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Journal articles on the topic 'Model of knowledge management'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Raudeliūnienė, Jurgita, Vida Davidavičienė, and Artūras Jakubavičius. "Knowledge management process model." Entrepreneurship and Sustainability Issues 5, no. 3 (2018): 542–54. http://dx.doi.org/10.9770/jesi.2018.5.3(10).

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2

Zoogah, David B., Emanuel Gomes, and Miguel Pina Cunha. "Autochthonous management knowledge/knowledge management in Africa." Journal of Knowledge Management 24, no. 6 (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 impli

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3

Oztemel, Ercan, and Seher Arslankaya. "Enterprise knowledge management model: a knowledge tower." Knowledge and Information Systems 31, no. 1 (2011): 171–92. http://dx.doi.org/10.1007/s10115-011-0414-4.

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4

López Trujillo L, Liliana, Patricia López Trujillo P., and Fernando López Trujillo F. "Knowledge Management Model for Innovation." Administración y Organizaciones 23, no. 44 (2020): 69–83. http://dx.doi.org/10.24275/uam/xoc/dcsh/rayo/2020v23n44/lopez.

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López Trujillo L, Liliana, Patricia López Trujillo P., and Fernando López Trujillo F. "Knowledge Management Model for Innovation." Administración y Organizaciones 23, no. 45 (2020): 69–83. http://dx.doi.org/10.24275/uam/xoc/dcsh/rayo/2020v23n45/lopez.

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6

Sensuse, Dana Indra, Wahyu Catur Wibowo, and Elin Cahyaningsih. "Indonesian Government Knowledge Management Model." Information Resources Management Journal 29, no. 1 (2016): 91–108. http://dx.doi.org/10.4018/irmj.2016010106.

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Knowledge management is a strategic issue that is usually used for strategic planning of organizational development in order to reach organization competitiveness and retaining organization knowledge. It has also become a trend in Governmental institution for implementing knowledge management align with the regulation. Internal employee rotation, promotion mutation and open bidding program among government institution take part of this loosing knowledge. Knowledge management model is set of knowledge process that encourage knowledge management initiative can enhance organizational objectives.

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7

Abou‐Zeid, El‐Sayed. "A knowledge management reference model." Journal of Knowledge Management 6, no. 5 (2002): 486–99. http://dx.doi.org/10.1108/13673270210450432.

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8

Ceptureanu, Sebastian Ion. "Knowledge Cycles and Knowledge Management." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 1 (2016): 173–77. http://dx.doi.org/10.1515/kbo-2016-0031.

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Abstract The increasing importance of knowledge for companies come along with the increasing concerns about the way organizations cope with the exponential growth of available knowledge and the increasingly more complex products and processes that incorporate knowledge. Given the importance and impact of knowledge activities on the knowledge-based management, various models, approaches or frameworks require a more analytical approach, centred on how knowledge can be effectively managed. This paper analyses several knowledge cycle models and discusses their importance in relation with the knowl

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9

Snyder, Charles A., Denise Johnson McManus, and Larry Todd Wilson. "Corporate memory management: a knowledge management process model." International Journal of Technology Management 20, no. 5/6/7/8 (2000): 752. http://dx.doi.org/10.1504/ijtm.2000.002894.

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10

Kaklauskas, Artūras, Dilanthi Amaratunga, and Richard Haigh. "KNOWLEDGE MODEL FOR POST‐DISASTER MANAGEMENT." International Journal of Strategic Property Management 13, no. 2 (2009): 117–28. http://dx.doi.org/10.3846/1648-715x.2009.13.117-128.

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The main aim of this research is to help post‐disaster managers to find most rational solutions by using advanced knowledge and developed Model. Post‐disaster management is shared, purposeful activities based upon the development of common understandings and interpretations of means and ends. Stakeholders generate the personal and group decisions which contribute to post‐disaster management success. This article describes the development (during EurAsia project) of a Knowledge Model for Post‐disaster Management based upon multiple criteria decision making theory. The developed Model involves s

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11

SUMATHI, G. N. "Role of Knowledge Management in Providing Quality Care: A Conceptual Model." Journal of Multidisciplinary Research in Healthcare 2, no. 2 (2016): 103–12. http://dx.doi.org/10.15415/jmrh.2016.22006.

