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Journal articles on the topic 'Knowledge management practice'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Sensky, Tom. "Knowledge management." Advances in Psychiatric Treatment 8, no. 5 (September 2002): 387–95. http://dx.doi.org/10.1192/apt.8.5.387.

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Knowledge management sounds superficially like yet another of those topical expressions describing something that has been developed outside medicine and is possibly ill-suited for application within the field, but offering an excuse for yet more change. However, one of the distinguishing features of every profession is that it applies a body of specialist knowledge and skills to a defined purpose. Knowledge in medicine is growing exponentially. In a recent survey of just 22 general practices, the practice guidelines identified weighed 28 kg (Hibble et al, 1998)! In psychiatry, about 5500 papers which potentially have clinical relevance are published annually. Keeping pace with knowledge as it grows is a major challenge for all clinicians. This is reflected in the National Health Service (NHS) information strategy, which identifies three specific needs of clinicians (NHS Executive, 1998). These are: •fast, reliable and accurate information about patients in their care;•access to knowledge to inform clinical practice;•access to information to underpin evaluation of clinical practice, planning and research, clinical governance and continuing professional development.

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Dilnutt, Rod. "Knowledge management in practice." International Journal of Accounting Information Systems 3, no. 2 (August 2002): 75–81. http://dx.doi.org/10.1016/s1467-0895(02)00036-2.

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Leech, Stewart A., and Steve G. Sutton. "Knowledge management issues in practice." International Journal of Accounting Information Systems 3, no. 2 (August 2002): 69–73. http://dx.doi.org/10.1016/s1467-0895(02)00040-4.

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du Plessis, T., and A. S. A. du Toit. "Knowledge management and legal practice." International Journal of Information Management 26, no. 5 (October 2006): 360–71. http://dx.doi.org/10.1016/j.ijinfomgt.2006.06.003.

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Ahmed, Pervaiz K., Kwang K. Lim, and Mohamed Zairi. "Measurement practice for knowledge management." Journal of Workplace Learning 11, no. 8 (December 1999): 304–11. http://dx.doi.org/10.1108/13665629910300478.

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Susanty, Ade Irma, Yuyu Yuningsih, and Grisna Anggadwita. "Knowledge management practices and innovation performance." Journal of Science and Technology Policy Management 10, no. 2 (June 3, 2019): 301–18. http://dx.doi.org/10.1108/jstpm-03-2018-0030.

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Purpose This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM) practices] for the purpose of improving innovation performance through proactive management of knowledge assets. This study explores the impact of KM practices on innovation performance in the research and training center of government apparatus. Design/methodology/approach This research provides empirical evidence on how various KM practices influence innovation performance. The results are based on the survey data collected in four areas of research and training centers of government apparatuses in Indonesia. Partial least squares are used to test the hypothesized relationships between KM practices and innovation performance. Findings The study found that IT practices and work organizations are positively and significantly related to innovation performance. This means that better implementation of information and technology will push innovation performance. The study also points out that knowledge-based compensation practice is one of the KM practice variables which is negatively and significantly related to innovation performance. This result shows that innovation performance will decrease by compensating knowledge improvement. Practical implications This study implies that in developing innovation performance, the research and training center should not focus on providing compensation, as it will only increase the costs rather than the innovation performance itself. Originality/value This study adds a knowledge-based view of government agencies by demonstrating the significance of KM for innovation performance. This study is also valuable from a managerial perspective, as it highlights the most effective KM practice to improve organizational innovation performance.

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Svoboda, E. "Knowledge-management in managerial work of business management." Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (January 7, 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.

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Devi Ramachandran, Sharimllah, Siong Choy Chong, and Hishamuddin Ismail. "The practice of knowledge management processes." VINE 39, no. 3 (August 28, 2009): 203–22. http://dx.doi.org/10.1108/03055720911003978.

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Edwards, John S. "Knowledge innovation: strategic management as practice." Knowledge Management Research & Practice 5, no. 3 (August 2007): 224–25. http://dx.doi.org/10.1057/palgrave.kmrp.8500148.

