Dissemination Of Organizational Knowledge Research Articles

Práticas do pensamento enxuto para a gestão estratégica da informação e do conhecimento

A aplicação dos princípios do Pensamento Enxuto (Lean Thinking) determina a estrutura e os processos nas organizações que, mediante a eliminação de desperdícios e iniciativas de melhoria contínua, buscam obter melhores níveis de produtividade e eficiência. Nesse cenário, os processos de gestão da informação e do conhecimento organizacional são relevantes, visto que o reconhecimento da importância estratégica da informação e a disseminação do conhecimento entre as diferentes funções da organização são fatores críticos para o alcance de desempenho superior. Assim, o objetivo deste estudo é identificar que práticas do Pensamento Enxuto são fatores facilitadores para a criação e disseminação de conhecimento organizacional. Trata-se de uma pesquisa com base em uma revisão bibliográfica da produção científica desenvolvida no período de 2007 a 2016 sobre estudos que abordaram aspectos da gestão de conhecimento organizacional em contextos de aplicação dos princípios do Pensamento Enxuto, depositados nas bases de dados Scopus, Lista–Ebsco, Emerald, Web of Science e Science Direct. O método adotado é o PRISMA (Preferred Reporting Items for Systematic Reviews). A revisão de literatura evidenciou a existência das seguintes práticas do Pensamento Enxuto, em suas aplicações, que facilitam a criação e disseminação de conhecimento organizacional: estrutura organizacional, autonomia, mecanismos de integração, replicação de conhecimento, ambidesteridade contextual, aprendizagem e uso de ferramentas Lean. As características identificadas nestas práticas tornam possíveis todas as fases do processo de conversão de conhecimento (processo SECI) e estimulam redes de interações nas quais o conhecimento é criado, compartilhado e utilizado pelas pessoas nos ambientes organizacionais. Ainda se concluiu que a aplicação dos princípios do Pensamento Enxuto, via de regra, possibilita ganhos de eficiência e produtividade, que são auferidos pela eliminação de desperdícios nos processos de trabalho e que promove o desenvolvimento de um contexto adequado para a gestão do conhecimento organizacional.

A field study on determining the effects of organizational climate in terms of social interaction on knowledge management at health organizations

1.IntroductionThe concept of knowledge management is defined in the literature in different ways by various authors. The reason for this is that the concept is young and theories about the concept are still in the phase of development. However, it can be observed that among the definitions of knowledge management there is a consensus on describing it as a field of implementation directed at using knowledge in order to increase the efficiency of a business as well as being formed of certain processes. According to Skyrme [1999], who has provided one of the most general definitions of knowledge management, it is the open and systematic management of knowledge, which is of vital importance for a business, and the creation, organization, dissemination, application and processing of this knowledge in accordance with the business targets. The knowledge-based theory of the firm posits knowledge as the primary determinant of sustainable organizational growth and competitive advantage. Professionals have varied and important roles in the creation, harvesting, storage and dissemination of organizational knowledge [Lin & Fan 2011; Witherspoon et al. 2013].In our contemporary unstable and competitive environment, knowledge is usually considered as the fundamental source of success for a business. Successful businesses have to continuously integrate knowledge assets into their activities and manage them in order to achieve their targets and ensure the best performance. To achieve targets, it is not enough to just acquire or produce knowledge; at the same time the dissemination of this knowledge through the whole of the organization and be available for everyone's use is also a requirement.In the literature, certain factors which have effects on knowledge management performance are mentioned. These factors are determined as culture, leadership, technology and measurement. Although the effects of different factors have been tried to be researched in different studies on knowledge management, issues of organizational climate and social interaction have not been much discussed. Organizational climate is a psychological process which consists of organization policies, implementations and procedures and mediates the relations among attituded and behaviors regarding works perceived as objective series [Schneider 2009] and it is constituted by the individual perceptions of employees. The more positive the employees' perceptions regarding the workplace the higher their performances will be in knowledge management as in all other operations. Social interaction is communication in which the participants of the interpersonal communication have certain (face-to-face) proximity and there is mutual verbal or non-verbal messaging [Dokmen 2003]. Social interaction expresses the interaction of organization members with each other in terms of trust, communication and coordination. Previous studies have recognized the importance of social interaction in affecting the formation knowledge management behavior among members.The main purpose of the study is to be able to determine the effects of organizational climate in knowledge management in terms of social interaction. In the subsequent flow of the article organizational climate, knowledge management, social interaction will be examined theoretically and methods, findings, discussions and conclusions sections will be given respectively.2.Literature reviewOrganizational climate is a psychological process which consist of organization policies, implementations and procedures and mediates the relations among approaches and behaviors regarding works perceived as an objective series [Schneider 2009]. Organizational climate is a name given to an organization's psychological environment. In other words, it can be defined as the aura one feels while visiting a business. Organizational climate is a product of organizational culture; it affects employees psychologically and directs human relations Organizational climate is described where employees perceive that they are treated as impersonal objects, are exploited by management, and feel significant lack of confidence. …

