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Journal articles on the topic 'Shared knowledge management'
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Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.
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Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.
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Denney, Dennis. "Knowledge Management for Shared Earth Modeling." Journal of Petroleum Technology 59, no. 12 (2007): 72–74. http://dx.doi.org/10.2118/1207-0072-jpt.
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Panda, Siba Prasad, and R. K. Mahapatra. "Lead Knowledge Partnership and Knowledge Management in Library and Information Science: An Analytical Study." Asian Journal of Managerial Science 3, no. 2 (2014): 46–50. http://dx.doi.org/10.51983/ajms-2014.3.2.1158.
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Knowledge management is a process that effectively creates, captures, shares and uses knowledge to improve the organization’s performance. The success of libraries depends on their ability to utilize or share the information and knowledge especially for its staff to better serve the needs of the organization and users. Partnerships open up opportunities for organizations to gain knowledge and leverage strengths. Knowledge partnerships are associations and networks of individuals or organizations that share a purpose or goal and whose members contribute knowledge, experience, resources, and connections and participate in two-way communications. The lead users are providing new product concept and design. Knowledge is of limited value if it is not shared. As a result, libraries are beginning to implement information systems designed specifically to facilitate the generation, integration, sharing and dissemination of organizational knowledge.
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Goswami, Anil Kumar, and Rakesh Kumar Agrawal. "Explicating the influence of shared goals and hope on knowledge sharing and knowledge creation in an emerging economic context." Journal of Knowledge Management 24, no. 2 (2019): 172–95. http://dx.doi.org/10.1108/jkm-09-2018-0561.
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Purpose The purpose of this study is to empirically investigate the influence of shared goals and hope on knowledge sharing and knowledge creation in organizations. Furthermore, it examines the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation. Design/methodology/approach This study has used quantitative research methodology wherein the data have been collected from 221 employees of information technology (IT) companies in India using survey questionnaire. Structural equation modelling has been applied to test the hypotheses of the study. Findings The findings of the study reveal that shared goals and hope positively influence knowledge sharing and knowledge creation. Shared goals also affects hope positively. Further, hope acts as a mediator between shared goals and knowledge sharing and between shared goals and knowledge creation. Research limitations/implications This study is a cross-sectional study conducted in IT companies in India. It can be supplemented by future studies through qualitative approaches and longitudinal data collection. Practical implications The study makes a significant contribution to literature by considering shared goals and hope as antecedents of knowledge sharing and knowledge creation. It provides directions to managers to focus on various interventions to strengthen shared goals and hope amongst employees to motivate them to share and create knowledge that can help the organization to get sustainable competitive advantage. Originality/value To the best of authors’ knowledge, this study is an early study conducted to examine the influence of shared goals and hope on knowledge sharing and knowledge creation. Further, hardly any study has examined the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.
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Houghton, Jane. "Minor illness management: empowering parents through shared knowledge." Paediatric Nursing 17, no. 1 (2005): 24–25. http://dx.doi.org/10.7748/paed.17.1.24.s24.
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Houghton, Jane. "Minor illness management: empowering parents through shared knowledge." Paediatric Care 17, no. 1 (2005): 24–25. http://dx.doi.org/10.7748/paed2005.02.17.1.24.c961.
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Wong, Sze-Sze, Sim B. Sitkin, Leigh L. Thompson, John M. Levine, and David M. Messick. "Shared Cognition in Organizations: The Management of Knowledge." Administrative Science Quarterly 47, no. 3 (2002): 577. http://dx.doi.org/10.2307/3094857.
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Samuel, Ajiri Peter, and Hillary O. Odor. "Knowledge Sharing: A Key Role in the Knowledge Management Process." International Journal of Business and Management Research 6, no. 2 (2018): 36–40. http://dx.doi.org/10.37391/ijbmr.060204.
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Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.
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Huerta, Esperanza, Stephen B. Salter, Philip A. Lewis, and Pamela Yeow. "Motivating Employees to Share Their Failures in Knowledge Management Systems: Anonymity and Culture." Journal of Information Systems 26, no. 2 (2012): 93–117. http://dx.doi.org/10.2308/isys-50214.
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ABSTRACT This study investigates the effect of the type of information to be disclosed and the possibility of sharing the information anonymously on the intention to share information through a knowledge management system. Data for the experiment were collected in two individualist (U.K. and U.S.) and two collectivist (Chile and Mexico) countries to evaluate the influence of culture on information sharing patterns. The study finds that although anonymity has no influence on the intention to share successes, the intention to share failures increases when the information is shared anonymously. Further, participants from collectivist (versus individualist) cultures are more likely to share failures. However, the influence of anonymity and culture is limited. Failures are still shared at lower levels than successes, even in anonymous conditions and in collectivist cultures.
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Han, Soo Jeoung, Yunsoo Lee, Michael Beyerlein, and Judith Kolb. "Shared leadership in teams." Team Performance Management: An International Journal 24, no. 3/4 (2018): 150–68. http://dx.doi.org/10.1108/tpm-11-2016-0050.
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PurposeThis paper aims to examine the effect of shared leadership on student project team processes and outcomes. The authors focused on shared leadership and its association with team processes (coordination, goal commitment and knowledge sharing) and team performance.Design/methodology/approachTo examine the shared leadership, team processes and performance model, the authors conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university.FindingsResults showed that shared leadership positively affected coordination activities, goal commitment and knowledge sharing, which in turn positively affect team performance. Each team process factor had a mediation effect, although shared leadership had no direct effect on team performance.Research limitations/implicationsThis research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance.Practical implicationsBased on the findings, the authors provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals and share knowledge effectively.Originality/valueThis study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment and knowledge sharing in a team.
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Caruso, Shirley J. "A Foundation For Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, And Knowledge Management." Contemporary Issues in Education Research (CIER) 10, no. 1 (2016): 45–52. http://dx.doi.org/10.19030/cier.v10i1.9879.
