Knowledge Management In Companies Research Articles

Knowledge Management Factors and Its Impact on Green Innovation: A Systematic Literature Review

Environmental problems are becoming more severe due to firms' operational activities, such as industrial production and manufacturing, which damage the environment. Consequently, Green Innovation (GI) is necessary to mitigate these negative effects. Although studies indicate that Knowledge Management (KM) impacts companies with GI, the specific impacts and mediating roles remain unclear. This study aimed to identify factors affecting KM in companies with GI and to understand how KM influences these companies. Using Kitchenham's systematic literature review of 20 articles from the past five years, this study found that green entrepreneurial orientation, green transformational leadership, knowledge-oriented leadership, embeddedness, stakeholder pressure, big data analytics capabilities, and training influence KM in companies with GI. Additionally, KM affects companies with GI directly and indirectly through human capital, sustainable development practices, environmental awareness, and green creativity. A conceptual model was proposed to illustrate these relationships, providing insights and recommendations for optimizing KM implementation in GI settings.

The Role of Artificial Intelligence in Managing Knowledge in a Data Mining Environment through Knowledge Reusability

Current research attempts to demonstrate the prospects of Artificial Intelligence (AI) for knowledge management and the resulting systems in a three-dimensional environment. We analytically examine underlying characteristics of knowledge management, such as knowledge sharing, application, and storage, in the context of tacit and explicit knowledge in a data mining environment. The crucial role of tact and explicit knowledge and its reusability, especially in a data mining environment, has been considered in present studies. It is believed that there is a need to develop a professional model incorporating Artificial Intelligence (AI) to benefit from knowledge management in companies, especially about tacit and explicit knowledge, and its reusability. The likely role of AI applications during various knowledge management processes and the benefits of AI for knowledge management systems that leverage tacit and explicit knowledge and knowledge reusability were highlighted

Analysis and Design of a Knowledge Management System Using the Fernandez Method in the IT Operation Center Unit (Case Study: PT Citilink Indonesia)

The effect of improving business quality on companies is influenced by developments in technology and information. Utilization of Knowledge Management System (KMS) is one of the efforts to improve the quality of the company's business. In a company, the role of knowledge management is very important so that the company can grow rapidly. For the application of good organizational knowledge requires a planned and systematic knowledge management. The benefits derived from implementing knowledge management in companies are that it can improve service to customers, increase efficiency in processes and work methods, increase the number of services or products and save costs and time. The study of this matter, the IT Operation Center (ITOC) unit has difficulties in terms of sharing knowledge in the company, therefore a study is needed entitled "Analysis of Knowledge Management System Design Using the Fernandez Method in the IT Operation Center Unit (Case Study: PT Citilink Indonesia)” then the application of this Knowledge Management System can provide convenience for employees who have some problems related to IT operations.

Technological tools KM and innovation in SME enterprises

Knowledge management has emerged over the past decade as one of the key issues at the heart of modern organisations. Knowledge management as a process that supports an organisation in finding, selecting, organising and disseminating relevant information and expertise, essential for activities such as problem solving, learning, strategic planning and decision making. Knowledge management is an emergent system of organisational design and operational principles, processes, organisational structures, applications and technologies that help knowledge workers increase their creativity and ability to deliver commercial value. The issue of knowledge management is primarily considered in the context of large organisations. In contrast, relatively little attention has been paid in the literature to the specifics of knowledge management in small and medium-sized enterprises. The focus of researchers attention on large enterprises is partly due to the fact that the larger the enterprise, the greater the challenges regarding key knowledge management processes, including, for example, knowledge dissemination. Awareness of the organisation's knowledge is higher in SMEs than in large organisations. Due to their size, SMEs do not have the same problems in communicating and disseminating knowledge within the organisation as large enterprises, so formal knowledge dissemination activities and processes are less frequently implemented. In addition, formal approaches to knowledge management use IT systems, which are costly and mostly designed for large organisations. Financial barriers and the different needs of SMEs therefore mean that formal knowledge management may not be fully implemented in SMEs. Therefore, it becomes important to examine the use of technological tools in knowledge management and their impact on the innovativeness of a company from the SMEs. The main research objective of the article is to analyse the use of technological tools for knowledge management in companies operating in the Polish SME market and their impact on innovation. Specific research objectives included assessing the level of ICT use in SMEs, identifying the level of employment of ICT specialists by SMEs, identifying the use of websites, social media and cloud computing by SMEs, identifying technological tools supporting knowledge management in SMEs, assessing the impact of technological knowledge management tools on innovation in SMEs. The research was conducted in 2022 using the CATI method among 600 randomly selected SMEs operating on the Polish market. The majority of SMEs do not employ employees with specialised digital competences. Such people are employed by less than 8% of small and 30% of medium-sized companies. The situation is completely different in large companies - almost 3/4 of them employ ICT specialists. Employers have a problem recruiting digitally competent employees. For this reason, outsourcing IT services is becoming increasingly popular, especially among small and medium-sized companies. Companies that use technological knowledge management tools are more innovative.

