scholarly journals A Qualitative Research On Individual Barriers to Knowledge Sharing: Causes and Remedies A Health-Care Sector Based Study

2018 ◽  
Vol 14 (2) ◽  
pp. 77-89
Author(s):  
Muhammad Abdul Basit Memon
Keyword(s):  
Health Care ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Qualitative Interviews ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Organizational Goals ◽  
The Individual

Management and sharing of knowledge has been among the top most strategic priorities of the organizations, due to its generally acknowledged role toward the improvement of organizational performance, accomplishment of organizational goals and achievement of competitive advantage. However, most of the organizations, despite spending huge budgets on the implementation of quality knowledge management systems, fail to enjoy the benefits of knowledge sharing due a number of individual organizational and technological barriers that impede the successful sharing of knowledge. Hence, it seems extremely important to understand the factors that impede the knowledge sharing and foil the successful implementation of knowledge management systems. This study has been conducted to empirically investigate the individual barriers to knowledge sharing. Based on 75 qualitative interviews within three health-care organizations of the capital of Pakistan, this research has identified unwillingness to share, lack of motivation, time deficiency, absence of trust, cultural dissimilarity and lack of a common language as some of the most significant individual barriers to knowledge sharing. This study has not only identified the barriers, but, also the remedies to knowledge sharing in the light of the recommendations from the interviewees.

scholarly journals COMPARTILHAMENTO DE CONHECIMENTO EM UMA PEQUENA EMPRESA DE PRODUTOS ORTOPÉDICOS: ANÁLISE DAS PERCEPÇÕES DOS COLABORADORES

2021 ◽  
Vol 9 (25) ◽  
pp. 127-143
Author(s):  
Fernando Soares Rocha Júnior ◽  
Vânia Meneghini da Rocha ◽  
Marcelo Macedo
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Small Businesses ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Porto Alegre ◽  
Research Issues ◽  
Knowledge Processes

O objetivo central deste artigo é tentar compreender por meio da visão dos colaboradores de uma pequena empresa de produtos ortopédicos, as suas principais percepções, relacionadas ao compartilhamento de conhecimento organizacional. O método escolhido para a pesquisa é qualitativo com a tipologia qualitativa básica. Para a análise de resultados, foi utilizada a técnica de análise temática de Braun e Clarke. Os principais resultados encontrados demonstram que o compartilhamento de conhecimento na organização é realizado por intermédio da utilização das tecnologias de comunicações comuns ao público, assim como, com a realização frequente da técnica de brainstorming, conversas rápidas e outras estratégias para resolução de problemas conforme identificados nesta pesquisa. Referências Alavi, M., & Leidn, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107–136. Allameh, S. M.; Khozani, M. K.; Baniasadi, B. (2020) Consequences of knowledge processes in small businesses: the role of knowledge acquisition, dynamic capabilities, knowledge sharing and creativity. Int. J. Process Management and Benchmarking, Vol. 10, No. 1. Braun, V.; Clarke, V. (2012) Thematic analysis. In: Cooper, H. et al. (Eds.). APA handbook of research methods in psychology, v. 2, Research designs: Quantitative, qualitative, neuropsychological, and biological. Washington, DC: American Psychological Association, v. 2 p. 57-71. Creswell, J. W. (2007) Projeto de pesquisa: Métodos qualitativo, quantitativo e misto. 2. ed. Porto Alegre: Artmed. Cummings, J. (2003) Knowledge Sharing: A Review of the Literature. Washington D. C.: The World Bank Operations Evaluation Department. Dalkir, K. (2005) Knowledge Management in Theory and Practice. Oxford, UK:  Elsevier. Drucker, P. F. (1993) Sociedade Pós-Capitalista. São Paulo: Pioneira. Gold H. A.; Malhotra, A; Segars, A, H.; (2001). Knowledge management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18 (1), 185-214. Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research, 12 (6),345-360. Harel, R.; Schwartz, D.; Kaufmann, D. (2020) Sharing knowledge processes for promoting innovation in small businesses. European Journal of Innovation Management. ISO 30401:2018. (2018) International Organization For Standardization. Knowledge Management Systems – Requirements. Genebra: ISO. Kayas, O, G.; Wright, G. (2018) Knowledge Management and Organisational Culture. The Palgrave Handbook of Knowledge Management. ISBN 978-3-319-71434-9 (eBook). Merriam, S. B. (2009) Qualitative research: a guide to design and implementation. San Francisco: Jossey-Bass/Wiley, 2009. Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, v. 25, n. 4, p. 605-622. Na Ubon, A.; Kimble, C. (2002) Knowledge Management in Online Distance Education. Proceedings of the 3rd International Conference Networked Learning, University of Sheffield, UK, pp. 465-473. Ngah e Ibrahim (2010). The Effect of Knowledge Sharing on Organizational Performance in Small and Medium Enterprises. Santos, N.; Rados, G. J. V. (2020) Fundamentos teóricos de gestão do conhecimento. E-book. – 1. ed. – Florianópolis: Pandion, 114 p. Takeuchi, H.; Nonaka, I. (2008) Criação e dialética do conhecimento. In: Takeuchi, H.; Nonaka, I. Gestão do conhecimento. Porto Alegre: Bookman. Utami, Y.; Rofik, M.; Cahyaningtyas, N. W.; Darminto, D. P. (2021). Impact of Knowledge Sharing and Innovation on Small Business Performance. CISIS 2020: Complex, Intelligent and Software Intensive Systems pp 408-411.  