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This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and support them so they can be shared throughout the organization. This process, referred to as knowledge sharing, is the exchange of information, skills, or expertise among employees of an organization that forms a valuable intangible asset and is dependent upon an organization culture that includes knowledge sharing, especially the sharing of the knowledge and skills that are acquired through informal workplace learning; performance support to promote informal workplace learning; and knowledge management to transform valuable informal workplace learning into knowledge that is promoted, captured, and shared throughout the organization.
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Turner, Karynne, Mona Makhija, and Cynthia Miree. "Shared knowledge attributes’ impact on understanding strategic priorities." Management Research Review 43, no. 1 (2019): 19–34. http://dx.doi.org/10.1108/mrr-12-2018-0477.
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Purpose The purpose of this paper is to empirically explore the relationship between individuals’ shared core knowledge within a firm and a collective understanding of management’s strategic priorities. Design/methodology/approach The study develops three sets of competing hypotheses to predict how three different aspects of individuals’ shared core knowledge – extent, diversity and interpretation – are related to their understanding of the organization’s strategic priorities. The hypotheses are tested using a cognitive mapping approach within the context of a manufacturing plant in the USA. Findings Organizational members with a lower proportion of shared core knowledge exhibit a greater appreciation of the firm’s strategic priorities. More diversity in this shared knowledge is associated with a greater appreciation of strategic priorities and when members agree on the relative importance of different types of knowledge, whether they actually share this knowledge, they have a better understanding of the firm’s strategic priorities. Research limitations/implications The study uses data from a single firm in one industry. Originality/value This research helps to highlight and empirically isolate different aspects of shared knowledge that influence individuals’ understanding of organizational priorities. It also demonstrates the varying importance of different aspects of shared knowledge (e.g. extent, diversity and interpretation in explaining individuals’ understanding of the firm’s strategic priorities.
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Stoenescu, Constantin. "Scientific Ethos and Knowledge Management." European Conference on Knowledge Management 24, no. 2 (2023): 1271–77. http://dx.doi.org/10.34190/eckm.24.2.1458.
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The development of knowledge creation theory (Nonaka and Takeuchi, 1995) took into account the values shared by the members of an organization, later generating an extended concept of "Ba" (Nonaka and Toyama, 2005), understood as shared context. Matsuadira (2010) defined the complex of organisational values (the ethos) as knowledge (intangible) assets for knowledge creating companies. I suggest that this leads us back to R.K. Merton’s theory of the normative structure of science and the ethos of science. The challenge is to ask whether we can we talk about the applicability of the norms proposed by Merton to the case of knowledge management in knowledge creating companies, or rather there will be some evident deviations and counter-norms. It is well known that the value of universalism is contested by particularism or that of “communism” by the secrecy of research. My hypothesis is that at methodological level the technical norms of knowledge testing and evaluation are universal and globalizable, but in the practical context of the action the guiding values and the mores of knowledge production are local and particular, i.e. depending on various social and cultural factors. The principle of glocalization (“think globally and act locally”) should, therefore, be applied.
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Hoopes, David G., and Steven Postrel. "Shared knowledge, “glitches,” and product development performance." Strategic Management Journal 20, no. 9 (1999): 837–65. http://dx.doi.org/10.1002/(sici)1097-0266(199909)20:9<837::aid-smj54>3.0.co;2-i.
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Ramdani, Panji Madya. "Pengembangan Knowledge Management System Berbasis Knowledge Audit." Jurnal Informatika 5, no. 1 (2018): 145–56. http://dx.doi.org/10.31311/ji.v5i1.2522.
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Abstrak
 Dasar dari sumber daya ekonomi saat ini bukan lagi berupa modal uang, sumber daya alam maupun tenaga kerja melainkan juga pengetahuan (knowledge). Pengetahuan sebagai intangible asset yang harus dikelola perusahaan menjadi paradigma baru dalam lingkungan bisnis sebagai pusat kekuatan dan keunggulan dalam bersaing. Namun masih banyak organisasi belum atau tidak mengetahui potensi pengetahuan yang dimiliki oleh karyawannya karena organisasi kesulitan dalam menangkap (capture) tacit knowledge. Lambatnya penyebaran pengetahuan disebabkan oleh terbatasnya ruang dan waktu. Transfer knowledge hanya menggunakan metode tatap muka, konsultasi secara langsung dengan atasan, dan briefing pagi (socialization-tacit totacit). Adapun Explicit knowledge hanya terdapat dalam bentuk berkas (hardcopy), dimana terdapat kesulitan dalam proses pencarian. Penelitian ini telah berhasil mempermudah transfer knowledge di dalam perusahaan melalui pengembangan knowledge management system berbasis knowledge audit dengan knowledge management processes sebagai standar pengembangan. Audit yang dihasilkan telah mampu mengidentifikasi kompetensi dan kapabilitas dari karyawan, serta mengoptimalisasi mekanisme knowledge management yang ada di organisasi.
 
 Kata kunci: Tacit Knowledge, Explicit Knowledge, Knowledge Audit, Knowledge Management System.
 
 Abstract
 The basic economic resources now adays is no longer capital, natural resources, nor labor, but also knowledge. Knowledge as intangible asset, that need to be managed by organization became new paradigm in the business environment where knowledge is now considered to be central to organizational performance and integral to the attainment of a sustainable competitive advantage. Many organizations still do not realize the knowledges and experiences their employees had. It happens because the organizations have difficulties in detecting the tacit knowledge, thus the sharing of knowledge and experience did not run smoothly. If the employees had to share what they know then they do it by meeting face to face with their superior or share it in the morning briefing.Time and spaces are still the main problems in this case. Explicit knowledge only shared in form of a hardcopy archives, while there is also a problem in archiving files within the organization. This research has succeeded in easing the transfer of knowledge through knowledge management system with knowledge audit as a base and knowledge management process as a development standard. The audit result has the capability in identifying competence and capability of the workers, and also optimize the existing knowledge management mechanism within the organization.
