Effective Knowledge Management Strategy Research Articles

Role of Knowledge Management Practices in Enhancing Innovation and Competitiveness in the Ethiopian Leather Industry

Purpose: The aim of the study was to investigate the role of knowledge management practices in enhancing innovation and competitiveness in the Ethiopian leather industry.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: The role of knowledge management practices in enhancing innovation and competitiveness in the Ethiopian leather industry is significant. Through effective knowledge management strategies, such as knowledge sharing, transfer, and utilization, firms can capitalize on their intellectual capital to foster innovation and improve competitiveness. By leveraging existing knowledge assets and creating a culture of continuous learning and innovation, Ethiopian leather companies can position themselves for sustained growth and success in both domestic and international markets.
 Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, dynamic capabilities theory & social capital theory may be used to anchor future studies on the role of knowledge management practices in enhancing innovation and competitiveness in the Ethiopian leather industry. Organizations within the Ethiopian leather industry should invest in capacity-building programs to enhance employees' knowledge management capabilities. Government policies should be formulated to support knowledge management initiatives and innovation in the Ethiopian leather industry.

Performance study of knowledge integration in marketing-oriented small and medium enterprises

Purpose: This study aims to examine the impact of the knowledge fermentation field on the knowledge integration performance of marketing-oriented SMEs. This research will help develop more useful market policies for company management. Design/Methodology/Approach: This research focuses on marketing-oriented SMEs, conducting a survey among 700 employees from 421 such enterprises. The collected data were analyzed to understand the influence of the knowledge fermentation field on the knowledge integration performance of these enterprises.
 Findings: Knowledge management plays a crucial role in marketing-oriented SMEs especially in terms of knowledge integration. Effective knowledge management strategies significantly enhance the market adaptability and innovation capabilities of these enterprises.
 Conclusion: The knowledge fermentation field in marketing-oriented SMEs positively impacts the enterprise's knowledge integration performance. The relationship between the field of knowledge fermentation and the performance of knowledge integration in marketing-oriented SMEs is moderated by the knowledge spiral fermentation system.
 Research Limitations and Implications: The study primarily targets marketing-oriented SMEs in a specific region and may not be entirely applicable to other regions or different types of enterprises. The influence of temporal variations on business knowledge integration performance may not have been properly taken into account during data collection.
 Practical Implications: This study provides businesses with an effective tool for developing and comprehending knowledge creation and innovation in the spiral fermentation system model of the knowledge ecosystem in small and medium-sized marketing companies. It fosters a healthier development path for the knowledge ecosystem in these enterprises.
 Contribution to the Literature: This study proposes a new theoretical framework in the field of knowledge management for marketing-oriented SMEs. It offers new perspectives and theoretical support for understanding and enhancing knowledge management practices in SMEs by integrating the concepts of the knowledge ecosystem and knowledge integration performance.

Mapping the growth and trends of knowledge management in health organizations: A bibliometric exploration

This study performs a detailed bibliometric analysis of 168 research papers on knowledge management (KM) in healthcare from the Scopus database, spanning from 1996 to 2023. Utilizing tools like RStudio with the Biblioshiny package, VOSviewer, and KnowledgeMatrix Plus, the analysis reveals a notable increase in publications over the last ten years. The United Kingdom emerges as the top publisher, followed by the United States and Malaysia. Major themes identified include knowledge, KM, and KM systems, especially focusing on significant papers concerning KM systems in healthcare. This thorough analysis offers important insights into the current trends in KM research within healthcare settings, emphasizing key topics, influential works, leading publishing countries, and collaboration patterns. It's suggested that the analysis could improve by directly comparing these findings with existing research and discussing the strengths and limitations in comparison to other studies. Nevertheless, the results offer practical advice for writers, researchers, and practitioners for identifying gaps in research and creating effective KM strategies in healthcare. This paper adds to the existing knowledge base in the field and lays the groundwork for future research and practical implementation of KM strategies in healthcare.

