Importance Of Knowledge Management Research Articles

Importance of Knowledge Management in the Higher Educational Institutes

Every academic institution contributes to knowledge. The generated information and knowledge is to be compiled at central place and disseminated among the society for further growth. It is observed that the generated knowledge in the academic institute is not stored or captured properly It is also observed that many a times generated information or knowledge in the academic institute is not known to any one and remains as grey literature, which might be useful if proper recoding is maintained in the organization. In fact academic environment is treasure of knowledge but it is not organized properly and hence utility is also lacking and cause for the repetitions of the activity. This project is undertaken under Board of University and Colleges, University of Pune for finding importance of KM of past knowledge of an institute. Also study on data capture, data analysis, data categorization, data mining, data mapping, knowledge mapping, concept mapping, indexing, linking and repackaging of knowledge, tools, techniques, strategies and copyright issues in sharing this knowledge through knowledge base.

Performance evaluation method of knowledge management and safety management applying PCA/DEA: a case study

In recent years, according to surveys that have been conducted in connection with knowledge management (KM), many organisations are trying to improve their knowledge, so that they can obtain the desired benefits associated with KM. To implement KM successfully, it should be evaluated in specific periods of time and with the application of critical success factors (CSF) of KM. Proper execution of KM would have lots of benefits for the organisation. The issue of KM has been found to reduce the number of accidents in every firm. Hence, it helps in organisational safety improvement. Given the importance of KM and the safety management of the enterprises, this study helps to evaluate these subjects applying the principle component analysis (PCA) or data envelopment analysis (DEA). For this purpose, the principle components of the model would be determined initially. After that, new variables would be assessed using PCA. The decision making units' performance evaluation will be carried out in the next step. Lastly, the proposed approach will be exerted in Isfahan car industry, and the outcomes will be discussed.

An empirically based model for knowledge management in health care organizations.

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

Knowledge trade and sharing in knowledge management system

The importance of knowledge management (KM) leads many companies to use a knowledge management system (KMS); however, users frequently do not make good use of KMS. There is a new view that knowledge market can be helpful to promote knowledge transfer by knowledge trade. Knowledge transfer could be activated through the items of knowledge organisation, knowledge strategy, KMS and knowledge reward via knowledge sharing culture and knowledge trade market. We have proposed that the framework should be organically related to the above factors in the prior research. This paper examined survey results and various cases to analyse the effects of knowledge trade market and knowledge culture for knowledge transfer. We then considered real case researches of the Korean organisations and global firms to discuss how each factor activates knowledge transfer. This discussion suggests that organisations should harmonise both knowledge culture and knowledge trade market for knowledge transfer.

Importance of Knowledge Management in Indian Agricultural Field

Knowledge management is to collect, organize, process and transmit the information and provide effective means to make use of the information fully. Knowledge management is playing anincreasingrole as enabler of change and transformation within vulnerable soil and crop issues in Indian agriculture. Efforts have been made to exploit the potential of knowledge management to improve and sustain the crop productionthrough precisionand climate resilient in Indian agriculture. Knowledge management involves identification and analysis of spatial and temporal variability in soils and crops for profitability, sustainability and protection of the environment. Knowledge management can help an average Indian farmer to get relevant information regarding agro-inputs, crop production technologies, agro-processing, market support, agro-finance and management of farm agribusiness. Knowledge management does not only mean to develop agricultural extension but also to expand agricultural research and education system. The crop forecasting, input management, command area management, watershed management, land and water resources development, drinking water potential mapping precision management, natural disaster management, hill area development and post harvest management are key areas, where knowledge management can play its imperative impact.

Decision Support System and Knowledge-based Strategic Management

Abstract Decision Support Systems (DSS) are popular tools that assist decision-making in an organisation. The importance of Knowledge Management (KM) is also recognised due to its contributions in decision-making in organisations. DSS have been synergised with knowledge management systems and have evolved from earlier concepts of “data processing” and Management Information Systems (MIS) to their current form as indispensable IS aid for decision-making. The most common application of the synergy of DSS and KM can be found in Group Support Systems (GSS). GSS support group functions like brainstorming, idea evaluation, and communication facilities. Links between Knowledge Management (KM) and Strategic Management of business are also discussed. KM has the potential of enabling businesses to gain competitive advantage through a detailed study of the environmental factors. This way, DSS are automatically viewed as key support functions, as they enable knowledge operatives and decision-makers to make well informed decisions through effective study of semi- and ill-structured variables in the external environmental factors.