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Nielsen, Bo Bernhard, and Francesco Ciabuschi. "Siemens ShareNet: Knowledge Management in Practice." Business Strategy Review 14, no. 2 (June 2003): 33–40. http://dx.doi.org/10.1111/1467-8616.00257.

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Regan, Elizabeth A. "Knowledge Management: Evolving Concept and Practice." International Journal of Knowledge, Culture, and Change Management: Annual Review 6, no. 9 (2007): 11–24. http://dx.doi.org/10.18848/1447-9524/cgp/v06i09/50280.

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Iverson, Joel O., and Robert D. Mcphee. "Knowledge Management in Communities of Practice." Management Communication Quarterly 16, no. 2 (November 2002): 259–66. http://dx.doi.org/10.1177/089331802237239.

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Karvalics, Laszlo Z., and Nikunj Dalal. "Beyond Knowledge Management." International Journal of Knowledge Society Research 2, no. 4 (October 2011): 62–72. http://dx.doi.org/10.4018/jksr.2011100105.

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The authors outline trends in managing knowledge, introduce the emerging framework of knowledge governance, and expand its scope. The major approaches of classical knowledge management, distilled to cook-book definitions and consultant practices, are increasingly viewed as inadequate in addressing the growing complexity of information and knowledge flows in modern organizations and societies dealing with rapidly changing environments. Reflecting a new normative push towards conceptual innovation, knowledge governance has emerged as a new paradigm to describe, understand, and analyze the expanding “knowledge domain” in a holistic and comprehensive way. Knowledge governance involves the design of structures and mechanisms to support the processes of sharing and creating knowledge. Knowledge governance has two main interpretation levels in the literature: the company- (micro-) and the national (macro-) level. The authors propose a three-layer model adding a layer of “global” knowledge governance. Analyzing and separating the main issues in this way, we can reformulate the focus of knowledge governance research and practice in all layers.

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Shah, Mahmood Hussain, Nevena Rahneva, and Rizwan Ahmed. "Knowledge Management Practice at a Bulgarian Bank." International Journal of Knowledge Management 10, no. 3 (July 2014): 54–69. http://dx.doi.org/10.4018/ijkm.2014070104.

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This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice.

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Zoogah, David B., Emanuel Gomes, and Miguel Pina Cunha. "Autochthonous management knowledge/knowledge management in Africa." Journal of Knowledge Management 24, no. 6 (June 16, 2020): 1493–512. http://dx.doi.org/10.1108/jkm-10-2019-0554.

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Purpose There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach The authors review studies on knowledge management and paradoxes on Africa. Findings The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international “best practice.” Originality/value The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management.

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Huang, Nen‐Ting, Chiu‐Chi Wei, and Wei‐Kou Chang. "Knowledge management: modeling the knowledge diffusion in community of practice." Kybernetes 36, no. 5/6 (June 19, 2007): 607–21. http://dx.doi.org/10.1108/03684920710749703.

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George Saadé, Raafat, Fassil Nebebe, and Tak Mak. "Knowledge Management Systems Development: Theory and Practice." Interdisciplinary Journal of Information, Knowledge, and Management 6 (2011): 035–72. http://dx.doi.org/10.28945/1361.

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Dickinson, Gail, and James A. Marken. "Community of Practice Application in Knowledge Management." International Journal of Digital Library Systems 5, no. 1 (January 2015): 9–15. http://dx.doi.org/10.4018/ijdls.2015010102.

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Shropshire, Sandra, Jenny Lynne Semenza, and Regina Koury. "Knowledge management in practice in academic libraries." IFLA Journal 46, no. 1 (November 7, 2019): 25–33. http://dx.doi.org/10.1177/0340035219878865.

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Developments in higher education present disruptions in the normal operations of an academic library. Shrinking budgets, technological innovations, and changes in staffing each cause organizations to question traditional mores and can motivate managers to utilize new ways of thinking to manage workflow and to address evolving institutional initiatives. Knowledge management has emerged as one such way of thinking about management challenges. The authors present basic knowledge management principles, and identify and analyse knowledge management practices at two academic libraries.

