Knowledge Management in a World of Generative AI: Impact and Implications

Over the last decade the fields of knowledge management and organizational learning have developed rapidly, showing increasing diversity and specialization in the academic literature. Ikujiro Nonaka has played a leading role in setting standards and earning academic legitimacy for the emergent field of “organizational knowledge management” (Easterby-Smith & Lyles, 2003). In the period 1995-2001, the book The Knowledge-Creating Company (Nonaka & Takeuchi 1995) was the most-cited knowledge management work from academic literature (Koenig & Srikantaiah, 2004). Interestingly, in this book and in following works, the authors themselves prefer to use the term “knowledge creation” rather than “knowledge management,” later also dropping the term “organizational” from the initial proposition. Easterby-Smith and Lyles also state (2003, pp. 642-643) that in the field of organizational learning and knowledge management, among the topics of articles published in the last two years, “learning capabilities, experience, and absorptive capacity” is the largest category, including several articles that assess the impact of learning on performance. Seeming to be frequently interrelated, “organizational learning and knowledge management across boundaries,” “knowledge creation and transfer,” and “human resource management and human capital” are the next largest categories for articles. Communities of practice, socio-political processes, and the development of tacit knowledge or social identity are among the other topics frequently addressed in the literature, categorized in terms of “cognition, socio-political aspects, and tacitness.” Using the extant and emerging perspectives in knowledge management, organizational learning, and communities of practice literature, in the following sections of this short article, we will first discuss the importance of specific-general knowledge, and context for knowledge creation and management. Then we will introduce the conceptualization of “specific” and “general” knowledge interactions, and discuss a framework that proposes these interactions as contextual knowledge conversions for learning and practice. The following section will aim to contribute to the representation of our knowledge on these contextual knowledge interactions, using visualization tools like geometric figures. We will conclude our discussion by highlighting future research possibilities in the relevant research fields.

Over the last decade the fields of knowledge management and organizational learning have developed rapidly, showing increasing diversity and specialization in the academic literature. Ikujiro Nonaka has played a leading role in setting standards and earning academic legitimacy for the emergent field of “organizational knowledge management” (Easterby-Smith & Lyles, 2003). In the period 1995-2001, the book The Knowledge-Creating Company (Nonaka & Takeuchi 1995) was the most-cited knowledge management work from academic literature (Koenig & Srikantaiah, 2004). Interestingly, in this book and in following works, the authors themselves prefer to use the term “knowledge creation” rather than “knowledge management,” later also dropping the term “organizational” from the initial proposition. Easterby-Smith and Lyles also state (2003, pp. 642-643) that in the field of organizational learning and knowledge management, among the topics of articles published in the last two years, “learning capabilities, experience, and absorptive capacity” is the largest category, including several articles that assess the impact of learning on performance. Seeming to be frequently interrelated, “organizational learning and knowledge management across boundaries,” “knowledge creation and transfer,” and “human resource management and human capital” are the next largest categories for articles. Communities of practice, socio-political processes, and the development of tacit knowledge or social identity are among the other topics frequently addressed in the literature, categorized in terms of “cognition, socio-political aspects, and tacitness.” Using the extant and emerging perspectives in knowledge management, organizational learning, and communities of practice literature, in the following sections of this short article, we will first discuss the importance of specific-general knowledge, and context for knowledge creation and management. Then we will introduce the conceptualization of “specific” and “general” knowledge interactions, and discuss a framework that proposes these interactions as contextual knowledge conversions for learning and practice. The following section will aim to contribute to the representation of our knowledge on these contextual knowledge interactions, using visualization tools like geometric figures. We will conclude our discussion by highlighting future research possibilities in the relevant research fields.