A Proposed Acceleration Strategy for Knowledge Management Implementation at PT. Waskita Karya (Persero) Tbk.

This research seeks to investigate the implementation of Knowledge Management (KM) in PT. Waskita Karya (Persero) Tbk. Through digitalization, organizations are attempting to operate effectively and efficiently to enhance their performance on a consistent basis. Moreover, this era of digitalization stimulates the rapid cycle of performance enhancement and innovation. For this acceleration to be successful, the management of knowledge must be optimized. This implies that information must be effectively stored, created, developed, managed, and utilized. One of the activities that can support business objectives and priorities in an organization with an effective knowledge management strategy is the correct application of knowledge.

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

PurposeThis study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.Design/methodology/approachA survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.FindingsThis study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.Research limitations/implicationsResearch has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.Practical implicationsThe results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.Originality/valueThis study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

Future-proofing ecological knowledge management practices in the workplace: Lessons from the pandemic

The COVID-19 pandemic compelled businesses to adopt effective ecological knowledge management strategies to navigate the ensuing difficulties brought about by changing work setups and mobility restrictions. This study employs a grounded theory approach to explore the emergence of such strategies and their impact on overcoming institutional obstacles in knowledge management. Twenty-two managers with at least five years of eco-managerial experience were interviewed, resulting in the identification of critical practices. These included virtual collaborative tools, electronic knowledge databases, agile knowledge management techniques, communities of practice, training and skill development programs, hybrid working patterns, strategies for knowledge transition and succession, and programs that promote mental health and work-life balance. By adopting virtual collaboration tools and electronic knowledge databases, access to and dissemination of information are expedited and secured, fostering teamwork and institutional success. Agile ecological knowledge management techniques enable businesses to pivot quickly, fortifying their resilience and adaptability during unpredictable periods. The endorsement of ecological and human well-being and work-life balance initiatives increases employee morale and psychological well-being. Knowledge-sharing strategies, such as the formulation of communities of practice, foster professional development and teamwork. Training and ecological upskilling programs equip employees with essential competencies, whereas the hybrid work setup offers adaptability and compensates for fewer interpersonal interactions. Businesses must prioritize these ecological knowledge management strategies to enhance their organizational resilience.

Perspectives on knowledge management capabilities in universities: A qualitative identification of organisational factors

AbstractPrior research has had a limited approach to identifying organisational factors related to knowledge management (KM) practices of higher education institutions (HEIs), the centre for knowledge creation. This qualitative study explored such factors affecting KM capabilities from the perspectives of 30 full‐time academics in public universities, and identified the dimensions of the KM capabilities framework. Results revealed that physical conditions, budget, human and technological resource management, division of labour, workload, time management, communication, bureaucracy, structural differentiation, motivation, individualism, and organisational behaviour affect KM infrastructure capabilities; bureaucracy, KM teams, institutional platforms, organisational structure, knowledge maps, vision, individual attitudes, academic collaboration, process management, budget, decision‐making processes, sustainable academic KM, transparency, labour force, knowledge security, organisational culture, accessibility, and archiving affect KM process capabilities. These results contribute to identifying the organisational factors influencing KM that are critical to guiding practitioners and administrators of HEIs in developing more effective KM strategies and practices.

Literature Review on Knowledge Sharing among University Lecturers

Knowledge sharing has been recognized as the most important factor in the success of knowledge management. It determines the development of each organization, of which universities are typical organizations. The new model of knowledge management requires exchange and cooperation among university lecturers, creating a better knowledge-sharing environment for effective knowledge management strategies, and encouraging lecturers to participate in common knowledge-sharing activities. Therefore, the article is aimed at reviewing research works related to knowledge sharing in universities. From there, some suggestions are drawn to improve the efficiency of knowledge sharing, knowledge sharing management, and university effectiveness.