Acceptance of knowledge management concepts in religious organizations: The impacts of information and willful disengagement from productive inquiry

ABSTRACTThis study analyzed how churches create cultures in which the recirculating of the same information is encouraged, or cultures in which new information is introduced regularly. It then analyzed how these cultures impact engagement with important knowledge management (KM) principles. Particular attention was paid to the factors that contribute to a church's decision to engage in a critical questioning of assumed beliefs—productive inquiry (PI)—shown to be an important behavior in successful organizations. In eight, 90‐minute focus groups, 28 congregants from Mainline Protestant churches were asked to discuss the information behavior surrounding their religious beliefs. Qualitative coding and analysis revealed that the introduction of shared information produced barriers to PI, and the introduction of unique information encouraged PI. However, congregations were purposive in their decision to either engage or disengage in this inquiry based on organizational goals. Analysis showed that the decision to engage with PI was dependent upon a number of variables. A model is provided that outlines the necessary conditions for a congregation with a goal of either PI, or its conceptual opposite—reaffirmation of existing information and beliefs. This reaffirmation tended to result from a relationship goal, but it is suggested that this relationship goal might be better achieved through PI. This study has important implications for organizations that could benefit from the implementation of KM but are less receptive to its requirements.

Building a knowledge map model situated in product design

In product design, the complication of knowledge presentation and the scattered distribution of knowledge resources make knowledge sharing and reuse difficult. As an important knowledge management tool, knowledge map provides the knowledge sharing platform of knowledge assets. This paper proposes a knowledge map model and its building approaches. We present the knowledge map based on knowledge reuse process and its support to product design, also build a framework of knowledge map system. And then we analyse the key techniques: knowledge indexing, knowledge operation on the knowledge map, and the implementation of the knowledge map. By XML description method and scalable vector graphics (SVG) format map, concept knowledge map and process knowledge map can be used to reduce the islands of knowledge. These methods and technologies are verified in the automotive interior design process.

Human Resource Management and Knowledge Management

In order for having a sustainable competitive advantage, organizations are generally recognizing the crucial importance of knowledge management as a competitive weapon to exile in the global competition. Accordingly, it is a must to consider the impact of such a notion towards the theory and practice of management in general and other functional areas like HRM in particular. To effectively manage and gain significant contribution of knowledge and knowledge workers for organizational performance, organizations tend to use effective HR practices and strategies in knowledge management. In this regard, the objective of this study is to describe and analyze the theories and existing practices of human resource management and knowledge management via literature reviews. According to this paper, organizations are generally recognizing the crucial importance of knowledge and knowledge management as a competitive weapon to exile in the global competition. Such trend challenges the traditional HRM in considerable ways more than ever before. Beyond its consideration of the challenges posed to HRM in general, this paper has tried to address the transformation needed by the major functional areas of HRM in such a way that they are going to respond to these challenges.

Gestão do conhecimento na educação ambiental: estudo de casos em programas de educação ambiental em universidades brasileiras

A importância da gestão do conhecimento para qualquer ambiente organizacional como uma estratégia de enfrentamento à instabilidade atual é amplamente reconhecida, apesar disso, pouco se sabe sobre a criação do conhecimento organizacional. Diversos são os contextos em que a gestão do conhecimento pode ser aplicada proporcionando a geração de novos conhecimentos, sendo um deles a educação ambiental, diante da crescente degradação ambiental. O objetivo dessa pesquisa é analisar e descrever o processo de criação do conhecimento em programas de educação ambiental. A pesquisa tem natureza qualitativa e caráter descritivo e pode ser definida como estudo de casos, pois foi realizado um estudo aprofundado das características dos programas de educação ambiental em duas das principais universidades brasileiras. Os métodos utilizados para coletar e analisar os dados foram a entrevista e a análise de conteúdo. Ao final da pesquisa pôde-se sugerir práticas aos programas de educação ambiental que podem proporcionar a gestão e estimular a criação de novos conhecimentos, como por exemplo, substituir as equipes, que são atualmente homogêneas, por equipes heterogêneas para que diferentes contextos, experiências e conhecimentos sejam compartilhados. No que diz respeito a teoria da criação de conhecimento, os casos estudados possibilitaram a identificação de observações sobre alguns pressupostas desta teoria, como por exemplo, a alta rotatividade dos alunos e a estabilidade garantida dos funcionários influem sobre o comprometimento destes com a criação de conhecimento.

