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Journal articles on the topic 'Knowledge of the Organization'

Author: Grafiati

Published: 28 May 2022

Last updated: 31 July 2025

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1

Budzak, Danny. "The organization of organizational knowledge." Business Information Review 30, no. 4 (2013): 183–90. http://dx.doi.org/10.1177/0266382113520381.

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2

Stokvik, Hanne, Daniel Adriaenssen, and Jon-Arild Johannessen. "Tacit knowledge, organizational learning and innovation in organizations." Problems and Perspectives in Management 14, no. 3 (2016): 246–55. http://dx.doi.org/10.21511/ppm.14(3-1).2016.11.

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Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation. Contribution: 1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation. 2. The research of the authors shows that ta

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3

Tsoukas, Haridimos. "Knowledge as Action, Organization as Theory: Reflections on Organizational Knowledge." Emergence 2, no. 4 (2000): 104–12. http://dx.doi.org/10.1207/s15327000em0204_10.

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4

Kumar, Mohnish. "Organizational Trust in the Indian Knowledge Organization." Delhi Business Review 18, no. 1 (2017): 71–82. http://dx.doi.org/10.51768/dbr.v18i1.181201716.

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5

Baines, Anna. "Exploiting organizational knowledge in the learning organization." Work Study 46, no. 6 (1997): 202–6. http://dx.doi.org/10.1108/00438029710367631.

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6

Luca, Alina, Luminita Mihaela Lupu, and Ionut Viorel Herghiligiu. "ORGANIZATIONAL KNOWLEDGE ACQUISITION - STRATEGIC OBJECTIVE OF ORGANIZATION." CBU International Conference Proceedings 4 (September 21, 2016): 126–31. http://dx.doi.org/10.12955/cbup.v4.753.

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Knowledge is now considered the most important resource of an organization, with organizational knowledge acquisition identified in literature as a process that can determine the difference between success and failure of an organization. It is considered necessary for each organization to manage the acquisition of knowledge as a central element in business continuity planning, optimizing costs, and organizational objectives. The main goal of this paper is to develop a framework for organizational knowledge acquisition. This purpose is relevant because, until now, the literature encompasses the

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7

Mannes, Suzanne M., and Walter Kintsch. "Knowledge Organization and Text Organization." Cognition and Instruction 4, no. 2 (1987): 91–115. http://dx.doi.org/10.1207/s1532690xci0402_2.

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8

Putri, Mariza Cindo, and Sri Raharso. "PENGARUH BUDAYA ORGANISASI TERHADAP KNOWLEDGE SHARING." Jurnal Riset Bisnis dan Investasi 2, no. 2 (2016): 80. http://dx.doi.org/10.35697/jrbi.v2i2.75.

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Business organizations must have good characteristics and a differentiator from other organizations. Business organizations that have a strong organizational culture will be able to last a long time and can deal with change. An organizational culture consists of norms and values that guide the behavior of members of the organization. The behavior of members of the organization that occurred in the workplace one of them is knowledge sharing activities. In a learning organization, to gain new knowledge sharing activity is needed. With a strong organizational culture, knowledge sharing activities

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9

Mohapatra, Sanjay, and Rahul Thakurta. "Knowledge management practices of an IT company." Emerald Emerging Markets Case Studies 4, no. 2 (2014): 1–27. http://dx.doi.org/10.1108/eemcs-07-2013-0130.

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Subject area – Knowledge management strategy. Study level/applicability – Small and medium organizations providing technology solutions. Case overview – This case presents the developments in BATOI, as it intends to proliferate its services and offerings. BATOI offers an enterprise-class cloud computing platform along with a set of software applications, a business social network and different online information and service portals catering to large audience at the global level. The organization focuses on customer satisfaction as an integral part of the value chain. The case presents the know

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10

Gilchrist, Alan. "On Knowledge Organization." Bilgi Dünyası 13, no. 1 (2012): 249–56. http://dx.doi.org/10.15612/bd.2012.177.

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It is argued that because knowledge is abstract and every person has a unique perception of his environment and the properties and behaviour of its components, it follows that those people engaged in Knowledge Organization (and less directly Knowledge Representation) must base their work on physical records, which we may call carriers of information, or messages. The products based on analysis of these messages can then be considered as models of knowledge. Models are created in order to reduce complexity and to gain a clearer understanding of aspects of the world around us, but they must be c

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11

Gutiérrez, Antonio García. "Declassifying Knowledge Organization." KNOWLEDGE ORGANIZATION 41, no. 5 (2014): 393–409. http://dx.doi.org/10.5771/0943-7444-2014-5-393.

