scholarly journals An ERP Knowledge Transfer Framework for Strategic Decisions in Knowledge Management in Organizations

2014 ◽  
Author(s):  
Uchitha Jayawickrama
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Strategic Decisions

A model of mobile technologies acceptance for knowledge transfer by employees

2017 ◽  
Vol 21 (5) ◽  
pp. 1053-1076 ◽  
Author(s):  
Michal Kuciapski
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Mobile Devices ◽  
Mobile Technologies ◽  
Intention To Use ◽  
Content Type ◽  
Model Based ◽  
New Variables ◽  
Practical Implications

Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Knowledge Transfer ◽  
Cultural Distance ◽  
Organizational Knowledge ◽  
Multinational Companies ◽  
Cultural Dimensions ◽  
Business World ◽  
Content Type ◽  
The Usa

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

Knowledge Management Processes in Enterprise Systems

2013 ◽  
pp. 160-181
Author(s):  
Razatulshima Ghazali ◽  
Nor Hidayati Zakaria
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Empirical Studies ◽  
Enterprise Systems ◽  
Journal Articles ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Conference Papers

Activities related to Enterprise Systems (ES) are knowledge-intensive tasks, and the management of ES-related knowledge has received much attention in the Knowledge Management (KM) field. A systematic literature review of empirical studies of KM processes in the ES lifecycle identifies the KM processes most widely explored and the ES-related knowledge most often addressed. From 350 relevant book chapters, journal articles, and conference papers, 49 papers discuss KM processes in the ES lifecycle. The KM process that appears most often in studies of KM in the ES context is knowledge transfer/sharing. The type of ES-related knowledge most often studied in the literature is knowledge of the client organization.

Knowledge Management in Smart Organizations

2011 ◽  
pp. 101-135
Author(s):  
Shirley Chan
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Value Creation ◽  
Communication Technologies ◽  
Strategic Decisions ◽  
Management Perspective ◽  
Information And Communication ◽  
Continual Learning ◽  
Management Theories

This chapter looks at the deployment of appropriate information and communication technologies in helping smart organizations to manage knowledge. Taking a management perspective, smart organizations can be regarded as those that can make smart strategic decisions and put into practice such managerial principles as value creation, continual learning, embracing uncertainty, and empowerment. Making good decisions would involve gathering and synthesizing the appropriate knowledge—knowledge about the market, products, suppliers, customers, competitors, and others. Different schools of knowledge management theories and the related technologies will be discussed. The author hopes that understanding the knowledge management technologies and related practices would assist researchers and practitioners in gaining some insights into managing the knowledge required for making smart decisions in organizations.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

Knowledge of Management Tools and Systems in SMEs

2017 ◽  
pp. 180-203
Author(s):  
Adam Pawliczek ◽  
Miroslav Rössler
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Management System ◽  
Knowledge Management System ◽  
Competitive Intelligence ◽  
Management Tools ◽  
Research Results ◽  
Management Knowledge ◽  
Professional Business ◽  
The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Effective Integration of Computer-Supported Collaborative Learning into Knowledge Management Structures

2004 ◽  
pp. 215-251
Author(s):  
Francisco M.M. Neto ◽  
Francisco V. Brasileiro
Keyword(s):  
Knowledge Management ◽  
Collaborative Learning ◽  
Knowledge Transfer ◽  
Communities Of Practice ◽  
Knowledge Mapping ◽  
Computer Supported Collaborative Learning ◽  
Computer Tools ◽  
Knowledge Repositories ◽  
New Knowledge ◽  
Effective Integration

Support for knowledge management (KM) requires mechanisms for creation, mapping and transference of knowledge. Many organizations use computer tools, like knowledge mapping tools, knowledge repositories, tools to support communities of practice and computer-supported collaborative learning (CSCL), to achieve these goals. In particular, CSCL can support knowledge transfer at the same time that it improves the process of creating new knowledge. However, whole CSCL potential to transfer knowledge and foment learning is not being used adequately, mainly because of the lack of appropriate integration with other KM tools. In fact, there is a lack of guidance on how to effectively integrate CSCL into KM and how to evaluate the benefits of this integration. This chapter fills in this gap by proposing a model to improve KM through the consistent and effective integration of CSCL into the KM structure of organizations. It also describes a framework to evaluate the results of this integration.

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