Projektowanie efektywnego transferu wiedzy w organizacji - studium przypadku na podstawie projektów migracyjnych realizowanych w dwóch organizacjach typu SSC

This article deals with the subject of knowledge transfer in an organisation, with particular emphasis on the description of tools used for knowledge transfer, as well as the possibility of using theoretical models to design effective knowledge transfer in organisations, such as shared services centres (SSCs). The main objectives of this research were to identify knowledge transfer tools used in SSC companies and check the possibility of using the Knowledge to Action (KTA) model to design effective knowledge transfer in an organisation. The analysis was based on qualitative research carried out in two SSC organisations, with the results showing that both organisations use a variety of knowledge transfer tools, such as in-house training or development programmes using new technologies, and confirmed that the KTA model can be used to design the knowledge transfer process. As the data analysis shows, the human factor plays a very important role in the transfer of knowledge - primarily the skills of people involved in the transfer of knowledge and their motivation to transfer it and share it with other employees. The obtained results can be treated as an indication for organisations in the area of knowledge management, and in particular in the field of designing effective knowledge transfer. Creating an effective knowledge management strategy allows a company to retain knowledge, and as a result contributes to strengthening its market position.

The Status quo of Knowledge Management and Sustainability Knowledge

The United Nations (UN) 2030 agenda for sustainable development issues an urgent call to transition to sustainable business models and life styles. Outlining seventeen concrete sustainable development goals (SDGs), organizations and individuals are encouraged to actively participate (United Nations, 2015). However, as of the 2019 report on the SDGs, progress is slow. Organizations that aspire to be economically viable as well as socially and environmentally responsible global citizens, need to understand what sustainability means and how to institutionalize its principles. This paper posits that some of the underlying reasons for slow progress are lack of full understanding of the required knowledge and its systemic nature, as well as potentially insufficient knowledge management processes. It proposes that sustainability knowledge learning should include three “DCA” steps: 1) What to know: identify which knowledge is needed (DEFINE); 2) How to learn : develop strategies to identify sources and learning strategies for the requisite sustainability knowledge (COLLECT); 3) How to use sustainability knowledge: develop knowledge management practices that enable absorption and institutionalization (ACT). Comparing the DCA model to other sustainability knowledge management models reveals that internal processes are emphasized (ACT). Fewer models consider the second step, COLLECT. The necessity to identify knowledge needs, DEFINE is almost entirely absent. Given the complex nature of sustainability knowledge, it appears that currently, knowledge management practices may be inadequately designed to support organizations in their transformational change towards sustainability and in the development of required stakeholder partnerships. Said systemic nature is also ill reflected in knowledge management research for sustainability. Further limiting is a lack of a clear definition of sustainability knowledge. This paper is a call for research to establish a clear view of what sustainability knowledge is, and based on that, a more detailed development of effective knowledge management strategies.

Roles of dynamic capabilities and knowledge management strategies on organizational performance

The theoretical and practical impact of dynamic capabilities on organizational performance remains elusive. This study investigates the mediating role of a firm’s dynamic capabilities, measured by IT capability and environmental scanning. In addition, by proposing that knowledge management (KM) strategies play a crucial moderating role in the relationships between entrepreneurial orientation (EO), dynamic capabilities, and organizational performance, this study highlights the need for effective KM strategies to maximize organizational performance. A questionnaire was administered to Korean managers who understand and can answer overall characteristics of their organizations. Our study found that dynamic capabilities partially mediated the relationship between EO and organizational performance. In addition, our findings show that the relationship between EO and organizational performance is stronger when firms emphasize personalization KM strategies, while the firms focusing on codification KM strategies demonstrate a stronger relationship between IT capability and organizational performance.

