Knowledge management and the missing tradition - on the role of tradition, knowledge and competencies in industrial production

Purpose The global higher education (HE) sector is facing difficult challenges worldwide. Thus, we investigate risk management (RM) practices within HE with three purposes in mind: (1) embedding knowledge management (KM) concepts into the drivers of enterprise-wide risk management (EWRM); (2) providing a road map for embedding RM elements utilising a risk-focused preparation, planning, doing, checking and action (P,PDCA) approach to the management of risks in HE; and (3) rendering KM more readily applicable to EWRM thus enhancing the management of risk. Design/methodology/approach In this qualitative research, we examined the intersection of theories of EWRM in HE and KM concepts while considering our existing knowledge and previously formed ideas about the complex phenomena of successfully implementing risk management. Additionally, we took into account our researchers’ and practitioners' epistemological dispositions with regard to the value of KM. We applied a methodical analytic approach to gain a greater understanding of EWRM in HE. Following a focused literature review of EWRM in HE and KM, we integrated RM implementation models with KM concepts to answer three research questions: (1) How can higher education institutions (HEIs) effectively manage EWRM by pinpointing specific risks within selected categories? (2) To what extent could adopting RM enablers enhance RM practices in HEIs? and (3) Are HEIs mitigating unforeseen outcomes by implementing risk management strategies? Findings We have analysed six drivers of EWRM from a KM perspective, demonstrating that KM concepts can support the successful implementation of risk enterprise-wide. A multifaceted yet practical model has emerged by linking the interconnecting concepts of RM and KM, which provides a holistic approach to implementing EWRM in HE. The emergent model was critically reviewed and discussed by eight senior sector practitioners, and their viewpoints and suggestions have been taken into consideration. Originality/value Our research has pinpointed, analysed and verified deficiencies in the present understanding of the factors that impact the effective execution of RM. Consequently, this investigation contributes to the comprehension of the potential of KM in fostering a nurturing environment that enables successful EWRM in HE. In view of these discoveries, we suggest adopting an all-encompassing approach to RM that incorporates top-down, bottom-up and combined approaches, which can enrich risk awareness and ultimately minimise unanticipated outcomes.

<span lang="EN-US">The concept of knowledge management (KM) and organizational learning (OL) has been embraced by organizations to complement each other. Higher education institutions have embraced KM and OL as a means to improve organizational efficiency. This research explores the link between KM and OL. The target population included all the 432 academicians and administrators from 35 public universities in Iraq. The sampling was selected using a stratified random sampling technique. The correlation among the components of KM and OL was tested as well as the effect of KM components on OL. The findings were derived using smart partial least square. The findings showed that there is significant correlation between components of KM and components of OL. The regression analysis showed also that the effect of KM and its components; knowledge creation, knowledge sharing, knowledge storage, knowledge application and knowledge acquisition on OL are significant. These findings provide insights to universities management on strategies to implement KM practices that can align with OL practices to assure dynamic lifelong mechanisms for the basic daily activities such as teaching, learning, researching, and supervision.</span>

PurposeThis paper seeks to identify the manner in which the knowledge management (KM) concept can be implemented in property management companies in Malaysia.Design/methodology/approachThe KM strategies for property management companies were designed and then tested among the property management companies in Malaysia. Sixteen companies were involved in this research to provide empirical results of the KM concept implementation in property management organisations.FindingsThe research findings suggest that the KM concept is becoming increasingly important and that the property management companies are practising some of the relevant activities. The findings also integrate the concept of KM and property management activities.Research limitations/implicationsThe research is based only on 16 companies registered under the Board of Valuers, Appraisers and Estate Agents, Malaysia, which governs property management activities in Malaysia.Originality/valueThis paper proposes to property management players to put into practice the KM concept within their organisations.