 
 Keywords: Tacit Knowledge, Explicit Knowledge, Knowledge Audit, Knowledge Management System
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Nissen, Mark E., Ryan J. Orr, and Raymond E. Levitt. "Streams of shared knowledge: computational expansion of knowledge-flow theory." Knowledge Management Research & Practice 6, no. 2 (2008): 124–40. http://dx.doi.org/10.1057/kmrp.2008.1.
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RIVAS TOVAR, LUIS ARTURO, JOSÉ IGNACIO SOTOMAYOR MORENO, MARIBEL ARAGÓN GARCÍA, JOAQUIN Morales Uribe, and María del Pilar Peña Cruz. "LA GESTIÓN DEL CONOCIMIENTO EN ORGANIZACIONES MEXICANAS." Investigación Administrativa 31-1 (January 1, 2002): 1–19. https://doi.org/10.35426/iav31n90.05.
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This descriptive research has been done on a sample of fifty two Mexican organizations, among them: ten universities twenty eight private enterprises as well as fourteen public enterprises and institutions. As a result of this work it is concluded that there is a scarcy evolution in Mexico of Knowledge Management as an avant-garde field, this is due not only to technological barriers but to cultural aspects that classify information data and knowledge as something that is not commonly well known and shared.
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Sekkal, Houda, Naila Amrous, and Samir Bennani. "Knowledge Management and Reuse in Virtual Learning Communities." International Journal of Emerging Technologies in Learning (iJET) 14, no. 16 (2019): 23. http://dx.doi.org/10.3991/ijet.v14i16.10588.
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One of the main sources of knowledge in the web is the social networks and especially online communitie because they contain human experiences which are considered as a rich source of information. This knowledge is in the most cases unstructured and is in the form of discussions organized generally by topics. The aim of this paper is to propose a process of knowledge extraction and Management in Online or Virtual Communities. With the widespread of communities in social media due to the services provided by those technologies, many of those communities are in the form of Learning communities created by expert to share knowledge about a topic of their interest. The knowledge shared by members in the online communities is unfortunately not structured and not capitalized. Many members try to access and learn from the shared knowledge in the community but cannot benefit from it due to its unstructured form. If that knowledge could be represented and stored in order to be reused, it would facilitate the knowledge acquisition by members. For this purpose, the present paper try to analyze the studies that treat the question of extracting and managing knowledge in Online Learning Communities based on several criteria exposed all along this paper. Then we propose a framework for managing knowledge in Virtual Learning communities inspired from the different previous frameworks presented in the analyzed studies, and try to propose and approach to overpass the different challenges present in the actual knowledge Management processes of Virtual Communities.
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Arduin, Pierre-Emmanuel, Julien Le Duigou, Marie-Hélène Abel, and Benoît Eynard. "Sharing Knowledge When it Cannot be Made Explicit." International Journal of Knowledge-Based Organizations 8, no. 4 (2018): 14–28. http://dx.doi.org/10.4018/ijkbo.2018100102.
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Information systems often strengthen a preference for working alone: interoperability as much as interpretation variance restrain the ability of people and systems to interact and to work together within an extended enterprise. In this article, the authors propose to extend product lifecycle management (PLM) systems in order to share not only (1) knowledge that has been made explicit and which is strongly contextualized so that there is no interpretation variance, but also (2) knowledge that cannot be made explicit and which remains tacit knowledge, needing social interaction and shared understanding to be actually shared. The use of a collaborative platform is proposed in this article in order to allow stakeholders to produce a shared understanding of what a concept means through the use of ontologies. The conditions as well as the limits of the proposition are discussed at the end of this article.
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Corner, Patricia Doyle, and Kathryn Pavlovich. "Shared Value Through Inner Knowledge Creation." Journal of Business Ethics 135, no. 3 (2014): 543–55. http://dx.doi.org/10.1007/s10551-014-2488-x.
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du Toit, Angelique. "Knowledge: a sense making process shared through narrative." Journal of Knowledge Management 7, no. 3 (2003): 27–37. http://dx.doi.org/10.1108/13673270310485604.
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Tu, Li. "Enterprise Collaborative Management System Design for Dynamic Alliance." Advanced Materials Research 472-475 (February 2012): 3006–9. http://dx.doi.org/10.4028/www.scientific.net/amr.472-475.3006.
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Information sharing is crucial to construct the networked manufacturing dynamic alliance. In dynamic alliance, the enterprise collaborative management system is an effective way to share information. Combining the confirming methods of system circumstance, the design features of Enterprise collaborative management system in Dynamic Alliance are analyzed, the system model and the architecture were built a to prosecute enterprise cooperation under the conditions of information. The knowledge in different enterprises was shared through the system to develop knowledge representing and handling capability.
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Tahat, Ghayth. "Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study." Research in Business and Management 8, no. 1 (2021): 1. http://dx.doi.org/10.5296/rbm.v8i1.18799.
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The importance of new product development (NPD) and innovative capabilities in marketing, innovation, and business strategy has been recognized by management and researchers. Knowledge management and organizational capabilities have also been explored and evaluated by researchers and practitioners. However, the current literature shows a lack of connection between NPD, innovative capabilities, integrated shared knowledge, and organizational capabilities. Also, there is limited knowledge on the impact and the contribution of the integrated shared knowledge and the organizational capabilities to the firm's success, performance, and sustainability. This study aimed to determine if there is a link between NPD and innovative capabilities, integrated shared knowledge, and the organization's capability. The purpose of the research is to explore how shared knowledge and the organization's capabilities influence and contribute to NPD, innovative capabilities, and innovative management. A qualitative, multi-site case study through one-on-one, in-depth interviews with primary decision-makers from technology and innovative companies located in Texas State in the USA is employed. The primary research question that guided the project is: How do shared knowledge and the organizational capabilities that influence NPD and innovative capability contribute to the firm's success, performance, and sustainability? Respondent interviews have been imported and analyzed through NVivo qualitative data analytics software. Findings have been determined using NVivo 11 through theme analysis. A key finding is that shared knowledge and the organization's capabilities are linked and critical for NPD's success and innovative capabilities. A set of recommendations for future researchers is proposed.