Purpose– The purpose of this paper is to reveal the underlying principles of knowledge processing in a new era of mass collaboration and provide an integrated guideline for organizational knowledge management (KM) based on identifying the gaps between the existing KM theories and emerging knowledge initiatives such as Web 2.0, Pro-Am, Crowdsourcing, as well as Open Innovation.Design/methodology/approach– This research mainly employs three types of research methodologies: Literature study was conducted to connect this study with conventional theories in KM and propose the main principles of Mass Collaborative Knowledge Management (MCKM). Object-oriented modeling was used for designing its interaction model. The case study method was employed to discuss the two typical practices carried out by Goldcorp Inc. as well as the Defence Advanced Research Projects Agency.Findings– This paper proposes the novel KM paradigm called MCKM and also provides its main principles and the interaction model. First, it identifies the gaps between emerging practices and existing KM theories. Second, it embraces the long tails into the scope of organizational KM and extends the scope of prevailing KM studies. Third, it falls back on Pro-Ams to save the costs of and to reduce the risk to organizational KM as well. Fourth, it highlights the advantages of opening organizational internal knowledge and transforms the core beliefs in conventional KM. Finally, it classifies organizational knowledge into two types, domain knowledge and non-domain knowledge, and provides some managing policies, respectively.Practical implications– Introducing MCKM into organizational KM will not only enhance the organizational knowledge creation and sharing, but also help an organization build its open knowledge ecosystem.Originality/value– This is a paper to introduce a new direction of KM studies, which guides an organization to build an open knowledge ecosystem by implementing mass collaborations and taking advantages of the complementary advantages of men and machines in knowledge processing.

PurposeThe high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. Although personal knowledge management plays an important role in organizational knowledge management, empirical research on the practices for its application is underdeveloped. This study aims to examine the role of idiosyncratic job-design practices (i.e. job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) in cultivating personal knowledge management among knowledge workers in organizations, to increase their productivity and safeguard the organization against knowledge loss arising from knowledge workers’ interfirm mobility.Design/methodology/approachData were collected from 221 knowledge workers pursuing various knowledge-intensive jobs through a questionnaire survey and were analysed using partial least squares modelling.FindingsThe results demonstrated that three job-design practices (job definition, innovation as a job requirement and lifelong learning orientation) have a positive impact on personal knowledge management among knowledge workers and thus improve their productivity. However, job autonomy can affect personal knowledge management negatively.Research limitations/implicationsThe findings are confined to a specific context and should be replicated across different contexts for better generalizability in future research.Practical implicationsOrganizational managers should pay attention to (re)designing knowledge-intensive jobs to cultivate personal knowledge management by clearly outlining job responsibilities, offering opportunities to add relevant job activities and drop irrelevant ones, and making innovation and lifelong learning a formal job requirement. In addition, job autonomy should be judiciously provided along with sufficient social and network support to avoid lost opportunities in knowledge creation and sharing, and should be linked to job responsibilities and performance appraisals to avoid negative effects.Originality/valueThe high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. This study contributes to the literature by addressing the research gap in two aspects. Firstly, based on Drucker’s theory, this study identifies four idiosyncratic job-design practices (job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) that reflect the distinctive characteristics of knowledge-intensive work. Secondly, this study examines whether and how these practices can cultivate personal knowledge management among knowledge workers, which can support their productivity.

In the 1990s, the level of research into knowledge management increased greatly. Nowadays, knowledge is widely regarded as the key competitive resource, more significant even than traditional factors of production such as land, labour and capital. Hitherto there have been four main thrusts to knowledge research: (1) theoretical research: emphasising the epistemology of knowledge, (2) measurement-oriented research: measuring the stock of intellectual assets, (3) technology-oriented research: employing information management systems to increase the efficiency of knowledge workers, and ( 4) organisational research: investigating such knowledge processes in terms of organisational learning and knowledge flow. Organisational knowledge research centres on the investigation of two key problems: how knowledge is created and how knowledge is shared. This research focuses on knowledge sharing and specifically on identifying the most effective means for intraorganisational knowledge sharing. A management framework and methodology have been developed and embodied as tools for enabling companies to effectively leverage their critical knowledge resources across multiple organisational units with the aim of enhancing and sustaining their competitive advantage in the marketplace. This research is motivated by: (1) the fact that hitherto there has been no theoretically sound managerial frame ork that integrates the diverse and yet inter-related theories of knowledge, and more importantly, (2) the need for a practical conceptual tool to help practitioners put their knowledge-sharing strategies into operation in order to realise the benefits of managing knowledge. The novelties of this research are twofold. Firstly, a new holistic management framework- the Knowledge Sharing Management Framework (KSMF)- has been developed to integrate theories of organisational learning and cognition, communication and media selection, culture and motivation, organisational structure, information management and knowledge networks. This new holistic framework establishes knowledge-based competitive advantage as the conceptual foundation for justifying the value of a knowledge sharing initiative. It consists of a five-stage process model (adoption, adaptation, absorption, integration and dissemination) and four generic knowledge-sharing strategies (concentrating on sharing channels, organisational infrastructure, human factors and technology provision). Secondly, knowledge research has, on the whole, moved from investigating 'what' knowledge is to investigating 'why' and 'how' it should be shared. This work contributes to the next phase of knowledge management development by designing a new methodology _the Knowledge Sharing Management Methodology (KSMM)- as a practical 'howto' guide for practitioners. This novel methodology establishes the crucial link between strategic and operational level decision-making by examining an organisation's current knowledge sharing practice from a business process perspective. The KSMM provides a structured method of identifying areas of an organisation's knowledge sharing practice for improvement so that managers can have a tool for guiding them when putting knowledge strategies into practice. The application of the KSMM is demonstrated by means of two case studies. These take the form of collaborations with industrial partners in the manufacturing engineering sector. In these, the firms' current organisational knowledge sharing practices were systematically examined in order to investigate the enablers and blockers influencing knowledge sharing between organisational units, and t~ identify areas for improvement. These two case studies provided empirical evidence for researching the multi-faceted and 'sticky' nature of organisational knowledge sharing and for identifying the key factors for success in its management. Key words: Knowledge management, knowledge sharing, knowledge process, organisational learning, intellectual assets, methodology