Knowledge management is a trend that is increasingly widespread in business circles and small companies as well as in the larger organizational structures. The concept of knowledge management is increasing and becomes the basis for quality and successful functionality of every organization. Organizations that use the potential of human resources as primary resource in dealing with the application of knowledge management have significantly improved the performance with reduced costs and increased quality of products or services. With the application of information technology in knowledge management a decentralization is achieved and therefore it facilitates the expansion of foreign markets. The subject of this research will be the systems for knowledge management, their relationship with the organizational learning, and the role of information technology in these systems. The purpose of this research is to recognize the importance and the benefits of managing knowledge and to perceive the role of information technology in knowledge management in enterprises in Republic of Macedonia, in order to achieve competitive advantage and long-term profitability.

The concept of knowledge management (KM) and learning involves creation, analysis, storage, dissemination and usage of knowledge for improved decision-making and continuous learning. Learning occurs when knowledge is absorbed and results in action. Organizations do not organically develop into learning organizations (LO); there are usually factors prompting their change. Successful LOs are those which are capable of learning faster than their competitors in development of new product and services, customer responsiveness, managing intellectual capital, processes and technology. Such rapid adaptation requires the efficient and effective use of knowledge. The following paper is based on a research study conducted to gain an understanding of the relationship between the dimensions of KM and LO. Further, we investigate whether there are any significant differences between the relationships that occur in the case of private and public sector organizations in India. A convenience sample of 51 top-level and middle-level executives representing 16 private and public sector organizations participated in this study. The results show that private sector organizations fare better on all dimensions of LO as compared with public sector organizations, although the scores are just satisfactory and there is scope for improvement. We also found that the KM dimensions that we have identified have a positive impact on dimensions of LO, which is consistent with our proposed hypotheses. Finally, the impact of the type of organization, that is public/private, is found statistically insignificant in the relationship between KM and LO. These findings may help decision makers in initiating KM to develop processes for transforming the organization into the LO. Copyright © 2011 John Wiley & Sons, Ltd.

Recent research looks into how social messaging (SM) is used to manage the knowledge among managers, and how this leads to decision making in management team. Despite the numerous articles found on SM, which mostly referred to instant messaging (IM), only a few covered the usage of SM for managing knowledge at workplace. The current observation on the changing technology usage trend in managing tasks and knowledge has found that SM applications (i.e. over mobile phones) are heavily used to make important decisions on-the-go. This results to the addiction of creating new SM groups every time a new team or special task force is formed, to ensure constant communication among the team members and to solve issues immediately. Since the concept of knowledge management (KM) is deem relevant to the process of making decisions regarding official work, it is believed that there is a need to investigate the communication patterns in the SM group environment and identify the KM patterns that emerge from these. This paper uses the GUSC Model, established under the concept of personal knowledge management (PKM), as a tool to analyse these patterns, focusing on a sample group of a special task force formed for an important event. It further proves the existence of KM patterns among members of a social messaging group.

What is the major knowledge management (KM) concept that the executive managers viewed? To answer this question a total of 45 questionnaires were used in this research. SPSS, ANOVA, T-test and sheffee test were used for the 45 respondents result.The chi-square goodness-of-fit test was used for checking non-response bias. The results of this research provide evidence that: KM concepts are statistically significant and provide guidelines for future research. KM drives economic growth. The executive manager who works with a Company with fewer than 50 employees feels that KM informs decision-making. KM can be translated into a profitable venue is significant for the manager who works in industry and Irbid City female and has a Bachelor degree.

Linking knowledge management, organizational learning and memory

Unpacking Knowledge Management: Management Fad or Real Business Practice?