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12

Hjørland, Birger. "Knowledge Organization (KO)." KNOWLEDGE ORGANIZATION 43, no. 6 (2016): 475–84. http://dx.doi.org/10.5771/0943-7444-2016-6-475.

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13

Meerwarth, Tracy L., Robert T. Trotter, and Elizabeth K. Briody. "The Knowledge Organization." Space and Culture 11, no. 4 (2008): 437–54. http://dx.doi.org/10.1177/1206331208314783.

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14

Srasyih, Amjed Ahmed, and Zainuddin bin Hassan. "The Influence of Information Technology on Knowledge Management in Organizations: a Comprehensive Review." International Journal of Innovative Technology and Exploring Engineering 11, no. 12 (2022): 26–32. http://dx.doi.org/10.35940/ijitee.l9337.11111222.

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Knowledge management (KM) is the driving force for economic and social progress in organizations. The growth of any organization in any sector depends on the application and improvement of knowledge management. It is not easy to implement knowledge management as a task of an organization due to the culture of the individual, the roles of the organization and the lack of infrastructure available to support the processes of knowledge management. Besides, the application of knowledge management in an organization requires expert in human resource development and strong managers to encourage emplo

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15

Amjed, Ahmed Srasyih, and bin Hassan Zainuddin. "The Influence of Information Technology on Knowledge Management in Organizations: a Comprehensive Review." International Journal of Innovative Technology and Exploring Engineering (IJITEE) 11, no. 12 (2022): 26–32. https://doi.org/10.35940/ijitee.L9337.11111222.

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<strong>Abstract: </strong>Knowledge management (KM) is the driving force for economic and social progress in organizations. The growth of any organization in any sector depends on the application and improvement of knowledge management. It is not easy to implement knowledge management as a task of an organization due to the culture of the individual, the roles of the organization and the lack of infrastructure available to support the processes of knowledge management. Besides, the application of knowledge management in an organization requires expert in human resource development and strong

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16

Medina, Nogueira Yuly Esther* Nogueira Rivera Dianelys Medina León Alberto Medina Nogueira Daylin El Assafiri Ojeda Yusef Castillo Zúñiga Victor Javier. "METHODOLGY FOR KNOWLEDGE MANAGEMENT AUDIT." INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES & RESEARCH TECHNOLOGY 4, no. 11 (2017): 1–23. https://doi.org/10.5281/zenodo.1045833.

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Organizations are now oriented towards intangible assets, which are difficult to manage; where one of the most important is the knowledge asset. The development of Knowledge Management with a process approach, aimed at the fulfillment of the strategic objectives of the organization is a very effective and current way of proceeding. Determining the knowledge that is lacking and capable of giving value to the processes and organization is developed through a Knowledge Management Audit and constitutes a tool for continuous improvement. Consequently, the objective of the research is: to propose a

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17

Hasanzadeh, Mohammad, Behrooz Rasuli, and Somayeh Jafari. "Knowledge Management in Practice A Critique on the Book "Knowledge Strategy and Knowledge Management"." Critical Studies in Texts & Programs of Human Sciences 22, no. 5 (2022): 267–85. https://doi.org/10.30465/CRTLS.2022.38319.2364.

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Many researchers, professionals, and managers believe that knowledge is one of the key assets of organizations and businesses in the current era. In this regard, the term knowledge strategy has been considered in order to clarify the knowledge assets for the organization, which ultimately improves the efficiency and effectiveness of the organization by implementing knowledge management and formulating a knowledge management strategy. The book "Knowledge Strategy and Knowledge Management" seeks to explain two main concepts, namely "Knowledge Strategy" and "Knowledge Management Strategy" in four

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18

Tini Mogea. "Improving Knowledge Sharing in Organizations." Populer: Jurnal Penelitian Mahasiswa 2, no. 1 (2023): 203–14. http://dx.doi.org/10.58192/populer.v1i1.647.