Introduction: Organizational culture and knowledge management will affect all aspects of the organization. Successful knowledge management is required to improve of organizational culture. In fact the organizational culture is the base of knowledge management. The context of appropriate organizational culture provides more effective application of knowledge or knowledge management and case the promotion and development of organization. So in this study investigated between two components of organizational culture and knowledge. Methods: Organizational culture and knowledge management were evaluated by pre-approved questionnaire. This study was examined on all faculty members of Research Centers Affiliate to University of Medical Sciences. After using Smirnoph Colomogroph test to determine data normality, Descriptive and analytical statistics was performed by SPSS software (version 21). Results: Current situation review of organizational culture and knowledge management of considrered centers were assessed as average (range, 3 to 4). Pearson correlation coefficient results was also showed a significant correlation between organizational culture and knowledge management (P= 0.926). Organizational collaboration and knowledge management relationship was not significant (P <0.001); also a significant relationship was found between organizational involvement, adaptability, consistency and Mission with Knowledge management (P <0.001). Conclusion: In order to achieve the goals of proper management of knowledge in promoting organizational culture in research centers it is essential to provide the necessary training and skills because there was a direct link between knowledge management and organizational culture.

This study aims to 1) describe the variables of organizational culture, knowledge management, job satisfaction and employee performance. 2) analyze the influence of organizational culture and knowledge management on job satisfaction. 3) analyze the influence of organizational culture and knowledge management on employee performance 4) analyze the effect of job satisfaction on employee performance. 5) analyze the influence of organizational culture and knowledge management on employee performance through job satisfaction in the Grand Palace Malang Hotel environment. The sample in this study were 40 employees. The analysis technique uses path analysis. The results of the analysis show that Organizational Culture and Knowledge Management have a significant influence on Job Satisfaction. Organizational culture does not have a significant influence on employee performance. In addition, knowledge management has a significant effect on employee performance. It turns out that job satisfaction has a significant effect on employee performance. Job satisfaction moderates organizational culture and knowledge management on employee performance. Job Satisfaction becomes the most important part to be considered and considered by top management because through job satisfaction employee work results can be achieved.

Proposing a Next Generation of Knowledge Management Systems for Creative Collaborations in Support of Individuals and Institutions - Featuring a Novel Approach for Meme-based Personal Knowledge Management

Competitive advantage and sustainability of business organizations can only be achieved when an organization identifies, boosts, and directs its resources toward building its capabilities. The literature identified knowledge management (KM) resources and capabilities as the most critical enablers of organizational performance and innovations. This systematic review identified KM resources (enablers) and their effects on KM capabilities. The review also went into the theories used in the empirical research on the problem. To achieve those goals, the authors summarized 27 quantitative, peer-reviewed studies found in well-known databases and published in the last 5 years between January 2014 and April 2019. The review revealed that the primary organizational KM resources are culture, people, leadership, organization structure, resources, capabilities, strategy and technology. To these, the review added some factors, which are social factors, organizational knowledge and organizational characteristics. The study is significant in finding the most common variables or factors in business KM and their implication of them for enhancing knowledge capability and organizational performance.