Knowledge management is a skill that must be introduced in companies for the development, expansion and optimization of the possibilities of exchange and inheritance of information among the individuals that make them up, therefore, this document aims to develop a literature review on the concept of knowledge management, alluding to its importance and addressing its evolution from the key events from its origin to the present, highlighting the period 2019-2023. For this, a qualitative methodology with descriptive approach was implemented based on the achievement of a theoretical approach to Knowledge Management, from the consultation of the equation ("Knowledge management" AND "Innovation" AND "Organizations"). As a result, several concepts and perspectives of the main authors that explain knowledge management are provided and the models highlighted in the literature are presented. Additionally, the key points of the evolution of the concept are emphasized. It is concluded that knowledge management facilitates the generation and exchange of knowledge among stakeholders, which has an impact on the improvement of aspects such as communication, collaboration and organizational learning, which becomes a guarantee of longevity for organizations.

The concept of knowledge management formed at the end of the 20th century. At the same time, the vector of this concept is evolving due to the emergence of new business models, technologies, and the recognition of the “soft” components of success or the so-called “soft skills”, and changes in the strategies of organizations.The article is a systematic scientific review, the purpose of which is to identify the mainstream in the field of economics and knowledge management. The methodology of the article is based on a set of approaches, including the knowledgebased theory of the firm, the concepts of knowledge engineering, organizational learning, dynamic capabilities and knowledge transformation, etc., and the research methodology is based on taxonomic and cluster analysis of the most cited English-language publications using tools embedded in the VOSviewer software product. The information base consisted of articles for 2018–2024, selected according to the research topic and keywords “Knowledge Management”, and placed in the Dimensions database. As a result, we identified 6 clusters and formalized the directions of modern research in the field of knowledge management. In each cluster, a content analysis of the most cited articles was carried out. The research agenda is currently focused on two main issues: the impact of digitalization and digital technologies on the choice, generation and dissemination of knowledge in an organization; the impact of knowledge on innovation as a mediator of business performance, including its environmental and social aspects. In fact, a consensus has been found in understanding the basic postulates of the concept of knowledge management. However, the problem of finding the “good” metrics for assessing the knowledge of an organization and the impact of their level on business performance remains relevant. It is shown that among the theoretical frameworks in knowledge management, the most popular are knowledge engineering and knowledge-based theory of the firm. The results of the study will be useful to managers-practitioners and researchers in the development of effective knowledge management systems.

The Purpose of this article is to examine the concept of organizational learning and knowledge management based on the results of the research that have been conducted by the previous experts. The Method which is used in this article is literature review related to variable organizational learning and knowledge management. Reason for the use of the method of literature review is that this research aims to make the most appropriate to construct a variable of organizational learning and knowledge management, especially for service companies. The Results showed that based on the results of the study on organizational learning dimensions consists of the commitment to learning, shared values and openness of thought. .Dimensions of knowledge management consists of identifying and determining the needs of knowledge, collecting knowledge, knowledge creation and evaluation, and utilization of knowledge.knowledge. Conclusion:Dimensions for organizational learning include a commitment to learning, shared values and openness of thought.Dimensions of knowledge management consists of identifying and determining the needs of knowledge, collecting knowledge, knowledge creation and evaluation, and utilization of knowledge.knowledge.Organizational learning-related knowledge management. Considering the experts study results showed that in the selection of dimensions and indicators in the field of research need to consider a phenomenon that needs to be considered the most appropriate perspective to the phenomenon of research. Before determining the required knowledge necessary to know the process map of each job to be known by anyone associated with and what information needs to be known to carry out the work. DOI: 10.5901/mjss.2015.v6n5s5p136

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processesknowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The intermediate outcomes of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning. Volume editor William R. King is the University Professor of Business Administration at the Joseph M. Katz Graduate School of Business and College of Business Administration, University of Pittsburgh. He was the founding president of the Association for Information Systems (AIS) and a past president of The Institute of Management Sciences (TIMS) (198990), an international professional society with 8,000 members, which he guided to merge with the Operations Research Society of America to form INFORMS. He has twice served as chair of ICISthe annual International Conference on Information Systems (1988; 2005), has served as editor-in-chief of the Management Information Systems Quarterly, the primary journal in the field of information systems, and was the key figure in the founding of a new journal, Information Systems Research.

Knowledge Management and Organizational Learning