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12

Mai, Duc Nighia, and Hoang To Loan Nguyen. "Knowledge Management Model for Internal Auditing." European Conference on Knowledge Management 23, no. 2 (2022): 768–76. http://dx.doi.org/10.34190/eckm.23.2.523.

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Internal audit is crucial to improve the effectiveness and efficiency of internal controls, governance, and risk management processes in organizations. For an internal audit organization, to benefit from the knowledge of its staff, it is vital to identify the knowledge that is needed to complete quality and efficient internal audits. Knowledge management is a system that is concerned with using to the best advantage knowledge and experience. In internal auditing, knowledge management is increasingly recognized as a tool to effectively manage not only the knowledge of individuals, but also the

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13

Gierszewska, Grażyna. "The Japanese Model of Knowledge Management." Foundations of Management 4, no. 1 (2012): 7–16. http://dx.doi.org/10.2478/fman-2013-0001.

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Abstract The effectiveness of Japanese management methodologies is making them increasingly popular with business organisations all over the world. This paper aims to present one of the least known knowledge management theories: the knowledge creation model by I. Nonaka and H. Takeuchi. In their approach to the theory of organisational learning and knowledge creation, Nonaka and Takeuchi propose a categorisation of knowledge into tacit and explicit (formal) knowledge and explore the relationships between knowledge production, transfer and application; they also address the issue of applying ex

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14

Jennex, Murray E., and Lorne Olfman. "A Model of Knowledge Management Success." International Journal of Knowledge Management 2, no. 3 (2006): 51–68. http://dx.doi.org/10.4018/jkm.2006070104.

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15

Diakoulakis, Ioannis E., Nikolaos B. Georgopoulos, Dimitrios E. Koulouriotis, and Dimitrios M. Emiris. "Towards a holistic knowledge management model." Journal of Knowledge Management 8, no. 1 (2004): 32–46. http://dx.doi.org/10.1108/13673270410523899.

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16

Muniz, Jorge, Edgard Dias Batista, and Geilson Loureiro. "Knowledge‐based integrated production management model." Journal of Knowledge Management 14, no. 6 (2010): 858–71. http://dx.doi.org/10.1108/13673271011084907.

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17

Serna M., Edgar. "Maturity model of transdisciplinary knowledge management." International Journal of Information Management 35, no. 6 (2015): 647–54. http://dx.doi.org/10.1016/j.ijinfomgt.2015.07.002.

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18

Torres, Manuel Magarinos. "Nuclear knowledge management: the Brazilian model." International Journal of Nuclear Knowledge Management 2, no. 2 (2006): 169. http://dx.doi.org/10.1504/ijnkm.2006.053688.

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19

Budiastuti, Dyah. "Model Knowledge Management Di Perguruan Tinggi." Binus Business Review 3, no. 1 (2012): 52. http://dx.doi.org/10.21512/bbr.v3i1.1279.

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Business conditions change quickly, pushing companies to change the way they compete. The Era of knowledge-based economy provides challenges for collaboration, innovation, adaptation, technological mastery and market, as well as intellectual assets management company. Relying on existing core competencies does not guarantee the company able to create competitive advantages. To face the challenges of existing companies must be able to manage the knowledge that having through the application of Knowledge Management (KM).Similarly with colleges based on human capital, the need to manage organizat

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20

Pagano, R. "Knowledge Management and Business Model Innovation." European Journal of Information Systems 11, no. 4 (2002): 296–97. http://dx.doi.org/10.1057/palgrave.ejis.3000414.

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21

Gasik, Stanislaw. "A Model of Project Knowledge Management." Project Management Journal 42, no. 3 (2011): 23–44. http://dx.doi.org/10.1002/pmj.20239.

