Development Of Organizational Knowledge Research Articles

Knowledge Management: The Case of Xerox

Recently, the concept of knowledge has been universally recognized as a critical source of achieving competitive advantage for organizations and as an extremely important intangible asset. In today's complex, ever-changing and competitive environment, organizations are challenged in order to successfully manage a wide range of fluctuations, to continuously innovate and deliver value to their customers. To achieve all of the above, they must be open to new ideas and develop a clear understanding of the ways in which knowledge is created, transferred and applied within organizations. Knowledge has been approached as the understanding of a subject or phenomenon, on a theoretical or practical basis. Knowledge management (KM) has been frequently used in recent years as a scientific term, while it has been applied to a range of activity sectors and disciplines. The purpose of KM is to manage, create and enhance the knowledge and intellectual assets of organizations. The effective use of KM can provide a number of benefits to organizations, such as enhancing the quality of services provided, increasing the response time developing innovations, offering above the norm customer value etc. The development of organizational knowledge must be sufficient, so that it can diffuse within the organization and applied where it is needed. Knowledge is increasingly recognized as a critical, strategic resource of organizations. In this paper, secondary data were utilized in order to adequately fulfill the set research objectives developed by the researcher, based on the critical evaluation of existing knowledge. Secondary data was used, while the case study research technique was utilized to develop valuable lessons for the organizations. The organization studied (XEROX) is a rare case of successful implementation of KM and was chosen for this reason. The research objective was to conceptually clarify the concept of KM, link it to organizational performance and provide suggestions in relation to strengthening KM and consolidating organizational processes of knowledge development and transfer.

Analysis of marketing communication policy in banking institutions of Ukraine

Marketing communications are an integral element of ensuring the bank's competitive position in the financial services market. In modern conditions it is not enough for financial institutions to develop a qualitatively new product, set an optimal price for it and choose effective distribution channels. Any financial institution must successfully operate the communication tools. Thus, the majority of the institution's communication costs are investments in the creation of intangible marketing assets: trademarks, relationships with consumers and other participants in the value chain. The implementation of the adopted communication strategy contributes to the development of organizational knowledge and a deeper understanding of the market, which allows the institution to increase the efficiency of the main business processes. For their part, these processes contribute to increasing the institution's potential to increase its shareholder value. In order to study the communication policy of Ukrainian banks, it was made a ranking of these institutions according to key financial and organizational indicators. Taking into account the analysis, the TOP-5 banks were selected for further research, which consists of an analysis of media activity of these commercial banks, website traffic indicators and their activity in social networks. Overall the following indicators were explored: number of messages about the banks on Facebook, in the printed and electronic media, on the websites of state authorities, on television and radio; the place of the bank's website by attendance, the average number of visits during one month, the average length of stay on the site, the average number of viewed pages and the bounce rate. As a conclusion it was emphasized on the need in further research of this topic in the field of anti-crisis communication management and there were outlined the directions of bank marketing in the period of an unstable economic situation. These directions will help to avoid a decline in sales in the difficult economic situation that is currently taking place in the Ukrainian financial market.

Regional Innovation Policy in Encouraging Regional Competitiveness in South Tangerang City

Public service is an important issue for the sustainability of a city. To create excellent service, supporting cities such as South Tangerang and other cities are required to develop smart cities as a new way to serve the community. This study aims to further examine regional innovation policies in encouraging regional competitiveness in South Tangerang City. This research used qualitative descriptive research methods. The descriptive research method is used to describe regional innovation policies in South Tangerang City as a unit of analysis based on the facts as they are. The data collection technique in this study uses interview techniques by collecting information from various stakeholders such as government officials, executive and legislative ranks, Businesses/MSME actors, and communities involved in implementing innovation to improve regional heads and regional competitiveness in South Tangerang City. This study concludes that the implementation of regional innovation policies in South Tangerang has not been maximized. In addition to the quality of human resources, several agencies have not been creative in creating innovations. It can be seen from the control of innovation held by the mayor as the regional head. Furthermore, the role of the Regional Head in implementing innovation to improve regional performance and competitiveness is very important, considering that leaders must be able to leverage the knowledge management movement in government organizations so that organizational knowledge development can be executed into much-needed innovation. Recently, the South Tangerang City Government needed to implement the RAJADO model (Replication, Authority, Innovation Network, Budget, and Digitalization/Online).