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Knowledge sharing is a very important part of knowledge management. This article is a literature study on the factors that influence knowledge sharing in organizations. Based on a literature study conducted on the results of research on the factors that influence knowledge sharing in organizations, several factors that influence knowledge sharing are found. These factors are then analyzed and categorized based on aspects of organizational control. Factors that are within the control of the organization amounted to 13 factors. Then this article discusses more about the factors that are within t

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19

Giunchiglia, Fausto, Biswanath Dutta, and and Vincenzo Maltese. "From Knowledge Organization to Knowledge Representation." KNOWLEDGE ORGANIZATION 41, no. 1 (2014): 44–56. http://dx.doi.org/10.5771/0943-7444-2014-1-44.

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20

Liu, Yan Fang, Miao Du, and Yong Jiu Yuan. "Study on Knowledge Integration Contents and Process in Organization Based Knowledge Innovation." Advanced Materials Research 694-697 (May 2013): 2581–86. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.2581.

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Knowledge integration played a major and centre role in the process of organizations knowledge innovation. Study on the knowledge integration contents and process in organization has important significance. There are four contents of knowledge integration in organization knowledge innovation: knowledge integration between different knowledge main bodies; different knowledge levels; the new and original knowledge system; personal study, team study and organization study. The paper discussed the process of knowledge integration toward organization knowledge innovation based on lify-cycle theory

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21

Ali, Sameetah, and Saad Babar. "Organizational Knowledge Creating Capabilities and Employee Performance." Research Journal for Societal Issues 6, no. 2 (2024): 636–64. http://dx.doi.org/10.56976/rjsi.v6i2.229.

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Knowledge creation allows organizations to innovate and respond efficiently to the environmental dynamics. This research examines the relationship of organizational knowledge creating capabilities with employee performance, and also determines mediating effect of organization based self esteem and resilience in this relationship. The organizational knowledge creating capabilities (structure and individual knowledge), organization based self esteem, resilience and employee performance were measured by using a questionnaire of 7 point likert scale. Data were collected from healthcare sector. The

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22

Al-Amri, Mohammed. "تحليل المجال في تنظيم المعرفة". International Journal for Scientific Research 3, № 8 (2024): 379–99. http://dx.doi.org/10.59992/ijsr.2024.v3n8p12.

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This study aimed to clarify the concept of domain analysis and its importance in knowledge organization. The significance of the study lies in the supportive capabilities of this tool in organizing knowledge and designing its systems. The study was conducted to answer the main question: "How does domain analysis contribute to the organization of knowledge and its systems?" Given the nature of the study topic, the inductive approach was used as the most suitable for achieving its objectives. The study presented several results, including the conclusion that domain analysis is considered a socio

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23

Massingham, Peter, and Kieren Diment. "Organizational commitment, knowledge management interventions, and learning organization capacity." Learning Organization 16, no. 2 (2009): 122–42. http://dx.doi.org/10.1108/09696470910939206.

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24

Belhaddioui, El Miloudi, Noureddine Knouzi, Bouzekri Touri, and Mohammed Talbi. "Current Situation on Organizational Knowledge Management, Organization and Governance." Procedia - Social and Behavioral Sciences 116 (February 2014): 1338–42. http://dx.doi.org/10.1016/j.sbspro.2014.01.393.

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25

Liao, Shu-hsien, Wu-Chen Fei, and Chih-Tang Liu. "Relationships between knowledge inertia, organizational learning and organization innovation." Technovation 28, no. 4 (2008): 183–95. http://dx.doi.org/10.1016/j.technovation.2007.11.005.

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26

Machado, Luís Miguel Oliveira. "Ontologies in Knowledge Organization." Encyclopedia 1, no. 1 (2021): 144–51. http://dx.doi.org/10.3390/encyclopedia1010015.

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Within the knowledge organization systems (KOS) set, the term “ontology” is paradigmatic of the terminological ambiguity in different typologies. Contributing to this situation is the indiscriminate association of the term “ontology”, both as a specific type of KOS and as a process of categorization, due to the interdisciplinary use of the term with different meanings. We present a systematization of the perspectives of different authors of ontologies, as representational artifacts, seeking to contribute to terminological clarification. Focusing the analysis on the intention, semantics and mod

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27

De Araujo, Paula Carina. "Metatheory and Knowledge Organization." NASKO 6, no. 1 (2017): 173–81. http://dx.doi.org/10.7152/nasko.v6i1.15238.