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Ip-Soo-Ching, Jean Marie, Suzanne Zyngier, and Tahmid Nayeem. "Ecotourism and environmental sustainability knowledge: An open knowledge sharing approach among stakeholders." Australian Journal of Environmental Education 35, no. 01 (2018): 62–82. http://dx.doi.org/10.1017/aee.2018.45.
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AbstractThe discipline of knowledge management (KM) considers knowledge as potentially the most valuable organisational asset that must be shared among staff and stakeholders and even communities in order to yield considerable returns and benefits. However, in a real-world context, managers in industries such as high technology, manufacturing and finance jealously guard their valuable knowledge and prevent other entities from gaining access to this resource. Open cases of knowledge sharing among stakeholders such as staff, customers, business partners, competitors and the public are rare. Therefore, the philosophical premise of KM — knowledge must be openly shared — is often unrealised. Knowledge of environmental sustainability is a valuable resource for ecotourism operators because they operate in natural environments such as the Great Barrier Reef in Australia and Sipadan Marine Park in Malaysia, and depend on the quality of these environments for their ongoing success. This research provides evidence that knowledge dissemination in the form of environmental sustainability knowledge can be openly shared among staff, customers, competitors and the public, thereby linking KM and environmental education. This article provides an interpretivist analysis of knowledge sharing by innovative ecotourism operators in Australia and South East Asia (Malaysia and Thailand). Data were collected through in-depth interviews with 14 executives, field observations and analysis of company documents. Results from this research found that ecotourism managers are passionate believers of environmental sustainability and benevolently share their valuable organisational knowledge and beliefs with all stakeholders.
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Budiyono, Haris, Hamidah ., and Billy Tunas. "Knowledge Sharing Behavior Shaped by Organizational Climate, Social Network, Perception, and Achievement Motivation." International Journal of Research and Review 11, no. 2 (2024): 161–71. http://dx.doi.org/10.52403/ijrr.20240218.
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To date, knowledge sharing commonly discussed just as a part of knowledge management. However, knowledge sharing as a behavior is imperative to be investigated and managed carefully at a firm level. This study was aimed to examine employee knowledge sharing behavior could be shaped by organizational climate, social network, individual perception on knowledge itself, and achievement motivation. Data collected from questionnaires filled by 121 respondents who work at a multinational Japanese company operating in Indonesia (PT MII). Path analysis was used to evaluate causal model among variables. Result indicates that achievement motivation acts well as an intervening variable influences knowledge sharing behavior. Organization climate has a strongest path among variables with good practices performed by a supervisor; corporate policy to deploy knowledge; a knowledgeable feedback and corrective actions; and an assignment with a considerable time to deadline. Employees perceived that sharing behavior encouraged first in the network, promoted and managed by the organization, and lastly as a personal initiative. Motivated employees sharing their knowledge for self’s empowered, a sense of self merit, and share first at the situation of immediate and necessity. Idea for a better work more often shared than to find solutions for instant actions, tacit knowledge tends to be shared when requested, self’s refined knowledge shared individually rather than at a workgroup, and still there are some reluctances of senior owners to contribute their precious tacit knowledge at once. Keywords: Knowledge Sharing Behavior, Organizational Climate, Social Network, Individual Perception, Achievement Motivation
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Smith, Amy E. "Knowledge by Association: Communities of Practice in Public Management." Public Administration Quarterly 40, no. 3 (2016): 655–89. http://dx.doi.org/10.1177/073491491604000309.
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Managers in any organization face myriad challenges. One way to figure out how to deal with these challenges is to learn what peers do in similar situations – to seek and share knowledge. Knowledge sharing has an established tradition in research. Empirical studies highlight communities of practice as one venue for knowledge sharing, although few studies examine how knowledge is shared within communities that span multiple jurisdictions particularly in public sector settings. This study reveals five structures, behaviors, and processes embedded in communities of practice that enable knowledge sharing across public sector jurisdictions: structured and unstructured exchange, anecdotes and storytelling, modeling by experienced members, multiple modes of communication, and confidentiality. Together, these practices establish a gateway to informal communication, build community through communication within and across groups, provide access to “know how” information from a diverse set of perspectives, and encourage peer comparisons.
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Turulja, Lejla, and Nijaz Bajgorić. "Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability." Business Systems Research Journal 9, no. 1 (2018): 1–18. http://dx.doi.org/10.2478/bsrj-2018-0001.
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AbstractBackground:Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an important concept for firms whether it is individual or organizational learning.Objectives:To provide empirical support to the impact of individual organizational learning dimensions on a firm’s knowledge management.Methods/Approach:The questionnaire survey approach is used for data collection and structural equation modeling for hypotheses testing. Besides, PROCESS procedure is employed to estimate confidence intervals of indirect effects in the model.Results:Organizational learning dimensions are antecedents of knowledge management capability. Shared values and openness influence directly and positively knowledge management capability. However, the same was not found to be the case for managerial commitment and dialogue. On the other hand, the results suggest that managerial commitment and dialog influence knowledge management capability indirectly over shared vision.Conclusions:While there has been an underlying assumption about the role of organizational learning for knowledge management, this study provides evidence on how organizational learning dimensions such as management commitment, shared vision, openness and experimentation, and dialog may be adjusted to facilitate and enhance knowledge management processes.
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Immonen, Heli Aramo, and Pasi Porkka. "Shared knowledge in project-based companies' value chain." International Journal of Knowledge Management Studies 3, no. 3/4 (2009): 364. http://dx.doi.org/10.1504/ijkms.2009.028846.
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Tahat, Ghayth. "Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study." Business Management and Strategy 12, no. 2 (2021): 107. http://dx.doi.org/10.5296/bms.v12i2.18829.
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The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.