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22

Van Beveren, John. "A model of knowledge acquisition that refocuses knowledge management." Journal of Knowledge Management 6, no. 1 (2002): 18–22. http://dx.doi.org/10.1108/13673270210417655.

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23

Saini, Dr Prativindhya, Dr Renu Jain, and Dr Nisha Jain. "Knowledge Management." International Journal for Research in Applied Science and Engineering Technology 11, no. 1 (2023): 1786–88. http://dx.doi.org/10.22214/ijraset.2023.48025.

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Abstract: Knowledge management is the intentional and methodical alignment of an organization's people, technology, business operations, and organizational structure with the purpose of generating value through innovation and reuse. This coordination is accomplished through developing, exchanging, and putting information to use as well as by storing the best practices and priceless lessons acquired in corporate memory to support ongoing organizational learning. Therefore, it is crucial for firms to comprehend the fundamental ideas behind knowledge and how to successfully manage their knowledge

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24

Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management." Journal of Quality in Health Care & Economics 5, no. 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-16000271.

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Roughly, the management of knowledge lies in the establishment of institutional guidelines from which will generate the isomorphism and mimeticism necessary to produce relevant information when making decisions or carry out forwardlooking actions. The objective of the present work is to specify a model with the purpose of studying the possible scenarios of knowledge management. A documentary study was conducted with a selection of sources indexed to leading Latin American repositories such as Dialnet, Latindex and Redalyc. Hypothetical dependency relationship trajectories between the specified

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Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management." Journal of Quality in Health Care & Economics 5, no. 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-1600021.

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Roughly, the management of knowledge lies in the establishment of institutional guidelines from which will generate the isomorphism and mimeticism necessary to produce relevant information when making decisions or carry out forwardlooking actions. The objective of the present work is to specify a model with the purpose of studying the possible scenarios of knowledge management. A documentary study was conducted with a selection of sources indexed to leading Latin American repositories such as Dialnet, Latindex and Redalyc. Hypothetical dependency relationship trajectories between the specified

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26

Fashami, C. S., and M. Babaei. "A Behavioral Maturity Model to Establish Knowledge Management in an Organization." Engineering, Technology & Applied Science Research 7, no. 3 (2017): 1725–31. https://doi.org/10.5281/zenodo.809529.

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Modern organizations need intangible assets such as organizational knowledge and human resources to gain competitive advantage in the market. Organizations can provide opportunities for behavioral maturity of managers to establish knowledge management. This study tries to develop a behavioral maturity model for managements to examine effectiveness of knowledge management. The study is conducted in Iran Insurance Company as an empirical case study. Twenty academic and organizational experts are selected for the study. Employees and managers of Iran Insurance Company are used to measure and test

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27

Kulkarni, Ravindranath. "A WATERFALL MODEL FOR KNOWLEDGE MANAGEMENT AND EXPERIENCE MANAGEMENT." International Journal of Advanced Research 7, no. 6 (2019): 858–63. http://dx.doi.org/10.21474/ijar01/9288.

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28

Onsardi, Ranidiah Furqonti, Finthariasari Meilaty, and Abdullah Dedy. "Knowledge Management System Model for Higher Education to Increase Knowledge Stakeholders." International Journal of Applied Engineering & Technology 5, no. 1 (2023): 1–5. https://doi.org/10.5281/zenodo.7601929.

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<strong>Higher Education is an educational institution that provides quality services for students according to industry needs. The diversity of faculties in higher education is an effort to meet all the professional needs needed by the industry. The complexity of the learning process and management in higher education requires knowledge that is always updated in order to improve the performance of higher education by increasing the knowledge of stakeholders. Problems arise when higher education does not have a system that can manage the required knowledge, which can hinder the performance of

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29

Edwards, J. S., T. Alifantis, R. D. Hurrion, J. Ladbrook, S. Robinson, and A. Waller. "Using a simulation model for knowledge elicitation and knowledge management." Simulation Modelling Practice and Theory 12, no. 7-8 (2004): 527–40. http://dx.doi.org/10.1016/j.simpat.2003.09.003.