Управління знаннями на підприємстві: моделі, етапи та технології

Knowledge management models are outlined, which make it possible to effectively manage knowledge in the organization and improve its performance. The elements of the knowledge management system at the enterprise are defined. Methods of assessing employees' knowledge are described. It was established that the concept of knowledge management at the enterprise is a system that helps to effectively manage knowledge in the organization in order to increase its efficiency and obtain a competitive advantage. The main elements for implementing the concept of knowledge management at the enterprise are described. Generalized the main strategies of knowledge management of the enterprise. The structure of the company's knowledge management system and its main components have been determined. The main technologies of knowledge management at the enterprise and components of corporate knowledge management systems are outlined.

Knowledge management as a basis for modern innovations

Contemporary global challenges engender the necessity of developing new approaches to management. Currently, companies compete not just with goods and services but with knowledge and abilities to effectively utilize them.Purpose of the research. This article aims at examining the conceptual and categorical apparatus of the studied topic and building initial grounds for knowledge management understanding.Methodology. The paper presents a comprehensive literature review of preceding research on knowledge management in peer-reviewed journals of various electronic databases since 1987, including using «Harzing's Publish or Perish» software. In addition, research works in philosophy, sociology, economics, information systems, and other sciences were studied. Based on the research results, the concepts of «data», «information», «knowledge» and "knowledge management" were structured.Originality / value. Knowledge management as one of the relatively new types of management arouses interest from representatives of the scientific and business community along with skepticism about its uniqueness, necessity, and basically about its semantic component. This is especially noticeable in the works of information management scholars. However, researchers in the field of innovation associate knowledge management in companies with the possibility of obtaining a competitive advantage.Findings. The study showed that considering the above-mentioned concepts as synonymous was a misconception, this leads to a misinterpretation of the object of management - knowledge, and, thus, forms a superficial idea of the function and activity of knowledge management managers. The study of the relationship between people, business processes, IT technologies, corporate culture, and other factors within the knowledge management system in the company should be the next step to continue this research.

Use of Knowledge Management in Companies – An Overview of Energy Consumption Strategy on Short Term

Abstract Recently, managers and entrepreneurs have begun to realize the importance of adding value to people and, consequently, to the processes in their companies. Thus, the focus on knowledge management is not limited only to results and financial growth, but also to results and personal growth. Knowledge management refers to a set of strategies used within organizations to improve results. Learning is the best direction anyone can invest in right now. Performances of any company depend directly on how it was understood and implemented knowledge management. With the help of these tools, both individuals and companies can help reduce energy consumption, a necessary process especially due to the impact of global warming and climate change, and in particular from the start of 2022 when Russia started the unjustified military aggression against Ukraine, creating a pressure over the market prices. The research was assessed through a descriptive analyses approach trying to identify trends and relationships. The examination of the information shows that there are differences between the countries measured, from the perspective of the socio-economic, and from different sources of energy supply. Must employees develop furthermore both personal and professional? Are the companies ready to use the knowledge to improve the consumption of energy? The central purpose of this research is to examine the degree of the reduction of energy consumption, what is there to be done on the short term with the energy crisis, and the importance of professional and personal development in the new era of knowledge economy.