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Dincă, Violeta Mihaela. "Factors with impact on the knowledge management practices within shared service centers." Proceedings of the International Conference on Business Excellence 14, no. 1 (2020): 568–76. http://dx.doi.org/10.2478/picbe-2020-0053.
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AbstractNowadays it has become easier and easier to reach and achieve information and a great reason for that is the fast evolution of technology. Along with these less complicated opportunities to access information there is an increasing consciousness of recognizing the ways to use it in different moments in time especially within the business environment. Successful organizations empower employees to share knowledge by rewarding them for such actions. And the organization’s leaders must be role models of sharing knowledge regularly with their teams, and they should discuss openly about successes and failures. Taking all these aspects into account, in this paper various processes of knowledge management (KM) are presented from theoretical approaches to practical ones. Successful examples of KM within multiple Shared Service Centers of two multinational companies based in Bucharest, Romania are displayed in order to uncover best practices. A qualitative and in the same time a quantitative investigation were expanded and tested in these Shared Service Centers with the objective to detect the current most suitable patterns and procedures of KM in 2019 and, simultaneously, the difficulties in applying the KM methods within an organization. Information from different employees in the companies was gathered regarding the key success factors of implementing Knowledge Management in organizations (organizational culture, leadership, efficient and systematic processes, technology and strategy). The results certified that communication, along with an open professional behavior, sharing experiences and teamwork as the most important factors for boosting Knowledge Management within the organization.
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An, Min, and Hesham S. Ahmad. "Knowledge Management in Construction Projects." International Journal of Information Technology Project Management 1, no. 2 (2010): 16–42. http://dx.doi.org/10.4018/jitpm.2010040102.
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Knowledge is now becoming the most valuable asset of the construction organisations to gain competitive advantages by improving quality while reducing cost and time of work completion in projects. Knowledge Management (KM) is the most effective way to deal with the intellectual capital of the organisations through facilitating the capturing and sharing of existing knowledge and creating new innovative knowledge. The most useful knowledge in construction projects is tacit knowledge since it includes the people ideas, perceptions and experiences that can be shared and re-used to improve experiences and enhance abilities of employees for problem-solving and decision-making. Many of methods have been adopted to deal with knowledge in the construction organisations, but they are still far from enough, particularly in dealing with tacit knowledge gained from construction projects. This paper presents a methodology for dealing with tacit knowledge efficiently and effectively in construction projects. A case study has been conducted to evaluate the proposed KM method and to test its importance and usefulness in the construction industry.
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Kim, Sang Soo. "Exploitation of shared knowledge and creative behavior: the role of social context." Journal of Knowledge Management 24, no. 2 (2019): 279–300. http://dx.doi.org/10.1108/jkm-10-2018-0611.
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Purpose This study aims to examine how exploitation of shared knowledge is related to creative behavior by focusing on the roles of social contextual factors – perceived co-worker support and perceived relationship conflict. Design/methodology/approach The proposed research model in this study posits the following: exploitation mediates the relationship between shared knowledge and creative behavior and perceived co-worker support and perceived relationship conflict moderate the relationship between shared knowledge and creative behavior. For an empirical examination, the model was tested by PLS-SEM using 457 responses gathered from workers of different companies in Korea. Findings It turned out that knowledge exploitation fully mediates the relationship between shared knowledge and creative behavior. Also, the findings revealed that the stronger the perceived co-workers support is the stronger the relationship between shared knowledge and knowledge exploitation becomes. In contrast, perceived relationship conflict has a negative moderating effect on the relationship. Originality/value This study helps to deepen the understanding of how knowledge sharing impacts creative behavior in light of social context and the active utilization of shared knowledge. In addition, this study attempts to provide new perspectives by suggesting double aspects of perceived relationship conflict, which eventually extending the previous research on conflict in the field of knowledge management and creative behavior.
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Schwotzer, Thomas, and Kurt Geihs. "Shark - a System for Management, Synchronization and Exchange of Knowledge in Mobile User Groups." JUCS - Journal of Universal Computer Science 8, no. (6) (2002): 644–51. https://doi.org/10.3217/jucs-008-06-0644.
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New wireless protocols like W-LAN and Bluetooth allow establishing spontaneous networks and peer-to-peer exchange of information. At the same time standards like Semantic Web and Topic Maps gain acceptance that add semantics to information. This paper introduces Shark. Shark is an acronym and stands for "Mobile Shared Knowledge". Shark organizes knowledge with help of Topic Maps, synchronizes knowledge inside closed user groups but also enables a peer-to-peer exchange of knowledge by means of Bluetooth. This paper gives an overview of the system and its communication protocols.
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Chen, Ling, and Donald J. Cegala. "Topic Management, Shared Knowledge, and Accommodation: A Study of Communication Adaptability." Research on Language & Social Interaction 27, no. 4 (1994): 389–417. http://dx.doi.org/10.1207/s15327973rlsi2704_4.
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Krylova, Ksenia O., Dusya Vera, and Mary Crossan. "Knowledge transfer in knowledge-intensive organizations: the crucial role of improvisation in transferring and protecting knowledge." Journal of Knowledge Management 20, no. 5 (2016): 1045–64. http://dx.doi.org/10.1108/jkm-10-2015-0385.
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Purpose This paper aims to answer the question: how do knowledge workers’ improvisation processes promote both knowledge transfer and protection in knowledge-intensive organizations (KIOs)? A model is proposed identifying how effective improvisation can strengthen the effect of four specific knowledge transfer mechanisms – an experimental culture, minimal structures, the practice of storytelling and shared mental models – on knowledge transfer inside the organization and knowledge protection outside of it. Design/methodology/approach The paper builds on a knowledge translation perspective to position improvisation as intrinsically intertwined with knowledge transfer and knowledge protection. Findings Improvisation is proposed as the moderating factor enhancing the positive impact of an experimental culture, minimal structures, storytelling practice and shared mental models on knowledge transfer and knowledge protection. Practical implications The paper argues against a “plug-and-play” approach to knowledge transfer that seeks to replicate knowledge without considering how people relate to the routines and the context and highlights to leaders of KIOs the importance of developing awareness, understanding and motivation to improvise to internalize new knowledge being transferred and to create imitation barriers. Originality/value The paper proposes that KIOs’ success in transferring and protecting knowledge emerges not directly from formal knowledge transfer mechanisms but from knowledge workers’ improvisation processes.