Evaluating the effectiveness of brand positioning from a consumer perspective

Companies must, in the present modern times of great changes and requirements, adapt continuously to consumer preferences, in order to remain competitive. Companies are striving to change consumer perception with brand positioning, they would like to draw their attention, ofer them everything they whish for and simply beacuse they are trying to become the best in their field. However, all of this is not possible without employees, their knowledge, skills and motivation to carry out their work which can be obtained in various ways. This paper introduces the results of research in which we analyse the effectiveness of positioning the brand in the eyes of consumers and managers in the studied company and the importance of knowledge management in this process. Our results confirm the good brand positioning, which the respondents confirmed, slightly lower estimate of the assigned point-brand was received from guests that came from abroad. For the company to effectively position their brand abroad, it is necessary to know the employees, which are a key factor in the situation of the company, its visibility and positioning. It is important that the employees use knowledge management system and than capture, discover, share and use received knowledge.

A study on Enterprise under Globalization Competition Knowledge Management and Creation Overhead Construction

Is it possible to mange knowledge? From the fist sight it may seem that words management and knowledge are completely different and difficult to match. In a broad sense, knowledge is something cognitive and extremely personal, while the notion management means some organizational processes. As nowadays knowledge is more and more considered as very important organizational resource, that provides market force, knowledge management is therefore too significant to be left to chance. This kind of management is gaining more popularity and at the moment its significance is placed on the same level with human resource management. Today the biggest organizations implement some form of knowledge management activities. Many companies have already created knowledge teams and created the positions of chief knowledge officers. Knowledge management activities are firmly on the strategic agenda of the companies. The present paper discusses the importance of knowledge management and explains what important strategies, models, processes and activities should be implemented by a company that wants to achieve success on the knowledge management.

A value based strategic knowledge framework to enable effective decision making

Knowledge management is now considered as a key business element for gaining sustained competitive advantage. In the age of MOOC (Massive Open Online Course) & free unlocked public sources of information like Wikipedia, the availability of information has increased multifold. However the effectiveness of decision making with such information availability has not shown similar proposition of growth. While the importance of knowledge management has been realized, it is found from the research that there is lot of gap in its implementation, leverage and in making it part of organizations process. This research paper focuses on how a value based strategic knowledge management framework is built to solve this problem. The unique strategic knowledge framework shown here is adaptive to business environment changes, embedded in business processes and enable effective decision making thereby reaping maximum benefits to gain & sustain competitive advantage.

A Macro Practical Framework for Knowledge Management in Network Organizations

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.

Knowledge management practices of an IT company

Subject area Knowledge management strategy. Study level/applicability Small and medium organizations providing technology solutions. Case overview This case presents the developments in BATOI, as it intends to proliferate its services and offerings. BATOI offers an enterprise-class cloud computing platform along with a set of software applications, a business social network and different online information and service portals catering to large audience at the global level. The organization focuses on customer satisfaction as an integral part of the value chain. The case presents the knowledge management (KM) initiatives that were introduced in BATOI as a part of the organization's strategy for growth and acquiring new customers. Based on the business goals of BATOI, the KM-related goals were identified as part of designing the KM strategy. Designing of the KM strategy further assisted BATOI to retain competent employees, and along the way, addressed the major concern of attrition that plagues many established organizations. To conclude, some of the future concerns of BATOI are indicated at the end of the case. The analysis of the case takes into account the KM challenges faced by BATOI and the necessary steps in successfully implementing a KM strategy in an organization. Expected learning outcomes The objective of this teaching case is as follows: to understand how KM is central to an organization's growth strategy; to appreciate the importance of KM in technology-intensive organizations; to understand the process of deriving the KM goals from the over arching business goals of an organization; and to comprehend the challenges associated with implementing KM strategy for the first time in an organization. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

Knowledge integration and sharing for complex product development

Product development is a highly creative and knowledge-intensive process that involves extensive information and knowledge exchange and sharing among geographically distributed teams and developers. How to best integrate such heterogeneous product knowledge has become an extremely important knowledge management (KM) subject associated with product development. Product development knowledge integration and sharing is becoming a key issue in the enterprise KM. This paper addresses the challenges of product development knowledge integration and sharing during product development. The aim of this research work effort is to develop a method to enhance the integration and sharing of product knowledge during the development phase. This study presents a systematic approach to developing knowledge integration and sharing for product development. The proposed approach includes the steps for designing a framework of product development knowledge sharing, developing representation model for product development knowledge, designing product development knowledge sharing process, designing product development knowledge integration ontology, developing knowledge integration and sharing method for product development based on ontology, and implementation of product development knowledge integration and sharing method. The proposed method could bring out an efficient and proactive way for knowledge integration and sharing among product developers in the product development process.