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30

Ginevičius, Tomas, Artūras Kaklauskas, and Paulius Kazokaitis. "Knowledge Model for Integrated Construction Project Management." Verslas: teorija ir praktika 12, no. 2 (2011): 162–74. http://dx.doi.org/10.3846/btp.2011.17.

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31

Dhamdhere, Sangeeta N. "Knowledge Management Model for Higher Educational Institutes." Journal of Commerce and Management Thought 6, no. 1 (2015): 130. http://dx.doi.org/10.5958/0976-478x.2015.00010.5.

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32

Rajabi Sangtarashani, Lida, and Asodollah Mehrara. "Application Model of Knowledge Management Training Implementation." Iranian Journal of Educational Sociology 2, no. 2 (2019): 78–89. http://dx.doi.org/10.29252/ijes.2.2.78.

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33

Nurdin, Nurdin, and Khaeruddin Yusuf. "Knowledge Management Lifecycle Model in Islamic Banks." Progress in Computing Applications 7, no. 2 (2018): 68. http://dx.doi.org/10.6025/pca/2018/7/2/68-78.

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34

Lotti Oliva, Fabio. "Knowledge management barriers, practices and maturity model." Journal of Knowledge Management 18, no. 6 (2014): 1053–74. http://dx.doi.org/10.1108/jkm-03-2014-0080.

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Purpose – This paper aims to discuss the barriers and practices associated with knowledge management (KM), which is characterized as an important management tool to add value to products and services of companies and, thus, allow them to become more competitive and unique, of large Brazilian companies. Design/methodology/approach – As a conceptual framework, the author adopted the main theories on KM to extract the barriers and practices included in the literature, aiming to confirm them through quantitative research with managers from large Brazilian companies. Based on the responses obtained

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35

Amin, Yousif, and Roshayu Mohamad. "Knowledge management system model for learning organisations." International Journal of Learning and Change 9, no. 4 (2017): 290. http://dx.doi.org/10.1504/ijlc.2017.087451.

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36

Amin, Yousif, and Roshayu Mohamad. "Knowledge Management System Model for Learning Organizations." International Journal of Learning and Change 9, no. 3 (2017): 1. http://dx.doi.org/10.1504/ijlc.2017.10007020.

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37

Fitriasari, Novi Sofia, and Willdan Aprizal Arifin. "Model of Utilization Knowledge Management System Application." SISTEMASI 13, no. 5 (2024): 1823. http://dx.doi.org/10.32520/stmsi.v13i5.3904.

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38

Dufour, Yvon, and Peter Steane. "Implementing knowledge management: a more robust model." Journal of Knowledge Management 11, no. 6 (2007): 68–80. http://dx.doi.org/10.1108/13673270710832172.

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39

Balderas, Antonio, Juan Antonio Caballero-Hern�ndez, Juan Manuel Dodero, Manuel Palomo-Duarte, and Iv�n Ruiz-Rube. "Model-Driven Skills Assessmentin Knowledge Management Systems." Journal of Web Engineering 18, no. 4 (2019): 353–80. http://dx.doi.org/10.13052/jwe1540-9589.18464.

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40

Wulandari, Eko Retno, and Risa Nurisani. "Model Knowledge Management di Perpustakaan Universitas Padjadjaran." Lentera Pustaka: Jurnal Kajian Ilmu Perpustakaan, Informasi dan Kearsipan 6, no. 1 (2020): 23–36. http://dx.doi.org/10.14710/lenpust.v6i1.27152.