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28

Carmo, Juliana Rabelo do, and Cláudia Maria Pinho de Abreu Pecegueiro. "University scientific knowledge organization." Brazilian Journal of Information Science 5, no. 2 (2012): 97–109. http://dx.doi.org/10.36311/1981-1640.2011.v5n2.08.p88.

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The scientific knowledge at UFMA justifies the organization process in the Programa Institucional de Bolsas para Iniciação Científica (PIBIC) archive that aims to let produced scientific documents available so the Institutional Repository can use them. It uses the description research methodology in data collection. It deals with document as information holder and representation. It shows meanings, objectives, archive function and emphasizes the necessity of letting documents available and its virtual ease. It describes the collection, analyzes its composition and describes the archive organiz

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29

Rathbun-Grubb, Susan. "Introduction to Knowledge Organization." Technical Services Quarterly 38, no. 4 (2021): 459–60. http://dx.doi.org/10.1080/07317131.2021.1973814.

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30

Satija, M. P. "Introduction to Knowledge Organization." Library Progress (International) 41, no. 2 (2021): 375–77. http://dx.doi.org/10.5958/2320-317x.2021.00041.6.

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31

Green, Rebecca. "Relationships in Knowledge Organization." KNOWLEDGE ORGANIZATION 35, no. 2-3 (2008): 150–59. http://dx.doi.org/10.5771/0943-7444-2008-2-3-150.

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32

Zeng, Marcia Lei. "Knowledge Organization Systems (KOS)." KNOWLEDGE ORGANIZATION 35, no. 2-3 (2008): 160–82. http://dx.doi.org/10.5771/0943-7444-2008-2-3-160.

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33

Dahlberg, Ingetraut. "What is Knowledge Organization?" KNOWLEDGE ORGANIZATION 41, no. 1 (2014): 85–91. http://dx.doi.org/10.5771/0943-7444-2014-1-85.

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34

张, 越. "Interdisciplinary Curriculum Knowledge Organization." Advances in Education 14, no. 11 (2024): 255–61. http://dx.doi.org/10.12677/ae.2024.14112049.

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35

Billings, Dorothy K. "Social Organization and Knowledge." Australian Journal of Anthropology 2, no. 1 (1991): 109–25. http://dx.doi.org/10.1111/j.1835-9310.1991.tb00131.x.

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36

Baldwin, William L. "Knowledge and industrial organization." Journal of Economic Behavior & Organization 15, no. 3 (1991): 412–15. http://dx.doi.org/10.1016/0167-2681(91)90056-4.

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37

Minkler, Alanson P. "Knowledge and internal organization." Journal of Economic Behavior & Organization 21, no. 1 (1993): 17–30. http://dx.doi.org/10.1016/0167-2681(93)90037-p.

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38

Wu, Liang-Chuan, Chorng-Shyong Ong, and Yao-Wen Hsu. "Knowledge-based organization evaluation." Decision Support Systems 45, no. 3 (2008): 541–49. http://dx.doi.org/10.1016/j.dss.2007.06.013.

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39

Hjørland, Birger. "Semantics and knowledge organization." Annual Review of Information Science and Technology 41, no. 1 (2007): 367–405. http://dx.doi.org/10.1002/aris.2007.1440410115.

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40

Raghavan, K. S. "Knowledge Organization and Ranganathan." Journal of Library Development 3, no. 2 (2017): 59. http://dx.doi.org/10.32344/jld/v3/i2/2017/59-66.

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41

MOHAJAN, Haradhan Kumar. "Knowledge Sharing among Employees in Organizations." Journal of Economic Development, Environment and People 8, no. 1 (2019): 52. http://dx.doi.org/10.26458/jedep.v8i1.612.

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Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has b

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42

Ghorbani, Saeed, and Shayan Naghdi Khanachah. "Providing a framework for knowledge sharing in knowledge-based organizations according to social capital indicators." Annals of Management and Organization Research 1, no. 4 (2021): 271–84. http://dx.doi.org/10.35912/amor.v1i4.490.