The members of panel will discuss the opportunities and challenges facing knowledge management education. The panel will share their experiences in the development of four knowledge management programs at Kent State University, Dominican University, University of Oklahoma, and Nan yang Technological University in Singapore. Today's organizations are faced with many challenges, such as producing the desired objectives (efficacy), solving the right problems (effectiveness), and using the minimal quantity of resources (efficiency) in a competitive and complex environment. Among other necessities, organizations have to identify knowledge sources and assess their value when possible. They need to be proactive and/or adapt to the rapid pace of change. They should be able to recognize the needs of their costumers or users and be able to develop or adapt mechanisms that permit them to measure their intellectual capital and build the technological infrastructure that would facilitate knowledge sharing and utilization. Organizations also need assess and create a culture that allows knowledge sharing, socialization, collaboration, and the creation of communities of practice. Knowledge workers and knowledge professionals are an important, if not vital, component of the knowledge organization. Regardless of the industry, type of organization (profit or nonprofit organization), or the business sector, they all require a new breed of information professionals who are able to work closely with the knowledge workers, understand their needs and communicate their concerns to the management of the organization. Knowledge professionals will help organizations identify opportunities, deal with competition, generate synergy, and create a knowledge-sharing environment. Traditionally, information professionals' roles were limited to the identification, acquisition and organization of explicit knowledge or information. Today, that role is being expanded to include other forms of knowledge activities– tacit and implicit knowledge in the form of skills and competencies. Tacit knowledge is personal and gets transferred through human interaction, training, observation and replication in different environments. It can only be shared by socialization, interaction and training, and it requires interpersonal communication. As knowledge professionals need to deal with human resource issues as well as organizational issues, a new set of skills and competencies are needed. Such skills and competencies require a multidisciplinary program and cannot be catered for by one single discipline. Disciplines involve include information technology, information science, communication and cognitive science, and business and management. At the moment, most knowledge management practitioners and self -proclaimed experts come from various backgrounds with different levels of skills and competencies. Clearly there is a need for a formal qualification for knowledge management to the increased demand for knowledge professionals. Given the fact that knowledge management is an interdisciplinary area and requires the participation of people from different disciplines, designing a balanced and practical knowledge management curriculum will always be a challenge. There is very little agreement on what characteristics knowledge management professionals should have, and the roles that they should play. Many organizations are creating knowledge management positions, which have a diversity of names and descriptions. Some of these roles could be associated with knowledge management practices, but others may be more IT-related. As knowledge management evolves, educational institutions around the world are beginning to develop programs in response to the market needs of knowledge management professionals. These programs have taken different approaches: Library and Information Science, Information Technology, Communication Studies, or Management. An essential question for higher education institutions in the Knowledge Management arena is–how they can prepare and help students and organizations to achieve their goals in a changing environment in which the creation of knowledge and new skills is a constant necessity, and at the same time there is the need to integrate different conceptual approaches. The challenges in knowledge management education are diverse: defining the skills and competencies of knowledge management professionals based on the market needs; educating information professionals rigorously enough so that they will be able to meet the demands of knowledge management work; integrating and coordinating different disciplines that are the foundations of knowledge management.

In the past 10 years, the concept of knowledge management and in particular, the aspects of information technology, intellectual capital, and people management, has received wide attention from academics and practitioners. An organizational culture containing openness and incentive themes successfully facilitates the integration of individual competencies (including skills, knowledge and experiences) into organizational knowledge through learning and knowledge creating and sharing. In this paper we begin with a discussion of data, information, and knowledge, knowledge management and knowledge management system trends. Then the relationship between organizational culture and knowledge management is presented and this relationship was showed as a conceptual model by dividing knowledge management into four parts. And in a case study in Iran firms we found these correlations.

This study aims to 1) assess the significance of factors such as organizational culture, strategic planning, knowledge management, transformational leadership, and performance; 2) investigate the influence of organizational culture, strategic planning, knowledge management, and transformational leadership on organizational performance; and 3) examine the interrelationships among organizational culture, strategic planning, knowledge management, and transformational leadership that impact the performance of private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China. The research employed a mixed-methodological approach, integrating both quantitative and qualitative paradigms. The sample consisted of 870 administrators, faculty members, and staff from private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China. The primary informants were department heads, program directors, or unit leaders, and university staff, totaling 30 participants. The findings of the study revealed that organizational culture, strategic planning, knowledge management, transformational leadership, and performance were all rated at a high level; Organizational culture, strategic planning, knowledge management, and transformational leadership exerted a significant influence on organizational performance; and a statistically significant relationship was identified between organizational culture, strategic planning, knowledge management, transformational leadership, and performance within private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China.