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Ahonen, Heli, and Jaakko Virkkunen. "Shared challenge for learning: dialogue between management and front-line workers in knowledge management." International Journal of Information Technology and Management 2, no. 1/2 (2003): 59. http://dx.doi.org/10.1504/ijitm.2003.002449.
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Tahat, Ghayth. "Knowledge Sharing, Organizational Capabilities, and Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study." Journal of Management Research 13, no. 1 (2021): 43. http://dx.doi.org/10.5296/jmr.v13i1.18147.
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The importance of new product development (NPD) and innovative capabilities in marketing, innovation, and business strategy has been recognized by management and researchers. Knowledge management and organizational capabilities are also explored and evaluated by researchers and practitioners. However, the current literature shows a lack of connection between NPD, innovative capabilities, integrated shared knowledge, and organizational capabilities. Also, there is limited knowledge on the impact and the contribution of the integrated shared knowledge and the organizational capabilities to the firm's success, performance, and sustainability. This study aims to determine if there is a link between NPD and innovative capabilities and the integrated shared knowledge and the organization's capability and explore how shared knowledge and the organization's capabilities influence and contribute to NPD, innovative capabilities, and innovative management. A qualitative, multi-site case study through one-on-one, in-depth interviews with primary decision-makers from technology and innovative companies in Jordan is employed. The primary research question is, how do shared knowledge and the organizational capabilities that influence NPD and innovative capability contribute to the firm's success, performance, and sustainability? Respondent interviews are imported and analyzed through NVivo qualitative data analytics software. Findings are also determined using NVivo 11 through theme analysis. A key finding is that shared knowledge and the organization's capabilities are linked and critical for NPD's success and innovative capabilities.
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Tahat, Ghayth. "Knowledge Sharing, Organizational Capabilities, and Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study." Journal of Management Research 13, no. 1 (2021): 43. http://dx.doi.org/10.5296/jmr.v13i1.18147.
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The importance of new product development (NPD) and innovative capabilities in marketing, innovation, and business strategy has been recognized by management and researchers. Knowledge management and organizational capabilities are also explored and evaluated by researchers and practitioners. However, the current literature shows a lack of connection between NPD, innovative capabilities, integrated shared knowledge, and organizational capabilities. Also, there is limited knowledge on the impact and the contribution of the integrated shared knowledge and the organizational capabilities to the firm's success, performance, and sustainability. This study aims to determine if there is a link between NPD and innovative capabilities and the integrated shared knowledge and the organization's capability and explore how shared knowledge and the organization's capabilities influence and contribute to NPD, innovative capabilities, and innovative management. A qualitative, multi-site case study through one-on-one, in-depth interviews with primary decision-makers from technology and innovative companies in Jordan is employed. The primary research question is, how do shared knowledge and the organizational capabilities that influence NPD and innovative capability contribute to the firm's success, performance, and sustainability? Respondent interviews are imported and analyzed through NVivo qualitative data analytics software. Findings are also determined using NVivo 11 through theme analysis. A key finding is that shared knowledge and the organization's capabilities are linked and critical for NPD's success and innovative capabilities.
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Steffen, Mario Oscar, Mírian Oliveira, and Andrea R. Balle. "Knowledge sharing among companies in a science and technology park." Business Information Review 34, no. 2 (2017): 101–8. http://dx.doi.org/10.1177/0266382117711331.
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A Science and Technology Park (STP) is an organization that aims to increase the wealth of its community and the culture of innovation and the competitiveness of its associated companies. Accordingly, the Park should stimulate the flow of knowledge between its companies, universities, and the market through the knowledge sharing. Knowledge sharing is a process in which individuals or organizations create knowledge collaboratively by exchanging their implicit or explicit knowledge. Thus, this research aimed to analyze the knowledge sharing between companies in an STP. To do so, qualitative research was carried out through semistructured interviews with 50 companies in an STP. The results show that companies share with other companies of all sizes from different business areas and tend to share with resident companies rather than with incubated ones. The type of knowledge shared between companies is more managerial than technical and can be shared using technology or not, and e-mail is the most used medium. The key benefits expected from sharing are networking, new business opportunities, and process improvement. The reasons for sharing are linked to the exploration and exploitation of knowledge, through which companies can create new processes for developing and refining their products and services.
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Kosklin, Ritva, Johanna Lammintakanen, and Tuula Kivinen. "Public Health Care Managers’ Views on Knowledge Management." International Journal of Health Policy Planning 4, no. 1 (2025): 01–11. https://doi.org/10.33140/ijhpp.04.01.08.
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Purpose: The purpose of this study is to investigate public health care managers’ views on Knowledge Management (KM), and how managers’ individual and organisational factors are related to their views. Design/Methodology/Approach: Data was gathered through a survey of strategic, middle and first-line managers (n=406) in the public health care sector in Finland. The data were analysed using SPSS (version 28.0). Factor analysis was performed to formulate sum variables. The Kruskal-Wallis test and the Mann Whitney U test was used to determine the relationship between managers’ background and sum variables. Findings: Managers' views on knowledge management were quite positive. Organisational factors, such as management position in the organisation, the nature of the work and the organisation they work had more influence on managers’ views on KM than their individual characteristics. Health care managers expressed the most positive views about knowledge use in management. By contrast the creation of common managerial knowledge was considered as the weakest component of KM. In this study we found new KM component, which was named comprehensive knowledge about operations. Implications: These findings indicate the need to consider how to enhance creation shared knowledge among the health care managers, and development of organisational practices, culture, and strategy from knowledge management perspective. The results can be used developing KM in health care environments.