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Purpose: This study aimed to provide a framework for examining knowledge sharing from the perspective of social capital in knowledge-based organizations. For this purpose, the social capital and knowledge sharing literature has been reviewed and appropriate dimensions and components have been selected for use in the proposed framework. Research methodology: The number of experts participating in this study was 12. Kendall’s W Ranks is a statistical index for assessing the degree of agreement in a group. This statistical index, which is related to non-parametric statistics, is used to assess th

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43

Beak, Jihee. "Producing Navigable Knowledge Organization with Knowledge Interaction." NASKO 5, no. 1 (2017): 137–44. http://dx.doi.org/10.7152/nasko.v5i1.15187.

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44

Hjørland, Birger. "Theories of Knowledge Organization—Theories of Knowledge." KNOWLEDGE ORGANIZATION 40, no. 3 (2013): 169–81. http://dx.doi.org/10.5771/0943-7444-2013-3-169.

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45

Gilchrist, Alan. "Reflections on Knowledge, Communication and Knowledge Organization." KNOWLEDGE ORGANIZATION 42, no. 6 (2015): 456–69. http://dx.doi.org/10.5771/0943-7444-2015-6-456.

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46

Коробкина and M. Korobkina. "Practical aspects of knowledge management in learning organization." Management of the Personnel and Intellectual Resources in Russia 2, no. 6 (2013): 29–32. http://dx.doi.org/10.12737/2402.

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The article deals with urgent problems of knowledge management in learning organizations; discusses the practical aspect of the company, based on knowledge; investigates the problems and prospects of learning organizations. The article aims to identify the mechanisms of corporate knowledge management in the learning organization. The author considers knowledge as a result of mental activity, there is a «people´s minds». Considered formalized and tacit knowledge, as true learning organization. Additionally, the article provides practical advice for lear

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47

Szczygielska, Agnieszka. "Hypertext Organization as a Model of Organization Improving the Flow of Knowledge." International conference KNOWLEDGE-BASED ORGANIZATION 25, no. 1 (2019): 285–90. http://dx.doi.org/10.2478/kbo-2019-0047.

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Abstract The article refers to a non-classic model of an organization, which is a hypertext organization. The hypertext organization combines a highly hierarchical organizational structure with the flexibility of management solutions supporting the conversion of various types of knowledge. It is considered to be a one of the most adequate models for managing the organization of the 21st century. Thereby, it contains in its assumptions solutions corresponding to challenges of the knowledge age and management of knowledge workers. The hypertext organization is able to successfully meet difficult

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48

Grecu, Valentin. "Managing Knowledge And Information In The Sustainable Organization." ACTA Universitatis Cibiniensis 67, no. 1 (2015): 51–56. http://dx.doi.org/10.1515/aucts-2015-0063.

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Abstract Knowledge and information management are essential for the success of organizations and bring significant competitive advantages. There has been significant investments in setting up technological platforms that support business processes and increase the efficiency of operational structure in many organizations through an efficient management of knowledge and information. This research highlights the importance of using knowledge and information management in order to increase the competitiveness of organizations and to foster the transition towards the sustainable organization, as n

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49

Dedrick, A. Smith, and Hannon John. "KNOWLEDGE MANAGEMENT'S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT." International Journal of Research - GRANTHAALAYAH 3, no. 5 (2017): 48–59. https://doi.org/10.5281/zenodo.883570.

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In this paper, we review knowledge management's role in project management (PM). The authors speculate that knowledge management is an indicator of organizational maturity project management. This is as an organization increases its maturity in PM, it uses both informal and formal channels for knowledge transfers between the firm's actors. The researchers used an online survey and telephone interview process to collect data. The data showed that there was a positive relationship between knowledge management and organization maturity in project management. In immature firms, the project manager

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50

Anggraynie, Ratih Dwi. "Pengaruh Knowledge Management Practices terhadap Organizational Performance." PANDITA: Interdisciplinary Journal of Public Affairs 7, no. 2 (2024): 213–29. http://dx.doi.org/10.61332/ijpa.v7i2.211.

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This study aims to explore the relationship between employee performance and knowledge management practices (KMP) within an organization. The analysis was conducted on data from 20 respondents using statistical methods such as Pearson correlation and linear regression. The results show a highly significant correlation between employee performance and KMP, with a correlation value of 0.944 at a 0.01 significance level. Regression analysis indicates that employee performance significantly influences KMP, with a regression coefficient of 0.656, and the model explains 89% of the variation in KMP.

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