialism and expansion of Western neoliberal perspectives. This editorial and special issue is the outcome of a unique set of relationships and processes that saw Organization host its first paper development workshop in Africa in 2019. This editorial speaks to a radical ontological plurality that up-ends the classical division between theory and praxis. It advocates praxistical theorising that moves beyond this binary and embraces decolonising knowledge by moving into the realm of affect and embodied, other-oriented reflexive, communicative praxis. It underscores the simultaneous, contested and unfinished decolonising-recolonising doubleness of praxis and the potential of borderlands locations to work with these dynamics. This special issue brings together a set of papers which advance different decolonising projects and grapple with the nuances of what it means to ‘do’ decolonising in a diversity of empirical and epistemic settings.

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Transnational Knowledge Transfer

Encyclopedia of Knowledge Management, Second Edition ◽

10.4018/978-1-59904-931-1.ch144 ◽

2010 ◽

pp. 1512-1524

Keyword(s):

Knowledge Management ◽

Knowledge Transfer ◽

Ample Evidence ◽

Factors Affecting ◽

Critical Part ◽

Complex Process ◽

Organisational Knowledge ◽

The World ◽

Cross Country ◽

Insight Into

As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through Multi-National Corporations (MNC) or joint ventures, but also in dispersed organizations or individuals. Knowledge transfer is a critical part of knowledge management and is a complex process that is affected by many factors. Research into knowledge sharing and transfer within an organisation (intra) and between organisations (inter) has produced useful insight into the process and the model of effective knowledge transfer, and the factors affecting such a process. Knowledge transfer across different countries – refers to transnational knowledge transfer (TKT) thereafter, has emerged as a new domain of knowledge management that attracted many researchers. However, the findings on TKT are disproportionate comparing to ample evidence on intra and inter organisational knowledge transfer. It is anticipated that TKT has its own unique features and cannot be simply classified as one of the commonly accepted knowledge transfer categorizations. Therefore, specific attention should be paid to examine knowledge transfer in a cross-country context.

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