Knowledge management and intellectual capital in the business model innovation of Costa Rican manufacturing firms

The purpose of this article is to analyze the impact of knowledge management and intellectual capital on the ability of companies to generate business model innovation. To evaluate the proposed hypotheses, we surveyed a final sample of 100 Costa Rican manufacturing companies and analyzed the data using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results show that knowledge management positively contributes to the development of business model innovations. Similarly, intellectual capital has a direct positive influence on business model innovation. However, the direct contribution intellectual capital depends on the adoption of practices that encourage knowledge management in companies

Relationships among organizational culture, open innovation, innovative ecosystems, and performance of firms: Evidence from an emerging economy context

The exploration and retention of knowledge are key elements for improving innovative performance. Although some studies indicate that organizational culture (OC) is a factor that influences knowledge management in companies, the relationships between different types of OC and the adoption of open innovation (OI) remain unclear, especially in the context of emerging economies such as Brazil. Our study addresses this research gap by investigating the relationships among OC, inbound and outbound OI, innovation ecosystems and innovative performance. With data collected from 169 companies in Brazil, our main results show that adhocracy culture is the type of OC that most influences the adoption of inbound and outbound OI flows, and that hierarchy culture discourages the adoption of OI. Our results also suggest the importance of adopting knowledge management practices that foster creativity and flexibility.

Knowledge management strategies in companies: Trends and the impact of Industry 4.0

The existing business models essential for the creation of consumer value and, consequently, business competitiveness are now undergoing a transformation. Brand-new technological developments based on network integration, intelligent technology and flexible automation are becoming increasingly relevant: additional competitive opportunities appear, and knowledge management and intellectual capital management are becoming key business processes. When developing a strategic vision, it is important for companies to pick the relevant data out of the information flow about the external and internal environment and convert it into organizational knowledge, which is a core management resource. The paper analyses the experience of Russian and foreign companies in the introduction of scalable models focused on the widespread use of Industry 4.0 and establishes the principles and strategies of knowledge management that allow these companies to maintain their competitive positions in a strategic perspective. The theory of knowledge management and resource approach constitute the methodological framework of the present study. The general scientific methods of logical-structural analysis and systematization, as well as the contingency case study method were applied. The information base encompasses the case studies of six companies, retrieved from publicly available sources. The findings of the empirical research prove the feasibility of applying a situational approach to knowledge management: companies use different strategies for accumulating and sharing knowledge according to their maturity level and the area of implementation of Industry 4.0. Based on the results obtained, the authors develop a situational approach to the strategic knowledge management of companies that successfully apply the technologies of the Fourth Industrial Revolution. The theoretical and practical significance of the study lies in identifying common approaches to knowledge management under various conditions, which can be used to create the strategic vision of managers involved in the key decision-making process in companies.

Role of IT in Effectiveness of Knowledge Management Practices in Business: An Empirical Study

Vital source for corporate competitiveness is knowledge and there are huge number of information technology solutions providing support to knowledge management. One of the significant problem to be discussed is role of information technology in success or failure to implement Knowledge management. To reflect knowledge of employees the term “Knowledge is Power” is used in organizations and considered as asset in companies. Knowledge management is a major driving force for organizational changes and creation of wealth and company utilizing employee’s knowledge and recognizing it as an intellect capital having competitive advantage. Effective leveraging of knowledge needs usage of information technology. Though, knowledge management in companies is more than just application of information technology, it needs it as an enabler promoting creation, storing, distributing, and retrieving knowledge for reuse. Knowledge management activities cannot be achieved with implementation of information technology in this century where there is need of rapid access to significant knowledge is enormously rising. The sample size of the study was 191 respondents. The data analysis was performed with the help of t-test and mean.