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Gomes, Luis, Filipe Sousa, and Zita Vale. "An Intelligent Smart Plug with Shared Knowledge Capabilities." Sensors 18, no. 11 (2018): 3961. http://dx.doi.org/10.3390/s18113961.
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The massive dissemination of smart devices in current markets provides innovative technologies that can be used in energy management systems. Particularly, smart plugs enable efficient remote monitoring and control capabilities of electrical resources at a low cost. However, smart plugs, besides their enabling capabilities, are not able to acquire and communicate information regarding the resource’s context. This paper proposes the EnAPlug, a new environmental awareness smart plug with knowledge capabilities concerning the context of where and how users utilize a controllable resource. This paper will focus on the abilities to learn and to share knowledge between different EnAPlugs. The EnAPlug is tested in two different case studies where user habits and consumption profiles are learned. A case study for distributed resource optimization is also shown, where a central heater is optimized according to the shared knowledge of five EnAPlugs.
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Zhang, Ming E., and Hui Zhang. "Applied-Information Technology in Design of Ontology Integration of Clinical Medicine and Diagnosis System Based on Knowledge Management." Advanced Materials Research 978 (June 2014): 197–200. http://dx.doi.org/10.4028/www.scientific.net/amr.978.197.
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Study on the clinical medical knowledge engineering, aims to build a large-scale, shared, reusable medical knowledge base, so as to provide the intelligent expert system of medicine, medical information retrieval system, medical education, medical natural language understanding etc.. In this paper, based on ontology integration technology, proposes an ontology integration of clinical medical knowledge management and computer-aided diagnosis system framework based on distributed ontology integration, and the technologies related to the knowledge management system is researched deeply, proposes a distributed ontology integration method based on semantics, in order to solve the information can not be shared between distributed information the distribution system and the problem of ontology integration, build a semantic platform can share the definition, design distributed ontology integration adapter, a reduction algorithm was proposed for distributed ontology integration relation, the ontology integration, reduce the redundant relation integrated ontology language, improving the quality and efficiency of ontology integration.
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Vandavasi, Rama Krishna Kishore, David C. McConville, Jin-Feng Uen, and Prasanthi Yepuru. "Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis." International Journal of Manpower 41, no. 8 (2020): 1221–33. http://dx.doi.org/10.1108/ijm-04-2019-0180.
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PurposeThe purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.Design/methodology/approachData were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.FindingsThe results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.Research limitations/implicationsResults suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.Originality/valueThis study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.
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Chaurasia, Sushil S., Natashaa Kaul, Babita Yadav, and Dhirendra Shukla. "Open innovation for sustainability through creating shared value-role of knowledge management system, openness and organizational structure." Journal of Knowledge Management 24, no. 10 (2020): 2491–511. http://dx.doi.org/10.1108/jkm-04-2020-0319.
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Purpose This paper aims to identify the prominent themes of open innovation for sustainability (OIS) and establish their inter-relationships. Moreover, it examines the importance of success factors (i.e. knowledge management system, openness and organizational structure) and their configuration for co-creating shared value for OIS in manufacturing micro small and medium enterprises. Design/methodology/approach The first stage of investigation determines the relationship between concepts using the bibliometric technique. The second stage examines predictors (e.g. knowledge management system, openness and organizational structure) that contribute to the desired outcomes (creation of shared value in OIS) through necessary condition analysis. Findings The investigation demonstrates that all three conditions are necessary for (at different levels) creating shared values for OIS. More specifically, the investigation shows that the different levels of creation of shared value outcomes do require organizations to configure organizational interventions at different levels of the knowledge management system, openness and organizational structure. Practical implications To use the concept of open innovation (OI), organizations need to expand their view beyond their existing resource pool and business environment, to include their partners and stakeholders for more inclusivity. Such creation of shared value for OI does require active participation, interaction and collaboration with both manufacturer, retailers and other stakeholders, for developing an insight in creating value for sustainability problem-solving context. Originality/value The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as the antecedent to increase the creation of shared value for sustainability by organizations. The investigation advances the existing body of knowledge that propagates the significance of knowledge management system, openness and organizational structure as an antecedent to increase the creation of shared value for sustainability by organizations.
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Kutay, Cat. "Knowledge Management as Enterprise." Australian Journal of Indigenous Education 36, S1 (2007): 137–44. http://dx.doi.org/10.1017/s1326011100004816.
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AbstractIndigenous people have been for a long time deprived of financial benefit from their knowledge. Campaigns around the stolen wages and the “Pay the Rent” campaign highlight this. As does the endemic poverty and economic disenfranchisement experienced by many Indigenous people and communities in Australia. Recent enterprises developed by Indigenous people, such as the sale of art works, can be seen as examples of people receiving remuneration for tangible products deriving from their knowledge. Also, tourism involves the sale of selected knowledge in context. Information and Communication Technology (ICT) is a rich and expanding area of enterprise development which supports the development of knowledge and its use in enterprise. While such work depends on the owner’s, or in this case Indigenous, control of the knowledge, it can open up new avenues for enterprise development. Knowledge about local land can be included in children’s computer games, knowledge about successful projects can be shared between communities through the immediacy and multimedia format afforded by online environments, and government reports and statistics can be accessed and analysed by Indigenous groups, given tools that suit a community’s abilities and needs. In particular the way in which ICT can be adapted to individual requirements make such tools ideal for communities which form such a varied and complex environment. The author believes it is important that Indigenous communities not only benefit from ICT by taking control of the technology for their purposes, but are also part of its creation and design to suit their aspirations. ICT is a highly flexible technology which can be tailored to many different enterprises. This paper presents some of the projects being developed at the University of New South Wales and suggests how these can be extended.
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Caulkins, D. Douglas. "Identifying Culture as a Threshold of Shared Knowledge." International Journal of Cross Cultural Management 4, no. 3 (2004): 317–33. http://dx.doi.org/10.1177/1470595804047813.