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Tong, Jin, and Amit Mitra. "Chinese cultural influences on knowledge management practice." Journal of Knowledge Management 13, no. 2 (April 3, 2009): 49–62. http://dx.doi.org/10.1108/13673270910942691.

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Dani, S., J. A. Harding, K. Case, R. I. M. Young, S. Cochrane, J. Gao, and D. Baxter. "A methodology for best practice knowledge management." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 220, no. 10 (October 2006): 1717–28. http://dx.doi.org/10.1243/09544054jem651.

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Prentice, Ann E. "Knowledge Management in Practice: Connections and Context." Journal of the American Society for Information Science and Technology 60, no. 3 (March 2009): 642. http://dx.doi.org/10.1002/asi.21014.

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Simone, Carla, Mark Ackerman, and Volker Wulf. "Knowledge Management in Practice: A Special Issue." Computer Supported Cooperative Work (CSCW) 21, no. 2-3 (March 15, 2012): 109–10. http://dx.doi.org/10.1007/s10606-012-9161-7.

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Hunter, Laurie, Phil Beaumont, and Matthew Lee. "Knowledge management practice in Scottish law firms." Human Resource Management Journal 12, no. 2 (April 2002): 4–21. http://dx.doi.org/10.1111/j.1748-8583.2002.tb00061.x.

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Orzano, A. John, Claire R. McInerney, Alfred F. Tallia, Davida Scharf, and Benjamin F. Crabtree. "Family medicine practice performance and knowledge management." Health Care Management Review 33, no. 1 (January 2008): 21–28. http://dx.doi.org/10.1097/01.hmr.0000304489.65028.75.

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Ibrahim, Fahmi. "Knowledge Management Methodology: Developing a Phenomenalogical Middle-range Thinking Approach for Knowledge Management Research." Journal of Management Research 9, no. 4 (October 5, 2017): 110. http://dx.doi.org/10.5296/jmr.v9i4.10790.

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In light of the fact that KM research and practice embraces a wide range of activities and interest, complexity emerges when consideration is given to the actual conduct of research to be undertaken. Drawing from numerous literature, KM covers, on the one hand, technological interventions (objectivist perspective) that aim to support knowledge sharing, while on the other hand, it also covers the appreciation of social approaches (practice-based perspective) that emphasise the importance of people in sharing knowledge. Due to the fact that KM covers such a broad spectrum of area, it calls for greater scrutiny into the way that research is undertaken. The aim of this paper is to discuss the methodological issues within which the KM study should be undertaken. The paper considers the appropriateness of a particular methodology stance for the KM research while focusing on research processes. In particular, a phenomenological approach to middle-range theory is used to develop a comprehensive framework of KM as context of the study. The rationale for using a phenomenological to middle-range theory is provided from the viewpoint that it requires researchers to focus on developing theory which produces explanations that are arguably a more realistic depiction of the hard/technical and soft/social nature of KM practices.

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Bezginova, Yu A., T. A. Garanina, D. V. Kudryavtsev, and A. Yu Pleshkova. "Knowledge management practicesin oil companies." Open Education 22, no. 6 (January 14, 2019): 27–38. http://dx.doi.org/10.21686/1818-4243-2018-6-27-38.