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

Use of knowledge management systems: analysis of the strategies of Brazilian small and medium enterprises

2020 ◽  
Vol 24 (2) ◽  
pp. 369-394 ◽  
Author(s):  
Euro Marques Júnior ◽  
Jose Alcides Gobbo ◽  
Fernando Fukunaga ◽  
Roberto Cerchione ◽  
Piera Centobelli
Keyword(s):  
Knowledge Management ◽  
Small And Medium Enterprises ◽  
Reciprocal Relationship ◽  
The Other ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Content Type ◽  
Medium Enterprises ◽  
Use Of Knowledge

Purpose This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation. Design/methodology/approach Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors. Findings This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation. Research limitations/implications The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs. Practical implications This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools. Social implications SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations. Originality/value This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.

Motivating Knowledge Sharing in Knowledge Management Systems

2011 ◽  
Vol 40 (4) ◽  
pp. 978-1009 ◽  
Author(s):  
Sheng Wang ◽  
Raymond A. Noe ◽  
Zhong-Ming Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Does Knowledge Management Systems Moderate Turnover Effects?

2013 ◽  
Vol 9 (4) ◽  
pp. 1-16
Author(s):  
Davi Nakano ◽  
Renato de Oliveira Moraes ◽  
Ana Paula Pereira de Moraes Ress
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Time Lag ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Negative Effects ◽  
Knowledge Assets ◽  
Software Development Teams ◽  
Knowledge Intensive ◽  
And Performance

Knowledge assets are key to innovative capability, but are perishable and may decay over time. Knowledge Management Systems (KMS) can prevent knowledge decay and maintain and enhance performance and innovation. This paper investigates if the use of a KMS mitigates employee turnover negative effects on organizational performance. Data on turnover and project performance from two software development teams from the same corporation were collected and compared. One team adopted and uses a KMS to support development, while the other did not implement a KMS. Paired t-tests were performed and confirmed that KMS usage moderate turnover impact on organizational performance. There is also evidence that, when KMS are not used, turnover and performance are correlated with a time lag. From a practical stance, results indicate that knowledge intensive firms can avoid knowledge assets loss by implementing a KMS.

Using Knowledge Management Systems to Enhance Cooperative Learning

2011 ◽  
Vol 187 ◽  
pp. 416-421
Author(s):  
Shih Ming Pi ◽  
Hsiu Li Liao ◽  
Su Houn Liu ◽  
Su Yu Peng
Keyword(s):  
Knowledge Management ◽  
Cooperative Learning ◽  
Knowledge Sharing ◽  
Small And Medium Enterprises ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
It Department ◽  
Medium Enterprises

The study investigates the usage of knowledge management systems in Taiwan. The usage acts as a cooperative learning of knowledge-sharing and knowledge-recycling. We chose 127 employees of IT department of small and medium enterprises in Taiwan, to investigate what factors would affect their cooperative learning in the context of using knowledge management systems, and to investigate the outcome of cooperative learning. The result shows all hypotheses are significant except people-related autonomy and process-related autonomy.

Organizational Controls as Enablers and Constraints in Successful Knowledge Management Systems Implementation

2001 ◽  
pp. 326-336 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Knowledge Sharing ◽  
Information Technologies ◽  
Organizational Management ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Controls ◽  
Systems Implementation ◽  
New Knowledge

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such failures of knowledge management systems implementations arise from incorrect understanding and misapplication of the notion of ‘controls.’ Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management systems implementations. This chapter fills the critical void of incomplete and often incorrect interpretations of organizational controls by developing a better theoretical and conceptual understanding of organizational controls and their pragmatic implications. The chapter also proposes an organic model of organizational controls for design of knowledge management systems that can effectively enable creation of new knowledge, renewal of existing knowledge and knowledge sharing.

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