Developing organizational knowledge in schools: The role of theory and theorizing in collective capacity building

Developing knowledge in education systems is essential in capacity building. When the intention is to build collective capacity and sustain the capacity in schools, we claim there is a need to understand how organizational knowledge is developed and what form this knowledge may take in the school as an organization. However, theory seems to have put little weight on the development of organizational knowledge. In this article, we draw on two cases to discuss why there is a need for theoretical perspectives that may help conceptualize and aid knowledge development in capacity building. Our contribution is a theoretical model that builds on a graded theory concept, in which theory and practice are understood as entangled in process rather than as dichotomous and static categories. We hope to contribute to an understanding of capacity building that avoids the tyranny of theory and the tyranny of practice, and where teachers’ and school leaders’ professional theorizing is seen as essential for success.

Improving the organizational knowledge sharing through online social networks

PurposeSocial technologies can offer a strong means for organizations to manage their information flows and thus make changes on the organizational knowledge sharing, which may then be linked to employees’ productivity and performance enhancements. The purpose of this paper is to predict the impact of using the online social network on employee motivation and employee motivation effects on organizational knowledge sharing.Design/methodology/approachFrom employees of tax affairs organization, data are collected. For evaluating the model’s elements, a questionnaire was designed. It was revised by experts with significant experiences. For statistical analysis, SMART-PLS 3.2 is used.FindingsFindings have confirmed the validity of the proposed model. The results also have indicated that online social networks, social trust and social goals have a positive and important impact on employee motivation. Furthermore, obtained results have revealed that organizational knowledge sharing is significantly influenced by employee motivation and organizational commitment.Research limitations/implicationsThe study contributes to the literature on organizational knowledge sharing and employee motivation in online social networking sites. Organizations could benefit from this knowledge by accepting that social networking sites must be considered as a critical component of the knowledge sharing, and precise targeting efforts could be directed for those users. Also, it could be exciting to study further factors affecting the development of organizational knowledge sharing in larger organizations.Originality/valueThe paper rises the understanding of what online social networking encompasses and how it can be utilized for the organization. The ideas and discussion are similarly applicable to libraries and may give them new visions into the delivery of social networking applications as part of their facilities to users.

Distal and proximal cues: role of firm units and inventors in organizational knowledge development

Knowledge development within a firm proceeds by relying on cues of knowledge richness. Much of the emphasis has been on proximal cues of knowledge, provided by the inventor’s position in the networ...

Using information technology to achieve management innovation

PurposeThe purpose of this paper is to assess the relationship between information technology (IT) use and management innovation through the mediator role of knowledge-based resources.Design/methodology/approachThe paper presents empirical evidence from a survey of 109 companies that run hotel establishments in the Spanish territory. A model of relationships is proposed and tested through a system of structural equations.FindingsThe use of IT favors the development of organizational knowledge and the ability to integrate this knowledge. Moreover, a positive and direct relationship was found between IT use and management innovation, and indirectly through organizational knowledge and knowledge integration capability.Research limitations/implicationsThe designed questionnaire did not include any questions related to specific IT tools that could contribute to better knowledge management practices in hospitality organizations, but rather generic questions about IT use. The large number of IT tools that can potentially support knowledge management practices in hospitality companies would make the questionnaire unwieldy for its target respondents.Originality/valueThis paper sheds light on a topic that has hardly been studied in the services literature. Specifically, it addresses the way organizations can facilitate management innovation through the use of IT, while considering the mediator role of knowledge-based resources.

Does Learning from Inspections Affect Environmental Performance? Evidence from Unconventional Well Development in Pennsylvania

Problem definition: We investigate whether firms improve their environmental performance by learning from their own inspection experience and from the inspection experience of other firms. Additionally, we examine how the various facets of inspection experience affect organizational learning. Academic/practical relevance: With the growing awareness that operations can affect the environment, regulators increasingly use facility inspections to assess whether a firm’s operations comply with or violate environmental regulations. A large body of work has explored the role of inspections in detecting violations. But, what remains relatively under studied is that firms can also learn from inspections about regulatory requirements and environmental issues. Thus, firms can develop organizational knowledge essential for improving environmental performance as they gain inspection experience. We aim to extend extant knowledge by exploring how environmental inspections can facilitate organizational learning. Methodology: We use econometric methods to analyze data from the development and inspection of unconventional wells in Pennsylvania. Our data has information on 13,606 unconventional wells that were developed in Pennsylvania from 2004 to 2014. In this time frame, 55,278 environmental inspections were conducted at these unconventional wells. Results: We find that an unconventional well learns from the inspection experience of other units, both within the organization and outside the organization, only when inspections detect violations but not when they confirm compliance. Furthermore, penalties imposed for violations have a divergent effect—they support learning from the inspection experience with violations when such experience is gained at other units within the organization but not when it is gained at units outside the organization. Thus, we provide insights on how the outcomes of environmental inspections and penalties facilitate the development of organizational knowledge. Managerial implications: Our results provide pointers to regulators and operating managers on how information from inspection outcomes can be leveraged to improve environmental performance. The online appendix is available at https://doi.org/10.1287/msom.2017.0695 .

