Operationalizing Knowledge Sharing for Informers

Knowledge sharing is a popular research topic; however, the construct has not been well defined theoretically or in terms of how to operationalize it, as there appears to be little consistency. This apparent lack of consistency is problematic for developing a cumulative understanding of the predictors and outcomes of this behavior. This study examines how other researchers have operationalized knowledge sharing, and conduct a qualitative study to further understand this construct. A knowledge sharing and hoarding classification system is developed, and six knowledge sharing behavioral categories are identified. Finally, recommendations are made for future research in knowledge management.

Applying Sense-Making Methodology to Design Knowledge Management Practices

This chapter introduces readers to Dervin’s Sense-Making Methodology (SMM) and demonstrates how it has been applied to design knowledge management projects for the public sector. The projects described in this chapter were implemented between November 2005 to June 2006 when the main author was the Head of Knowledge Management for the Improvement Service for the Scottish Government, a company limited by guarantee with a budget provided by the Scottish Executive, with the aim to improve the efficiency, quality and accountability of public services in Scotland through learning, sharing knowledge and delivering improvement solutions. Sense-Making Methodology is based on a set of assumptions which challenge some fundamental knowledge management thinking. The SMM assumptions imply the need for alternative procedures to be implemented to promote knowledge sharing. Three primary applications are discussed: (a) conducting user study to understand user needs; (b) designing web-based KM systems; and (c) facilitating dialogue to nurture communities of practice. This chapter aims at stimulating further thinking and debate in adopting theoretically informed approaches to implement knowledge management practices.

Work Unit's Knowledge Processing Style

Intraorganizational units play a critical role in KM processes of acquiring, creating, exchanging, and utilizing knowledge assets. While much attention has been directed to effective knowledge strategies for supporting organizational KM processes, there is a lack of insightful research on knowledge strategy and its implementation at the work-unit level. This study examines two types of work unit knowledge processing styles (i.e., codification and personalization) and explores the relationship between critical determinants (i.e., task, organizational culture, and technology) and knowledge processing styles. The results showed that task variety and task analyzability were strongly associated with both knowledge processing styles. Interestingly, task interdependence and autonomy were significantly related only to personalization, whereas IT support was strongly associated with codification. The findings from this study suggest that the unit’s organizational variables should harmonize appropriately with its knowledge processing styles.

Understanding the Composition of Knowledge Management Capability

Knowledge assets are an important organizational resource. Both research and practice literature has recognized that, if managed properly, knowledge resources have the potential to contribute to a firm’s performance. Yet, the way in which organizations build knowledge management (KM) capability is relatively poorly understood. The diversity of knowledge assets existing within organizations makes it difficult to have a common understanding of how to utilize the knowledge resource most effectively. Drawing from both Resource Based View and Organizational Learning literature, the authors present a Knowledge Management (KM) framework that describes distinctly different types of knowledge assets within organizations. KM traditionally encompasses a range of activities associated with the knowledge lifecycle, including creation and capture of knowledge, transfer or sharing of this knowledge, and its application and reuse in organizations. While explicating the characteristics of the different knowledge assets, our KM framework describes the unique activities required to manage these assets. Using this framework, organizations can evaluate their knowledge needs and selectively invest in knowledge resources, focusing on the activities required to manage them effectively. The authors believe that this framework will allow organizations to build optimal KM capabilities dictated by their business needs and goals, and in alignment with their overall business strategy.

Do Organizational Memory and Information Technology Interact to Affect Organizational Information Needs and Provision?

The results reported in this chapter were obtained through the study of 43 work-units belonging to five business firms in a large group of Tunisian companies. Using the declarative, procedural and judgmental dimensions of organizational memory, interaction effects were detected between IT and organizational memory. Analyses of the data support the view that storage technologies interact with declarative memory contributing to reduce organizational information needs. But, contrary to expectations, storage technologies interact negatively with declarative memory on information provision. Furthermore, network technologies interact negatively with judgmental memory on information provision. These results raise issues that have been rarely encountered in the literature.

Using Soft Systems Methodology to Reveal Socio-Technical Barriers to Knowledge Sharing and Management

Nonaka (1998) argued that for companies to prosper they must move away from a view of organizations as information processing entities with a focus on formal and systematic knowledge to exploit tacit knowledge. Much of the subsequent literature relates to commercial companies, often in North America. Public services in the UK are undergoing rapid change to improve cost effectiveness, customer focus and improve outcomes. Reports such as Wanless (2002, 2004, 2007), Protti (2002) and Gray (2007) argue that this requires a more intelligent use of knowledge and information. However, authors such as Avison and Wood Harper, (1990) have long argued that systems to support such information-based innovations are context dependent and should be viewed as socio-technical systems rather than simply technological systems. This study uses Checkland’s Soft systems Methodology (SSM) to consider the local factors operating within a case study from a local NHS health informatics service organization to assess the need to take account of local factors when applying knowledge management techniques in such cases, with a particular focus on managing the tacit knowledge components, highlighted by Nonaka.

Developing an Integrated Model for Understanding Knowledge Management Practices in an Arab Country

This chapter seeks to develop a model for understanding Knowledge Management (KM) practice in an Arab socio-economic context. To achieve the objectives of the study, a conceptual KM model was proposed and described; it was then illustrated using a case study. The chapter adopts a case study approach as a powerful source of understanding the KM specificities. Twelve interviews were conducted with executives of a telecommunications company, and then were systemically analyzed. Based on the findings of the study, a profile of KM in an Arab country is developed as well as a holistic and integrative KM model. The final model concludes with a proposed a three-layer KM model. The first layer includes KM drivers (market liberalization, technological advancements, and customers’ preferences); the second includes KM processes (knowledge strategizing, sourcing, composing, sharing, and using), whereas the third layer includes KM enablers (KM buying behavior, convergence of business and technology, source-data quality, project championship, process-based structure, and sharing culture). However, the proposed model requires further testing through conducting more case studies to be able to capture the best practice of KM in this important region.

Knowledge Sharing Model of 24-Hour Knowledge Factory

In order to improve the level of decision making and competitive advantage, organizations are actively trying to develop and incorporate new knowledge management techniques that are suited for the evolving global economy; the notion of globally distributed team environments represents one area of heavy focus. In implementing a globally distributed work environment, decision makers are faced with an increasingly daunting task of reconciling disparate distributed and heterogeneous data sources. Further, these data sources are growing every day as corporations dedicate more of their resources to a multinational scenario, rather than to a domestic or geographically-specific focus. In order to address this growing problem of knowledge sharing, the authors propose a knowledge sharing model that incorporates the notion of the 24-Hour Knowledge Factory, in conjunction with grid computing and case-based reasoning (CBR). This chapter begins with a description of the 24-Hour Knowledge Factory, the Enterprise Common Knowledge Shared (ECKS) methodology, and the evolving time-shift sharing model. Next, a CBR-adapted approach, based on grid computing, is presented for use in a 24-Hour Knowledge Factory environment. Finally, several types of enterprise knowledge transfer mechanisms are presented in this paper.

Organizational Culture for Knowledge Management Systems

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Risk Management

This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of governance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articulation, strategic alignment and activity to address risks to effective, sustainable KM.