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Cyster, Chantall, and Oghenere Salubi. "Knowledge Management Practices in a Religious Organisation in South Africa." European Conference on Knowledge Management 23, no. 1 (2022): 252–59. http://dx.doi.org/10.34190/eckm.23.1.609.
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Knowledge Management has developed over the years into a mainstream organisational necessity to achieve success and organisational effectiveness. Religious organisations are one of the most producers of knowledge. In many parts of Africa, several Pentecostal churches are established regularly, especially in crowded informal settlements. The knowledge conversion model was utilised to assess the knowledge management practices at a Pentecostal church in an informal settlement in Cape Town, South Africa. The objectives of the study were to examine the awareness and uptake of KM in the religious organisations, determine the level of openness of the members and leaders to knowledge sharing and conversion as well as assess how religious organisations leverage knowledge conversion and KM practices in achieving their goals in spreading the gospel and to enhance their community services. The church leadership and adult members of the church constituted the study population. The findings of this study revealed that the level of awareness and uptake of KM was very low because there was no documented training as well as responsible individuals responsible for the management of knowledge. Tacit knowledge is being shared informally through dialogue communication and religious meetings. However, this knowledge is not formally extracted, documented, or converted into explicit knowledge for organisational productivity, further sharing and future reuse. Although some of the leaders were not keen on knowing explicitly managed and shared in the organisation, religious members thought it is very important for knowledge to be documented and shared. Furthermore, as knowledge sharing is not prioritised within the organisation, the goal of spreading the gospel and to enhance their community services was found to be sluggish. The study developed a conceptual model for implementing knowledge management in Pentecostal religious organisations.
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Gottschalk, Petter. "Knowledge Management in Private Investigations of White-Collar Crime." Information Resources Management Journal 29, no. 1 (2016): 1–14. http://dx.doi.org/10.4018/irmj.2016010101.
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The activity of private investigations by fraud examiners is a business of lawyers, auditors and other professionals who investigate suspicions of financial crime by white-collar criminals. Private investigations represent an interesting and unique field of knowledge management research for several reasons. A possible white-collar crime has occurred, and examiners are to figure out what, how, who and why. It is a puzzle of information pieces that has to be solved. If one piece is missing in a puzzle of thousands of pieces, the crime will never be solved. Second, knowledge cannot be shared freely. Knowledge has to be applied in a sequence of investigative steps, where witnesses and suspects are involved to the extent that the investigation makes progress. Colleagues in the firm and executives in the client organization do only get to know about a current investigation to the extent that they have a role to play in it. A senior investigating person plays the role of a knowledge manager, who monitors information flows. Only when the private investigation is completed, is knowledge from the case to be shared in the broader field of stakeholders and spectators.
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Chirawattanakij, Suphong, and Vichita Vathanophas Ractham. "Enhancing knowledge adoption with recipients’ characteristics." Journal of Management Development 35, no. 1 (2016): 38–57. http://dx.doi.org/10.1108/jmd-11-2014-0155.
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Purpose – The purpose of this paper is to envisage human characteristics and resources as critical factors in the adoption process. While an individual’s intention to adopt knowledge is considered as the primary motivator in the adoption process, these characteristics, in the appropriate amount, can accelerate the recipients’ knowledge adoption behavior. In this study four personal characteristics, comprising shared language between a knowledge sender and a recipient, the recipient’s prior knowledge, the recipient’s enjoyment in adopting knowledge, and the recipient’s self-confidence have been chosen. Methodology – This research uses four human characteristics, consisting of shared language between knowledge senders and recipients, recipients’ prior knowledge, recipients’ enjoyment in knowledge adoption, and recipients’ self-confidence, to identify their optimal roles in the adoption process. Along with the intention to adopt new knowledge, each of these characteristics was tested in both forms. A survey was conducted with white collar workers. Nine models were designed and regression technique was used for analyzing data and interpreting outcomes of these models. Findings – This study reveals that shared language between a knowledge sender and a recipient as well as a recipient’s self-confidence to adopt new knowledge directly enhances the individual’s likelihood to start learning. Shared language and self-confidence perform better as mutual predictors, while prior knowledge and enjoyment are the moderators. Originality value – The research outcome is beneficial in the designing of organizational business strategies. Shared language between an instructor and a learner increases likelihood to adopt knowledge, thus it is advantageous to arrange prerequisite mandatory courses in order to enhance a learner’s language proficiencies. Organizations can leverage their employees’ prior knowledge if it is perceived to be low. To do so, supervisors should link eagerness in learning and augmenting competencies to career advancement. Advice from, and rapport with a supervisor is essential. Effective strategies can improve the knowledge sharing goals, and in turn achieve business objectives as a whole.
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Ms., Hartesh Pannu. "THE IMPACT OF KNOWLEDGE MANAGEMENT INFRASTRUCTURE ON ORGANIZATIONAL PERFORMANCE IN SMES." International Journal of Human Resource & Industrial Research 4, no. 2 (2017): 26–31. https://doi.org/10.5281/zenodo.10701726.
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Knowledge management is recognized as an important weapon for sustaining competitive advantage and improving performance. The evaluation of knowledge management (KM) performance has become increasingly important since it provides the reference for directing the organizations to enhance their performance and competitiveness. This study aims to determine the impact of knowledge management infrastructure on the Organizational Performance in SMEs that need knowledge to perform their work and tasks. . Organizations should establish knowledge directorates to discover and transmit knowledge to workers with a view to improve the creativeness and distinctiveness of organizations. The use of KM practices can contribute to the overall growth of SMEs by simultaneously and significantly enhancing their performance. The findings indicated that there was a strong effect of knowledge management infrastructure on the Organizational Performance. <strong><em>Keywords: </em></strong>Knowledge Management, Infrastructure, Performance, Effectiveness, Organizational Culture/ Structure, Information Technology, Shared Knowledge, SMEs.