Indexing as preadaptive advance: a socio-evolutionary perspective

The index is widely acknowledged to be one of the most important knowledge management tools of the typographic age but opinion remains divided over the relationship between indexing and the printin...

Managing knowledge performance: testing the components of a knowledge management system on organizational performance

The main purpose of the current study is to validate the framework of knowledge management (KM) capabilities created by Gold (Towards a theory of organizational knowledge management capabilities. Doctoral dissertation, University of North Carolina, Chapel Hill) 2001) in a study of South Korean companies. However, the original framework did not provide a thorough explanation of the effect of incentives, which motivate and encourage the knowledge management process. In this study, the modified framework that includes incentives in the knowledge infrastructure capability was tested. Moreover, since there is a weak linkage between KM and organizational performance, this study used empirical evidence to identify the relationship between KM capabilities (KMC) and four perspectives of organizational performance. Since structural equation modeling (SEM) is mostly used to describe causal relationships among unobserved (latent) and observed variables, this study used SEM procedures to determine whether there were any structural relationships between knowledge management capabilities and four perspectives of organizational performance. Moreover, the SEM procedure is “a statistical test to find whether a model fits a set of data, whether it matches a theoretical expectation” (Vogt, Dictionary of statistics & methodology. Sage Publications Inc., Thousand Oaks, CA, p 135, 2005). Therefore, this study also used SEM procedures to test a hypothesized model that had a good fit indicates that the model adequately describes the sample data. This study assumed that knowledge management capabilities could be divided into two types: knowledge infrastructure and process capabilities. The original hypothesized model showed that there was a positive relationship between knowledge management capabilities and organizational performance, but the overall model fit was insufficient to be accepted, because knowledge infrastructure and process capabilities were highly correlated. This study proposed two alternative models to find the best fit and found that knowledge infrastructure and process capabilities should be combined under the higher-order latent variable as subordinate latent variables. Lastly, there was a positive relationship between KMC and organizational performance. This study might not be free from common method bias to some degrees. It would be better to divide participants into two groups to respond to either the knowledge management capabilities survey or the organizational performance survey and to investigate the correlation between them. There are two main contributions for the field of knowledge management. First, this study attempted to integrate the fragmented literature of knowledge management into a holistic view and develop a framework for knowledge management. Moreover, this study found that there is a strong and positive relationship between KM infrastructure and process, which could refer that, to improve organizational performance, an organization should support KM processes, as well as build decent KM infrastructure. The results of this study would help KM practitioners to advocate the importance of KM to top managements.

Knowledge Management as Strategic Tool for Group of Institutions: A Modular Approach to Library Knowledge Management System

Managing knowledge is such an activity for an organization as enforces the maximum utilization of the physical as well as human resources. In this article, we have tried to analyze the importance of unorganized knowledge resources, which are scattered throughout the organization i.e. intangible resources. We have emphasized the need to bring them under one umbrella, unify them to exploit them to the maximum extent. Based on the Porter's Shared Value Activity, we have also developed a conceptual model of knowledge management (KM) for group of institutions (GOIs). In this article, we have used KM as a strategic tool for the competitive market. Further, the importance of KM for library as well as its impact on GOIs is pointed out. However, human resources are the most important assets; it is also true that human resources are the biggest constraint in the success of KM. Besides this, other barriers are also discussed at length. Finally, we have singled out the best practice, which can be put into practice. This article can be said to be an indicator to the practical approach of KM.

Characteristics of management in modern companies

In this article the authors discuss modern concepts, features and decisions of managers for the new century. This paper presents and analyzes the importance of competitiveness and management system in companies, the importance of knowledge management, organizational culture, learning organization, environmental analysis, management information systems and restructuring of Serbian companies. This paper primarily aims at showing only the basic features of the 'new manager for the 21st century ', knowing that a successful manager should not waste time, but try to make improvements in company in the given situation. Also, it is worth noting that a good man is also a good manager. At the beginning of the 21st century there have been tremendous changes in Serbia in operations of companies. There have been privatizations of enterprises, creations of new companies with foreign participation, appearance of foreign banks, etc. The paper also addresses the global economic crisis and the position of companies in them.