The effects of knowledge management processes on human resource management

PurposeManaging knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM).Design/methodology/approachTo test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul.FindingsIn this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts.Research limitations/implicationsThe main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings.Practical implicationsThe paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.Originality/valueThis paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.

Knowledge Contribution as a Factor in Project Selection

Project selection is a crucial decision-making process in many organizations. By adopting a project-based learning perspective, this study sets out to develop a framework to integrate organizational knowledge development with project selection. We utilize various knowledge management models to create a structured evaluation metric to measure project contribution to organizational knowledge. A project selection model, which involves project knowledge contribution as one of the evaluation perspectives, is proposed. Results of a focus group study effectively validate the proposed evaluation metric. The article concludes with an empirical implementation of the model in an electronic component manufacturing company.

Značaj kompatibilnosti sistema upravljanja znanjem sa savremenim modelima elektronskog učenja u organizacijama koje uče

The knowledge management system and e-learning in this paper are considered as key elements whose compatible relationship contributes to the development of organizational knowledge. The aim of this researching is to point out the importance of the compatible relations between the knowledge management system and e-learning as one of the development perspectives of the learning organization. The subject of this papers is a theoretical framework focused on recognizing the functional characteristics and common points of two structures - knowledge management system and e-learning. They are theoretically analyzed in learning organization. The results of the analysis show that the compatibility of the knowledge management system and e-learning is essential in the learning organizations, and also that the comparative analysis of the researched structures open up new perspectives in organizational development, primarily through the creation of new integrative models which will contribute to the development of organizational knowledge.

Organizational knowledge and collaborative human resource practices as determinants of innovation

A basic premise of the literature states that innovation depends on the ability of firms to manage knowledge. However, despite the major role of services in the economy, studies that assess the role of knowledge in innovation performance are particularly limited in this sector. Moreover, knowledge and human resource practices are intrinsically related concepts, as it is people who generate processes and refine knowledge. An empirical analysis is conducted on the role of organizational knowledge and collaborative human resource practices in innovation performance. The results show that: (i) existing knowledge in a certain domain provides a base for introducing innovations into the domain; (ii) knowledge of a more general nature favours the introduction of various types of innovation; (iii) collaborative human resource practices are an antecedent of product innovation; and (iv) development of organizational knowledge may be based on a broader perspective associated with human resource management.

Human resource management impact on knowledge management

Purpose– The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention.Design/methodology/approach– This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses.Findings– Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes.Practical implications– The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices.Originality/value– The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

KNOWLEDGE TRANSFER IN A KNOWLEDGE-BASED ECONOMY

The knowledge economy currently presupposes that each organization manages its knowledge and in doing so intentionally endeavors to achieve a long-term competitive advantage. In other words the key source of success is no longer information as such, but the right knowledge which is associated with a specifi c bearer – employee who must constantly develop this in a currently highly competitive environment. The goal of this article is to identify and evaluate the conditions for the use of the resource approach focused on the management of knowledge in the current knowledge economy across all economic branches. The research is descriptive and empirical by nature, because the primary data has been collected using the survey method, including fact-fi nding techniques such as questionnaires and interviews. According to the results of the quantitative research focused on education in Czech organizations, 66.5% of the surveyed organizations make use of some type of education or training at work. However, one third of Czech organizations still do not educate their employees and do not work with knowledge development and management in any way. The following recommendations can be given to organizations nowadays: (1) identify and overcome the barriers to knowledge sharing through fostering effective relationships, (2) the employees’ willingness to participate in the learning process needs to be enhanced, (3) the organization’s management should introduce a refl ective process and a career development process leading to effective knowledge sharing and (4) the role of the mentor and coach is crucial in effi cient organizational learning. The main areas which affect knowledge development in organizations are based on cooperation and communication. This refers to both the organizational culture and the climate. Those areas are crucial for employee and organizational knowledge transfer and development.