Lead Knowledge Partnership and Knowledge Management in Library and Information Science: An Analytical Study

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.

PUSTAKAWAN MEMANDANG KNOWLEDGE MANAGEMENT

It is already more than a decade that the word of Knowledge Management (KM) have been discussed by librarians within the International Federation of Library Associations (IFLA). Many librarians then became interested in studying KM in order to implement it in their organizations. The discussions about KM then become broad and have been expanded into some fields, including tacit knowledge, implicit knowledge, explicit knowledge, and procedural knowledge. The crucial dimension of KM is collecting and connecting, so that dissemination of knowledge in organization becomes broader and deeper than before. This paper discusses the perception of Indonesian librarians toward KM.

Against the Tyranny of PowerPoint: Technology-in-Use and Technology Abuse

Over the past five years, PowerPoint has emerged as a powerful piece of communication technology, having profound consequences on presentations (business and educational), classroom communication and, possibly, on the nature of lecturing itself. An analysis of the ways in which PowerPoint is used offers considerable insights into, first, the nature of educational technologies and their organizational implementations; second, the effect of these technologies on the construction and dissemination of organizational knowledge; and, third, the qualities and skills of a society of spectacle, where a great deal of organizational knowledge assumes the form of visual representations. Using illustrations from my personal experience, I examine some uses to which the software is put and some of its potential shortcomings. These include the parcelling of knowledge into bullet points, reliance on visual aids to support weak analysis, and the forced linearity of argumentation that limits improvisation, digression and inventiveness. I argue, however, that PowerPoint can be used more creatively, to build on our culture's emphasis on spectacle and image and related multi-tasking skills that lecturers and students develop. In this manner, PowerPoint can redefine the nature of a lecture, from the authoritative presentation of a text into a multimedia performance that elicits a critical, creative and active response from its audience.

The Assimilation of Knowledge Platforms in Organizations: An Empirical Investigation

The ability to integrate dispersed pockets of expertise and institute an organizational repository of knowledge is considered to be vital for sustained effectiveness in contemporary business environments. Information technologies provide cost-effective functionalities for building knowledge platforms through systematic acquisition, storage, and dissemination of organizational knowledge. However, in order to gain the value-adding potential of organizational knowledge, it is not sufficient to simply adopt and deploy IT-enabled knowledge platforms. These platforms must be assimilated into the ongoing work processes in organizations. Yet, theories of technology innovation and use suggest that a variety of institutional, social, and political factors blend together in influencing the extent to which complex information technologies are actually assimilated into organizational practice. Therefore, this research addresses a significant question: What forces influence the assimilation of knowledge platforms in organization? Given the significant gap between the adoption and actual assimilation of complex technologies into organizations, this is an important question. Empirical evidence is generated by examining the forces influencing the assimilation of CASE technologies in systems development projects in organizations. CASE is considered to be one of the most mature knowledge platforms in contemporary organizations. The empirical evidence sheds light on the role of institutional forces that influence the rate of assimilation of the technology. The findings have significant implications for further research and practice.

Relationship Marketing Activities, Commitment, and Membership Behaviors in Professional Associations

The authors conceptualize and empirically examine professional associations’ relationship-building efforts (core services performance, rewards for contributions, dissemination of organizational knowledge, member interdependence enhancement activities, and reliance on external membership requirements) that are theorized to enhance their membership's commitment to the relationship as well as the membership's relationship behaviors. Three components of commitment—affective, continuance, and normative—are theorized to mediate differentially the correlation between the associations’ relationship-building efforts and their members’ relationship behaviors (membership retention, exchange-based participation, and cooperatively based coproduction). Confirmatory factor analysis validates the commitment measures, and structural equations analysis indicates that normative and affective commitment partially mediate the effects of selected relationship-building efforts on coproduction and member participation. Core services performance was the only construct in the model found to affect member retention.