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The purpose of the study.In the economy of the 21st century, knowledge is the main source of obtaining sustainable competitive advantages of enterprises, and knowledge management (KM) is the main mechanism for ensuring and maintaining it. People and knowledge they possess, know-how, ability to innovate, trust relationships with customers and partners, and other intangible assets are becoming the most important sources of development for an organization. KM is traditionally carried out with the help of the following components: information technology, organizational processes and structures, corporate culture and people. In addition, there are complex tools of KM, which usually combine several KM components: a library of documents (knowledge base, corporate memory), communities of practice, lessons learned, etc. The purpose of this study is to illustrate the application of KM practices in companies in the oil industry of the Russian Federation.Materials and methods.This article used the analysis of secondary data sources, and also reviewed in detail two cases, describing KM in the activities of oil companies in Russia. In order to understand at what stage is the development of the knowledge management system (KMS) in oil companies of Russia it’s necessary to compare the use of KM tools in foreign and domestic practice, this paper is based on information, provided in open sources. Observations are formed and the most prominent examples of the use of KM tools are indicated.Results.The article provides an overview of KM tools, examples of their use in the oil and gas industries, and also examined the domestic practice of their use, based on cases of Russian oil companies. Examples of the use of KM tools, based on technologies and employees in foreign and Russian oil companies are pre-sented. On the example of cases of two well-known Russian oil companies, the stages of formation and de-velopment of knowledge management system in a company were considered, specific practices of KM, which appeared in companies at the respective stages of KMS development, were presented, as well as fea-tures of KM in each company.Conclusion.For a number of reasons, oil companies are advocates of the proactive use of KM systems. In the course of the analysis, the trends of KM in the oil sector of the Russian economy were identified: com-plexity of use, poor acceptance of innovations, not related to production/technological processes, the begin-ning of the emergence of a policy of active knowledge sharing, a move towards creating a flexible KM sys-tem. This article will draw the attention of Russian managers to the issue of knowledge management and other intangible assets and identify management practices that will help Russian companies to successfully develop and compete, based on their intellectual capital. The article will also be of interest for specialists in knowledge management and practitioners from related fields.

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Goel, Lakshmi. "Distributed ‘Knowing in Practice' Enabled by Knowledge Management Systems." International Journal of Knowledge Management 13, no. 4 (October 2017): 56–72. http://dx.doi.org/10.4018/ijkm.2017100103.

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Many companies set up operations offshore and complete projects by ‘worksharing' where responsibilities are split between geographically dispersed offices. This article looks at how knowledge management systems facilitate practices essential for collaborative, distributed work. A qualitative case study is conducted at a large multinational engineering, procurement and construction (EPC) company that has successfully implemented a knowledge management system. The study uses the framework of ‘knowing in practice' to the context of worksharing. This article contributes to the practice by providing specific suggestions that can be implemented from a social technical perspective to facilitate worksharing. Specifically, suggesting technological factors, and efforts needed by users and managers, in facilitating worksharing. This article contributes to research by applying the lens of ‘knowing in practice' to the context of worksharing.

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Hoon Song, Ji, Daiho Uhm, and Seung Won Yoon. "Organizational knowledge creation practice." Leadership & Organization Development Journal 32, no. 3 (May 10, 2011): 243–59. http://dx.doi.org/10.1108/01437731111123906.

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Monika, Allaudin Khoja, Poonacha KS, Deshpande Anshula, Bargale Seema, Raol Rameshwari, and Joshi Parth. "Evaluation of Knowledge, Attitude and Practice about the Antibiotics Prescription." Case Reports in Dental Science 1, no. 2 (December 31, 2020): 35–39. http://dx.doi.org/10.46619/crds.2020.1-1008.

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Dei, De-Graft Johnson, and Thomas Bingle van der Walt. "Knowledge management practices in universities: The role of communities of practice." Social Sciences & Humanities Open 2, no. 1 (2020): 100025. http://dx.doi.org/10.1016/j.ssaho.2020.100025.

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Shokri-Ghasabeh, Morteza, and Nicholas Chileshe. "Knowledge management." Construction Innovation 14, no. 1 (January 6, 2014): 108–34. http://dx.doi.org/10.1108/ci-06-2013-0026.

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Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

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Razzaq, Shahid, Muhammad Shujahat, Saddam Hussain, Faisal Nawaz, Minhong Wang, Murad Ali, and Shehnaz Tehseen. "Knowledge management, organizational commitment and knowledge-worker performance." Business Process Management Journal 25, no. 5 (September 2, 2019): 923–47. http://dx.doi.org/10.1108/bpmj-03-2018-0079.