Clustering of host countries to facilitate learning between similar international construction markets

Purpose In the global construction industry, experience gained in various countries is a major source of competitive advantage. By transferring the knowledge gained in previous projects using an effective knowledge management strategy, they can increase their competitiveness by adopting best practices and by not repeating the same mistakes under similar conditions. The purpose of this paper is to demonstrate how similar countries can be clustered to facilitate learning in global markets. Design/methodology/approach Initially, country factors that can affect success in international projects and can be used to assess the similarity of markets were identified by an extensive literature review and prioritised by a web-based questionnaire. A country evaluation form was prepared to collect country-specific data to be used in the cluster analysis of 39 countries where the Turkish contractors have been frequently working since the last 45 years. Cluster analysis was performed with SPSS 23.0. Findings Three country clusters were obtained and validated. Ultimately, how obtained country clusters may be used to facilitate learning from international construction projects was demonstrated by using an illustrative example. Research limitations/implications The findings depend on the experience and perspective of Turkish contractors doing business abroad. Thus, the identified clusters are not generic. Moreover, country clusters were not identified considering only the country factors such as economy, culture, politics, etc.; thus, countries in the same cluster do not necessarily represent “similar” countries in terms of macro-factors. Clusters were identified so that the lessons learned can be effectively transferred within the same cluster considering construction and project-related factors as well as country-related factors. Although the findings cannot be generalised and clusters are not static, it is believed that the methodology used in this research is repeatable for different countries considering different timeframes. Originality/value Theoretical contributions include the identification of factors that can be used for similarity assessment of countries for transferring lessons learned as well as a methodology for clustering. Findings may also have a practical value for the Turkish contractors.

Knowledge management as a strategic tool for human resource management at higher education institutions

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

Experts in Knowledge Networks: Central Positioning and Intelligent Selections

We investigate the dependence of knowledge spread from the position of experts (highly knowledgeable agents) within networks. Moreover, we examine whether the influence of experts is conditioned by the way agents select other agents for knowledge acquisition. In this perspective, we compare the emerging knowledge spread for 5 representative policies for positioning experts, namely: random (at nodes selected with equal probability) and central (at nodes with high centrality: degree, closeness, betweenness, eigen-centrality). Each agent selects an in-neighbor for knowledge acquisition, excluding (filtering out) agents of lower knowledge. As “selections” may be implemented before or after “filtering”, we also compare the conventional wisdom of “Selection” before “Filtering” with the reverse order of “Selection” after “Filtering”. We perform simulations for the 5 policies of positioning experts in 3 representative classes of networks, namely: random, small-world, and scale-free. The key finding is that any policy for positioning experts (even random) in networks where agents “Select” after “Filtering”, results in significantly faster knowledge attainment (up to 70%), compared to any policy for positioning experts when agents “Select” before “Filtering”. Therefore, “Selecting” after “Filtering” is much more effective Knowledge Management Strategy, compared to just placing experts in key positions, without caring how the agents select other agents for knowledge acquisition.

Comparative Analysis of Knowledge Management Strategy in China and Developed Countries: A Creative and Catch-up Symmetrical Model

China’s high-priority effort to become a more knowledge-based economy and society means that the knowledge resource is becoming increasingly important. However, most of the literature on the knowledge management (KM) strategy has been dominated by studies of knowledge creation in developed countries, few studies are present which discuss the proper KM strategy to reflect China’s developing economy. This paper aims to discuss what KM is and to propose a KM framework for supporting Chinese corporation development compared with KM in developed countries. We develop a symmetrical model which identifies the three core processes of catch-up KM strategy in China, compared the core processes of creative KM strategy in developed countries. Furthermore, the most notable influential factors in each phase is explored to complete this holistic model. Practically, this framework provides a guideline for effective KM strategies in China, compared with KM strategies in developed countries. Theoretically, such an integrated approach including symmetrical analysis and comparative analysis provides significant academic implications for future research.

A Study on the Effects of Knowledge Management on Innovation Strategies and Competitive Advantages

The 21st century is a knowledge economic era when a person who could master knowledge and technologies could master the competitive future. The knowledge and technology competition and the emergence of information technology and the Internet in the future have innovation strategies enter a new era. Knowledge management and share as well as innovation strategies of a business present the importance on the enhancement of competitive advantages. Effective knowledge management and innovation strategies become the key in the success. Aiming at Kunshan German Industrial Park, the executives and employees in 6 of top 500 businesses are distributed 300 copies of questionnaires, among which 218 valid copies are retrieved, with the retrieval rate 73%. The research results show the significant correlations between 1. innovation strategies and competitive advantages, 2. knowledge management and innovative strategies, and 3. knowledge management and competitive advantages. It is expected to assist businesses in constructing knowledge management.