Aim/Purpose: This paper aims to present an example of the application of a Knowledge Man-agement (KM) framework to automotive original component manufacturers (OEMs). The objective is to explore KM according to the four pillars of a selected KM framework. Background: This research demonstrates how a framework, namely the George Washington University’s Four Pillar Framework, can be used to determine the KM status of the automotive OEM industry, where knowledge is complex and can influence the complexity of the KM system (KMS) used. Methodology: An empirical study was undertaken using a questionnaire to gather quantitative data. There were 38 respondents from the National Association of Automotive Component and Allied Manufacturers (NAACAM) and suppliers from three major automotive OEMs. The respondents were required to be familiar with the company’s KMS. Contribution: Currently there is a limited body of research available on the KM implementation frameworks for the automotive industry. This study presents a novel approach to the use of a KM framework to reveal the status of KM in automotive OEMs. At the time of writing, the relationship between the four pillars and the complexity of KMS had not yet been determined. Findings: The results indicate that there is a need to improve KM in the automotive OEM industry. According to the relationships investigated, the four pillars, namely leadership, organization, technology and learning, are considered important for KM, regardless of the level of KMS complexity, Recommendations for Practitioners: Automotive OEMs need to ensure that the KM aspects are established and should be periodically evaluated by using a KM framework such as the George Washington University’s Four Pillar Framework to identify KM weaknesses. Recommendation for Researchers: The establishment and upkeep of a successful KM environment is challenging due to the complexity involved with various influencing aspects. To ensure that all aspects are considered in KM environments, comprehensive KM frameworks, such as the George Washington University’s Four Pillar Framework, need to be applied. Impact on Society: The status of KM management and accessibility of knowledge in organizations needs to be periodically examined, in order to improve supplier and OEM knowledge sharing. Future Research: Although the framework used provides a process for KM status determination, this study could be extended by investigating a methodology that includes KMS best practice and tools. This study could be repeated at a national and international level to provide an indication of KM practice within the entire automotive industry.

Today’s world is entering the knowledge-based economy. In this economy, knowledge and intellectual capital management are among the most important assets of an organization. Implementing an efficient knowledge management strategy and transforming an organization into a knowledge-based one, is considered one of the fundamental qualifications for the success of the organizations that enter the knowledge-based economy. With the transformation of organizations, like network organizations that reshape from classic form into modern and modified form, the importance of knowledge management has been doubled and it has become one of the most fundamental issues and concerns in the management of these organizations. Many thinkers has identified that the execution and implementation of knowledge management in an organization are vital elements in knowledge management, while the other elements can be regarded as an introductory for preparing infrastructure and utilizing them to practical realization of knowledge management. When organizations utilize knowledge management the confidence in organization increases, communications become more effective, team work culture grows richer, responsibilities become more transparent, self-assurance increases, the administrative processes are codified more scientifically and the professional ethic will flourish. This study attempts to provide an in-depth study of library resources and propose a macro-model for knowledge management implementation in network organizations. The goal of network organizations is to utilize the macro-capacities completely while the preserve agility and flexibility, however the optimal use of the organization’s knowledge resources in trivial organizations within created networks will not be an easy task. After an thorough review of literature related to virtual organizations and networks and knowledge management in them, and also surveying the processes, details, advantages and limitations of knowledge management, and concentrating on main components of knowledge management in network organization, the proposed operational pattern for knowledge management in network organizations, which consists of key performance indicators in administration and implementation of knowledge management and the communication within the organization and also outside the organization.

Chinese medicine (CM) practice, as a knowledge-based industry, has not embraced knowledge management (KM) techniques widely. However, KM may facilitate the adaptation and promotion of evidence-based CM. A KM framework was introduced to its activities in evidence-based CM through the development of a CM portal. A codification strategy was used to codify and store knowledge systematically in a database. Several approaches were developed and implemented to address specific needs for CM such as centralizing the information, encouraging collective efforts, promoting integration of explicit and tacit knowledge, and developing a flexible technology and support system. Following the established KM framework, the RMIT Chinese Medicine Portal (www.chinese-medicine.com.au) was built up with four major components: organizational knowledge, knowledge workers, KM processes and information technology. Knowledge on Chinese herbs was classified into core, advanced and innovative categories, which involved the development of the monograph template. A working group was organized including CM, pharmacology and information technology professionals to implement this proposal with following sequential development stages: knowledge creation/acquisition, storage/organization, distribution and application. User interface and web language were also defined and accomplished. This case study demonstrates the applicability of KM in evidence-based CM through a multidisciplinary collaboration, such as, an effective collaboration between CM and information technology. The study also shows the potential of KM application in other disciplines of complementary and alternative medicine.