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Purpose Knowledge management in the public sector is relatively an ignored avenue of research and practice that has recently been given attention. Knowledge management initiatives in the public sector are now not limited to the developed countries anymore. The public sectors of various developing countries including Pakistan have developed knowledge management functions to address the problems of low organizational commitment (higher turnover rates) and knowledge-workers’ performance. Consequently, the purpose of this paper is to examine the mediation role of organizational commitment in the relationship between knowledge management practices and knowledge-worker performance. Design/methodology/approach The data were gathered from 341 knowledge workers of the public sector health department of Punjab Province, Pakistan, where knowledge management unit initiative has been taken. It was then analyzed using the structural equation modeling. Findings Organizational commitment partially mediates the relationship between knowledge management practices and knowledge-work performance. Practical implications The public sector policy makers are strongly advised to implement knowledge management units and practices in order to enhance knowledge-work performance as well as organizational commitment. Originality/value First, the model on the mediating role of organizational commitment has never been examined before. Second, the data collection from the public Health Department of Pakistan, a developing country, is relatively rare because the public sector knowledge management studies have mostly been conducted in developed countries. Finally, this study extends the literature on knowledge management in the public sector that is the developing theme in knowledge management discipline while adding knowledge management as a toolkit to enhance knowledge-workers’, organizational commitment and knowledge-work performance.

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Beer, Michael. "Making a Difference: Developing Actionable Knowledge for Practice and Theory." Journal of Applied Behavioral Science 56, no. 4 (July 8, 2020): 506–20. http://dx.doi.org/10.1177/0021886320939613.

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There is a widely acknowledged gap between academic research and practice. While the field of organizational studies and development has had an impact on management practice in some organizations, it has had only a modest impact on widely accepted management practice or theory. To make a difference, scholar–consultants will have to develop innovative management practices and theories that explain why, when and how their new practices improves organizational outcomes. In this essay, I outline research and development principles that will enable scholar–consultants to have an impact on management practice. I illustrate these principles with my own research and development of the Strategic Fitness Process, a strategic management process, and its underlying theory of organizational effectiveness.

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YOUSIF, Nagwa Babiker Abdalla, Katarzyna GRONDYS, Salah GAD, and Walaa ELSAYED. "Knowledge management in non-governmental organizations (NGOs)." ADMINISTRATIE SI MANAGEMENT PUBLIC 1, no. 35 (November 27, 2020): 90–108. http://dx.doi.org/10.24818/amp/2020.35-06.

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The purpose of this study is to identify factors that influence knowledge management and evaluate its effectiveness in non-governmental organizations in the context of an integrative-oriented approach. The assessment framework for knowledge management effectiveness offered in this study permits the evaluation of decision-making alternatives and their impact on the effectiveness of knowledge management. The analysis of knowledge management effectiveness was performed using a coefficient-based assessment method on practices such as knowledge creation, knowledge acquisition, and knowledge attraction. The assessment framework incorporates both rational and asymmetry-driven styles in the decision-making practice. The study involved six nongovernmental organizations of various specializations from across the globe. The majority of non-governmental organizations showed an upward trend in the knowledge management effectiveness over the past five years. The knowledge creation asymmetry was established. The analysis of knowledge management alternative revealed that five out of six non-governmental organizations should continue those process that were effective at the time of the study and only one organization needs to move to a practice that was less effective during the research period. The major finding is that actions aimed at enhancing the least effective practice will fail to be as effective as the asymmetry-driven decision, even if they ensure a double increment

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McIver, Derrick, Cynthia A. Lengnick-Hall, Mark L. Lengnick-Hall, and Indu Ramachandran. "Understanding Work and Knowledge Management from a Knowledge-in-Practice Perspective." Academy of Management Review 38, no. 4 (October 2013): 597–620. http://dx.doi.org/10.5465/amr.2011.0266.

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Chierici, Roberto, Alice Mazzucchelli, Alexeis Garcia-Perez, and Demetris Vrontis. "Transforming big data into knowledge: the role of knowledge management practice." Management Decision 57, no. 8 (September 12, 2019): 1902–22. http://dx.doi.org/10.1108/md-07-2018-0834.