Does Organizational Forgetting Affect Vendor Quality Performance? An Empirical Investigation

The development of organizational knowledge and the depreciation of knowledge within organizations are processes that invariably occur concurrently. In the quality domain, many researchers have examined how the development of organizational knowledge (organizational learning) enhances quality performance. We build on this literature and investigate how the depreciation of organizational knowledge (organizational forgetting) affects quality performance. We analyze information on 2,732 quality improvement initiatives implemented by 295 vendors of a car manufacturer and find that organizational forgetting affects quality gains obtained from both learning-by-doing (autonomous learning) and quality improvement initiatives (induced learning); more than 16% of quality gains from autonomous learning and 13% of quality gains from induced learning depreciate every year. Furthermore, the impact of organizational forgetting (i) differs across the types of quality improvement efforts (quality gains from process improvement initiatives depreciate, whereas those from quality assurance initiatives do not), and (ii) depends on where quality knowledge was embedded (depreciation is lower for knowledge embedded in technology than for knowledge embedded in organizational routines or organizational members). Our results highlight the ubiquity of organizational forgetting and suggest the need for continued attention to sustain and enhance quality performance in supply chains.

A revivolutionary look at the organizational death: using phoenix as a metaphor

This paper aims at presenting a metaphorical view by presenting phoenix in order to awaken organizations how to have an effective life. The case study of a historical event in the formation and collapse of an established organization and analysis of its survival in a new form is presented. According to the findings, the concept of death can be considered as a control for the behavior of organizations. The result of case study could prove that the desire of the Ministry of Jihad-e-Sazandegi to survive physically was the main cause of its transformation. The important point is that if organizational knowledge is properly managed, this successive birth and death would result in the development of organizational knowledge. Considering the metaphorical concept of phoenix, the death of every old entity would lead to the birth of a young and effective one.

The Two Faces of Knowledge Search: New Solutions and Capability Development

Searching for knowledge to solve non-routine problems allows middle managers not only to design new solutions but also to develop organizational capabilities. We focus on knowledge search to develop our understanding of how individuals engage with organizational knowledge in practice, how they acquire and use knowledge, and the implications for organizational knowledge development. Investigating middle managers’ knowledge search practices in response to non-routine events, we uncover four practices: isolating; overcoming knowledge distribution challenges; socializing; and mastering solution development. From these, we identify two aspects of knowledge search: not only can it produce new solutions but it can also have different effects in terms of developing organizational capabilities, either modifying existing routines or creating new ones. We argue that organizations with a knowledge use advantage, namely, an ability to mobilize accessible knowledge by organizing for knowledge circulation and a socialized search that deals with the organization’s challenges of knowledge distribution in order to master solution development – especially at mid-level – can pursue capability development. We discuss the implications of our findings for the literature on organizational knowledge and middle managers’ roles in organizational knowledge processes.

Knowledge Sharing in Organizations – Its Nature, Barriers and Effects

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Modeling and initiating knowledge management program using FQFD: a case study involving a healthcare institute

Knowledge is the most important asset for an organization to create value and sustainable competitive advantage. This study deconstructs a knowledge management (KM) model for utilizing nursing knowledge assets in terms of KM processes and KM enablers. Knowledge management processes are the activities or initiatives an organization puts in place to enable and facilitate the creation, sharing and use of knowledge for organizational benefit. This study examines, analyzes and prioritizes the KM enablers to facilitate knowledge processes and foster the successful development of organizational knowledge. In doing so, this study applies fuzzy quality function deployment (QFD) to deploy the necessary enabler items in detail for KM implementation. Based on the analytical results of fuzzy QFD (FQFD) for the case-study hospital, the priority order of the KM enablers is measurement, leadership, technology and culture. The results of FQFD also show that reinforcing KM enablers is necessary to promote elements in the KM process for the case hospital during KM program implementation.

Pattern-Based Task Management as Means of Organizational Knowledge Maturing

This paper presents the principles of pattern-based task management (PBTM) that aims at knowledge maturing based on the integration of task and knowledge management. It takes into account that knowledge does not only manifest in artifacts but also in actions. The approach supports knowledge workers in the execution of their tasks by offering guiding task patterns without restricting their freedom of execution. Task patterns are collaboratively managed and support the sharing and development of work experience in a way, which makes this experience easily applicable to new tasks. The collaborative origin of task patterns requires offering obvious benefits to knowledge workers to motivate their contributions. In this regard, PBTM establishes an organizational knowledge maturation process that prevents the loss and ensures the development of organizational knowledge.