He Best of Both Worlds: Highlighting the Synergies of Combining Manual and Automatic Knowledge Organization Methods to Improve Information Search and Discovery

KO KNOWLEDGE ORGANIZATION , Seite 428 - 444

Relationships between core factors of knowledge management in hospital nursing organisations and outcomes of nursing performance

The study was conducted to investigate the levels of implementation of knowledge management and outcomes of nursing performance, to examine the relationships between core knowledge management factors and nursing performance outcomes and to identify core knowledge management factors affecting these outcomes. Effective knowledge management is very important to achieve strong organisational performance. The success or failure of knowledge management depends on how effectively an organisation's members share and use their knowledge. Because knowledge management plays a key role in enhancing nursing performance, identifying the core factors and investigating the level of knowledge management in a given hospital are priorities to ensure a high quality of nursing for patients. The study employed a descriptive research procedure. The study sample consisted of 192 nurses registered in three large healthcare organisations in South Korea. The variables demographic characteristics, implementation of core knowledge management factors and outcomes of nursing performance were examined and analysed in this study. The relationships between the core knowledge management factors and outcomes of nursing performance as well as the factors affecting the performance outcomes were investigated. A knowledge-sharing culture and organisational learning were found to be core factors affecting nursing performance. The study results provide basic data that can be used to formulate effective knowledge management strategies for enhancing nursing performance in hospital nursing organisations. In particular, prioritising the adoption of a knowledge-sharing culture and organisational learning in knowledge management systems might be one method for organisations to more effectively manage their knowledge resources and thus to enhance the outcomes of nursing performance and achieve greater business competitiveness. The study results can contribute to the development of effective and efficient knowledge management systems and strategies for enhancing knowledge-sharing culture and organisational learning that can improve both the productivity and competitiveness of healthcare organisations.

Effective Implementation of Knowledge Management Strategies and the Key Roles of Knowledge Ambassadors in Strategy Integration

The purpose of this study is to examine how knowledge management strategies can be implemented effectively across divisions and what role change agents in the shape of so called ‘knowledge ambassadors’ can play in actively supporting knowledge sharing and effective integration of knowledge management strategies. Through a three year longitudinal participative case study the implementation of a knowledge management strategy is examined within the Danish Road Directorate and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices and in developing a knowledge culture within the organisation. The contributions of this paper lie in the participative and longitudinal examination of effective knowledge management strategy implementation across geographically dispersed divisions and the introduction of knowledge ambassadors as a key success factor in knowledge management strategy integration.

A Sociological Analysis of What Counts as Knowledge for Board of Governors of Government Assisted Second Cycle Educational Institutions in Ghana

Boards of governors of second cycle schools in Ghana are mandated to make critical decisions in ensuring effective running of schools. This mandate cannot be well executed without effective knowledge management strategy in place to inform boards' decision-making. Such a strategy should be commensurate with the dominant form of knowledge in use by the board members. Understanding what counts as knowledge in informing boards' decisions is therefore an important prerequisite in designing and institutionalizing a feasible strategy to support knowledge use.This study involved four conveniently sampled secondary school boards. Qualitative interviews and unobtrusive method involving content analysis of boards' documents were the mixed methodologies for the study. Explicit form of knowledge is the main form of knowledge informing boards' decision-making. Such knowledge/inputs are provided by the heads of the secondary schools. The over reliance on heads of institutions for inputs in boards' decisions raises a concern with regards to the autonomy of the boards as an advisory and supervisory entity. It is recommended among others that board members put in place an explicit policy on knowledge management to enable them harness knowledge/inputs from multiple sources to supplement the inputs from the heads of institutions.