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Purpose The purpose of this paper is to empirically investigate how big data collected from social media contribute to knowledge management practices, innovation processes and business performance. Design/methodology/approach The study used 418 questionnaires collected from firms that actively invest in marketing, advertising and communication in the Italian market. The hypotheses testing and analysis were conducted using structural equation modeling. Findings The results reveal that customers’ data gathered from social media produce different effects on knowledge management practices and firms’ innovation capacity. Furthermore, increased innovation capacity turned out to affect customer relationship performance directly, while it contributes to gain better financial performance only when it is used to gain relational outcomes. Originality/value The outcomes of the study help firms to develop a clear understanding about which big data retrieved from social media can be useful to improve their knowledge management practices and enhance their innovation capacity. Moreover, by investigating the mediating role of big data knowledge management in the context of social media knowledge acquisition and innovation capacity, this study also extends the mediation variables used to understand the relationship between knowledge capabilities and practices and innovation constructs.

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McIver, Derrick, and Xiaodan “Abby” Wang. "Measuring knowledge in organizations: a knowledge-in-practice approach." Journal of Knowledge Management 20, no. 4 (July 11, 2016): 637–52. http://dx.doi.org/10.1108/jkm-11-2015-0478.

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Purpose This paper aims to develop a reliable and valid scale for measuring the underlying knowledge involved in work. To do so, it builds on the knowledge-in-practice (KIP) framework that suggests different types of work have different underlying knowledge characteristics. This allows us to answer two important questions: What are the underlying characteristics of KIP that are important to effectively manage a firm’s knowledge resources? How do we measure these characteristics? The answers help to build theoretical and empirical understanding of the construct of KIP. Design/methodology/approach The study uses a discovery-oriented survey design methodology to design the survey instrument, followed by a mixed-methods approach to validate the scale. Findings A new scale is developed for measuring the tacitness and learnability of the knowledge involved in work. It allows work units to be evaluated based on the underlying knowledge involved in different types of work. Research limitations/implications The KIP scale can be used for measuring the type of knowledge characteristics in organizations. Academics can use this study as a basic model to explore knowledge across different contexts and focus on the different characteristics within and across work contexts. Practical implications The study provides a clearer and more granular understanding of knowledge in organizations that can be used as a guideline to refer to when measuring and assessing knowledge requirements. Originality/value Scholars have pushed to understand work from a knowledge and collaboration perspective. A measurement scale for the KIP framework provides a critical first step towards this outcome.

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Yeong, Anthony, and Thou Tin Lim. "Integrating knowledge management with project management for project success." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 8. http://dx.doi.org/10.5130/pppm.v1i2.1735.

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This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

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Botha, D. F. "Towards an instrument for surveying knowledge management practices." South African Journal of Business Management 36, no. 1 (March 30, 2005): 1–6. http://dx.doi.org/10.4102/sajbm.v36i1.615.

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The research was conducted to develop and stabilize a data collection and analysis instrument for an annual survey of knowledge management practices in the South African business sector. From a literature study it was deduced that six factors could be identified with necessary and sufficient reason to be used as main parameters for the assessment instrument. Synthesized a priori and posteriori judgmental knowledge was used to construct a number of aggregational indicators for each factor. Each indicator posited as a statement being a recognized knowledge management practice. A modified six point Likert scale was created to score/indicate gradual progression towards full implementation of a specific practice. Regression factor analysis and one-way analysis of variance was used on the collected data to evaluate the instrument. These analyses indicated that the instrument could detect the expected differences on the demographics and on the KM practices of the survey and could therefore be declared sound and verified. The analyses also revealed several modifications that could be used to improve the instrument.

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Peng, Jian, Allan Lawrence, and Richard Lihua. "Knowledge Management from China Perspective: Theory and Practice." International Journal of Technology, Knowledge, and Society 4, no. 1 (2008): 83–92. http://dx.doi.org/10.18848/1832-3669/cgp/v04i01/55824.

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Venkatraman, Sitalakshmi, and Ramanathan Venkatraman. "Communities of Practice Approach for Knowledge Management Systems." Systems 6, no. 4 (September 27, 2018): 36. http://dx.doi.org/10.3390/systems6040036.