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Knowledge Management mempunyai peran yang semakin penting dalam organisasi di berbagai industri. Melalui Knowledge Management, organisasi berusaha untuk memperoleh atau menciptakan pengetahuan yang berpotensi, bermanfaat dan membuatnya tersedia bagi anggota organisasi sehingga dapat digunakan pada waktu dan tempat yang tepat untuk secara positif mempengaruhi kinerja organisasi. Perpustakaan Universitas Padjadjaran belum mengelola pengetahuan yang ada secara maksimal. Pengelolaan pengetahuan di perpustakaan Universitas Padjadjaran masih terbatas pada pengetahuan eksplisit contohnya teksbook, ju

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41

Handzic, Meliha, Amila Lagumdzija, and Amer Celjo. "Auditing knowledge management practices: model and application." Knowledge Management Research & Practice 6, no. 1 (2008): 90–99. http://dx.doi.org/10.1057/palgrave.kmrp.8500163.

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42

Wen, Yuan-Feng. "An effectiveness measurement model for knowledge management." Knowledge-Based Systems 22, no. 5 (2009): 363–67. http://dx.doi.org/10.1016/j.knosys.2009.02.007.

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43

Essawi, Mohammad, and Oleg Tilchin. "A Model of Knowledge Management Culture Change." American Journal of Industrial and Business Management 03, no. 05 (2013): 467–71. http://dx.doi.org/10.4236/ajibm.2013.35053.

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44

Wang, Qing quan, and Li li Rong. "A product-based emergency knowledge management model." International Journal of Services Sciences 2, no. 2 (2009): 174. http://dx.doi.org/10.1504/ijssci.2009.024939.

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45

Leonard, Allenna. "The viable system model and knowledge management." Kybernetes 29, no. 5/6 (2000): 710–15. http://dx.doi.org/10.1108/03684920010333143.

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46

Fałda, Beata, and Maria Alicja Małkowska. "Turquoise Management Model in Knowledge-Based Organisations." Economic and Regional Studies / Studia Ekonomiczne i Regionalne 16, no. 1 (2023): 51–64. http://dx.doi.org/10.2478/ers-2023-0004.

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Abstract Subject and purpose of the work The commercial success of an organisation is based on its unique characteristics which make it stand out from its competitors. It can be the result of as many factors as there are many types of organisations and the goals they pursue. However, there are some invariants among them, which include leadership and management style associated with it. The purpose of this article is to demonstrate the possible ways of implementing the idea of a turquoise management model in organisations with strong knowledge-based leadership. Materials and methods The subject

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47

Gavious, Arieh, and Gad Rabinowitz. "Optimal knowledge outsourcing model." Omega 31, no. 6 (2003): 451–57. http://dx.doi.org/10.1016/j.omega.2003.08.001.

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48

Sensuse, Dana Indra, and Elin Cahyaningsih. "Knowledge Management Models." International Journal of Information Systems in the Service Sector 10, no. 1 (2018): 71–100. http://dx.doi.org/10.4018/ijisss.2018010105.

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Knowledge and knowledge management started to be an option of organizational strategic step for reach organizational objectives and goals. Knowledge management believed to resolve organizational problem in managing their organizational and individual knowledge. Implementation of knowledge management (KM) has received increased interests. This paper aims to discuss KM models based on KM related definitions, concepts, functions, activities and approaches. Literatures on knowledge management models were collected from a number of sources. Each document then was analyzed and categorized in a certa

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49

Li, Hua, and Gui Qin Shang. "Hydraulic Construction Safety Management Model Research Based on Knowledge Management." Applied Mechanics and Materials 357-360 (August 2013): 2896–99. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2896.

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The targeted and scientific strategies of safety management are badly in need and its owing to the different characteristic of the complexion in construction environment, technology and constructors. In order to build a construction safety knowledge management that based on construction process through brings the methods of knowledge into the construction site. Finally analysis the main process parts of intellectual resources to realize the safety goals and improve the safety management.

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50

Aziz, Nik Sakinah Nik Ab, and Rusli Abdullah. "An Ontological Model of Experience-Based Knowledge Management in Agile Software Development Environment." Lecture Notes on Software Engineering 3, no. 1 (2015): 26–30. http://dx.doi.org/10.7763/lnse.2015.v3.159.

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