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In this digital world, organisations are facing global competition as well as manpower pressures leading towards the knowledge economy, which heavily impacts on their local and international businesses. The trend is to foster collaboration and knowledge sharing to cope with these problems. With the advancement of technologies and social engineering that can connect people in the virtual world across time and distance, several organisations are embarking on knowledge management (KM) systems, implementing a community of practice (CoP) approach. However, virtual communities are relatively new paradigms, and there are several challenges to their successful implementation from an organisation’s point of interest. There is lack of CoP implementation framework that can cater to today’s dynamic business and sustainability requirements. To fill the gap in literature, this paper develops a practical framework for a CoP implementation with a view to align KM strategy with business strategy of an organization. It explores the different steps of building, sharing, and using tacit and explicit knowledge in CoPs by applying the Wiig KM cycle. It proposes a practical CoP implementation framework that adopts the Benefits, Tools, Organisation, People and Process (BTOPP) model in addressing the key questions surrounding each of the BTOPP elements with a structured approach. Finally, it identifies key challenges such as organizational culture and performance measurements, and provides practical recommendations to overcome them for a successful CoP implementation.

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Currier, Kenneth F., Fong Chan, Norman L. Berven, Rochelle V. Habeck, and Darrell W. Taylor. "Functions and Knowledge Domains for Disability Management Practice." Rehabilitation Counseling Bulletin 44, no. 3 (April 2001): 133–43. http://dx.doi.org/10.1177/003435520104400303.

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Edwards, John S., Meliha Handzic, Sven Carlsson, and Mark Nissen. "Knowledge management research & practice: visions and directions." Knowledge Management Research & Practice 1, no. 1 (July 2003): 49–60. http://dx.doi.org/10.1057/palgrave.kmrp.8500005.

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Pan, Shan L., and Harry Scarbrough. "Knowledge Management in Practice: An Exploratory Case Study." Technology Analysis & Strategic Management 11, no. 3 (September 1999): 359–74. http://dx.doi.org/10.1080/095373299107401.

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Kimble, Chris, and Paul Hildreth. "Dualities, distributed communities of practice and knowledge management." Journal of Knowledge Management 9, no. 4 (August 2005): 102–13. http://dx.doi.org/10.1108/13673270510610369.

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Moore, Keith M. "Network Framing of Pest Management Knowledge and Practice*." Rural Sociology 73, no. 3 (September 2008): 414–39. http://dx.doi.org/10.1526/003601108785766552.

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Ferreira, João, Jens Mueller, and Armando Papa. "Strategic knowledge management: theory, practice and future challenges." Journal of Knowledge Management 24, no. 2 (October 10, 2018): 121–26. http://dx.doi.org/10.1108/jkm-07-2018-0461.

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Crawford, Lynn, and Julien Pollack. "How Generic are Project Management Knowledge and Practice?" Project Management Journal 38, no. 1 (March 2007): 87–96. http://dx.doi.org/10.1177/875697280703800109.

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Huang, Fang, Scott Gardner, and Sanaz Moayer. "Towards a framework for strategic knowledge management practice." VINE Journal of Information and Knowledge Management Systems 46, no. 4 (November 14, 2016): 492–507. http://dx.doi.org/10.1108/vjikms-08-2015-0049.

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Purpose This paper aims to address the limitations of current knowledge management (KM) models by presenting a strategic knowledge management (SKM) framework based on a unique configuration of literature concerned with optimising learning and knowledge creation at the interface between human (soft) and information and communication technology (hard) networks. Design/methodology/approach This paper revisits the key tenets and most frequently cited models in the existing literature, summarises their common elements, clarifies the interrelationships between the hard and soft KM processes and practices and systemically incorporates these previously separate and independent elements into a new integrated conceptual framework. Then, it identifies key organisational factors which could facilitate this integration and leverage the value generated from different systems embedded in this model. Findings The paper highlights the key elements and applications of a new SKM conceptual model for actively and purposefully integrating explicit and tacit knowledge embedded within organisation systems and broader social and business intelligence networks. Practical implications The application of the thinking, organising principles and management practices derived from the SKM framework with its unique characteristics that are hard to substitute or imitate may support improvement and/or innovation of processes, products, services and brands contributing to sustainable competitive advantage of the firm. Originality/value While both hard and soft KM systems have been individually identified by previous studies as integral to KM, the research is amongst the first attempts to explore how to integrate both systems within a strategic KM framework with supporting organisational design principles for creating firm competitive advantage.

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