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

Purpose Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing. Design/methodology/approach The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses. Findings The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization. Originality/value This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Information technology tools in corporate knowledge management

Motivation: Knowledge management is currently one of the most important factors determining the company’s market position. It depends not only on the skilful use of resources, but also on obtaining a synergistic effect. To manage knowledge, managers must possess not only the appropriate resources of knowledge, but also must have determined management structure with the assistance of the IT (information technology) tools. Aim: The purpose of the article was to present how the modern enterprise knowledge management process is supported by information technology. For this purpose, was summarized selected indicators characterizing the use of ICT in various types of enterprises in the country. It assumed that it is important not only the equipment the companies with information technology tools, but also the degree of use of these tools. Results: Usage of ICT in Poland reaches ratios much lower than the average for the European Union. Large differences in the use of information technology occurs in individual groups of companies. Larger companies have reached a much higher degree of saturation of IT tools than smaller objects. For example, the number of Polish enterprises with computers was 94.7%, in the case of large companies it is 99.8%. Even greater discrepancy relates to access to the Internet. You may also notice differences in each province. Introduction of modern technologies related to computer science and computers (eg. cloud computing, big data, social media, e-commerce etc) enables effective knowledge management in companies. The indicators show that the management team appreciates the importance of knowledge and consistently invests for its development.

Social Capital, Knowledge Management and Innovation Performance

The present study was conducted to explain the role of social capital in innovation performance with the mediating effect of knowledge management in knowledge-based companies. The population in the present descriptive survey included all knowledge-based companies established in the Science and Technology Park of Tehran University. Data analysis was conducted using structural equation modelling and WarpPLS-5 software. The results indicated that social capital affects organisational knowledge management; however, its effects vary based on the type of activities. It was also shown that social capital affects soft knowledge management activities (including creation and transfer of knowledge), but its impact on hard knowledge management activities is not significant. Moreover, it was found that improving knowledge management in companies requires the availability of appropriate structures and technologies in addition to trust-based interactions between organisational members or, in other words, the development of organisational social capital.

Social capital, knowledge management and innovation performance

The present study was conducted to explain the role of social capital in innovation performance with the mediating effect of knowledge management in knowledge-based companies. The population in the present descriptive survey included all knowledge-based companies established in the Science and Technology Park of Tehran University. Data analysis was conducted using structural equation modelling and WarpPLS-5 software. The results indicated that social capital affects organisational knowledge management; however, its effects vary based on the type of activities. It was also shown that social capital affects soft knowledge management activities (including creation and transfer of knowledge), but its impact on hard knowledge management activities is not significant. Moreover, it was found that improving knowledge management in companies requires the availability of appropriate structures and technologies in addition to trust-based interactions between organisational members or, in other words, the development of organisational social capital.

REVIEW AND EVALUATION OF THE RELATIONSHIP BETWEEN KNOWLEDGE MANAGEMENT AND STAFF’S JOB ENGAGEMENT INCREMENT AND DEVIANT BEHAVIORS ABATEMENT (CASE STUDY: MAPNA MD2 COMPANY)

The purpose of the current study was to review and evaluate the relationship between knowledge management and staff’s job engagement increment and deviant behaviors abatement in MAPNA MD2 Co. All Mapna MD2 Co. headquarter office employees (300 people) in Tehran had formed the intended statistical society. According to Krejcie and Morgan table, the sample of research was considered as 169 people which have been selected accidentally and were divided to 35 women and 134 men due to the number of staff in the office. This current research method was descriptive and correlational that have been performed as field research. A four pages’ s questionnaire with 54 questions that including three localized questionnaires according to the Newman-Konrad (2000) standard knowledge management questionnaire, Salanova-Schaufeli (2001) job engagement questionnaire and Bennett-Robinson (1964) deviant behaviors questionnaire, was utilized as data collection tool in this research. The results of statistical analysis show that there is a significant relationship between knowledge management and its dimensions with staff’s job engagement increment and deviant behaviors abatement in MAPNA MD2 Co. Furthermore, the result of research model fit show that the 65% of job engagement increment and 37% of deviant behavior decrement have been explained by knowledge management. Base on that, the Mapna MD2 Co. management is suggested to implement the knowledge management in company in order to increase the job engagement and degrease the deviant behaviors of employees. JEL: D83, J62, J28, J53 Article visualizations:

The Relationship between Organization Structure and Performance in Commercial Banks in Kenya: The Mediating Role of Innovation

In a knowledge economy most business processes are viewed through knowledge capability. However, the real challenge is in developing an adequate system of knowledge management in companies that will give them a competitive edge. The question is; how do firms develop knowledge capability, and what is the effect of strategic knowledge capability on a firm’s performance? This research sought to find out the relationship between strategic knowledge capability and performance in commercial banks in Kenya with specific interest on the mediating role of innovation. Specifically, the study sought to find out how organizational structure impacts on the performance of commercial banks in Kenya. The study employed the social survey methodology of study, using questionnaire as the main tool for data collection. The data collected was analyzed quantitatively using both descriptive and inferential statistics to help establish how possession of strategic knowledge capability affects the performance of commercial banks in Kenya. To actualize this, data was collected using a single questionnaire distributed to each of the Chief Executive Officers of all forty-three banks. A drop and pick later procedure for questionnaire administration was used to distribute them. Data gathered was then analyzed quantitatively using both descriptive and inferential statistical tools; specifically Analysis of Variance (ANOVA) and regression analysis, with the finding that organization structure had no significant influence on both innovation and performance in commercial banks in Kenya. The conclusion that the strategic knowledge capability defined by organization structure had no significant effect on the performance in commercial bank was reached.

PENGARUH BUDAYA ORGANISASI DAN KOMITMEN ORGANISASI TERHADAP KNOWLEDGE MANAGEMENT PADA PERUSAHAAN PENGGUNA SAP

 System Applications and Products (SAP) is system of information that integreting and involving many fungtions. Many organizations use SAP in Indonesian, but some of people don't know about the system. This research measured impact of organizational commitment and organizational culture on knowledge management in SAP company. The participant of this study is 32 employees that including 2 companies in Yogyakarta that using SAP. Research used quantitative approach with the help of multiple regression analysis to show impact of organizational culture and organizational commitment on knowledge management. The result showed organizational culture and organizational commitment giving impact to knowledge management (p=0.007, p<0.05; R=0.287, R=28.7%). So, hipothesis of this research is received, that there is impact of organizational culture and organizational commitment on knowledge management in company that using SAP.  Keywords: Knowledge management (KM), Organizational Culture, Organizational Commitment, System Application and Product (SAP).

Knowledge based development of innovative companies within the framework of innovation networks

The purpose of this paper is to study ties between knowledge based cooperation and innovative development of companies within the framework of external innovation networks, at home and abroad. The paper also presents the network model of the innovative company knowledge management (KM) in a innovation process and describes synergy effects of knowledge based cooperation (i.e. interorganizational KM and knowledge based relationships and learning) of the innovative company within innovation networks. The aim of a questionnaire, which was collected from 64 innovative companies, was to determine the effectiveness of interorganizational knowledge based coopetition (cooperation and/or competition) of companies within the innovation networks and influence of them on innovative development of companies. The key research questions the survey addressed were: How many and which types of outside collaborators did innovative firms cooperate within innovation networks, at home and/or abroad? What internal and external (domestic and foreign) sources of knowledge did the innovative companies use for innovations? How did innovative companies assess effectiveness of their knowledge based cooperation with respectively domestic or foreign collaborators, of various types, within innovation networks? Finally, the paper estimates the results of using chi-square test for independence research of knowledge based cooperation efficiency (which is connected with development) of innovative companies on their adequately home or foreign collaborators within innovation networks.

Analysis of Knowledge Management in Companies Involved in Innovation Activities in Yucatan, Mexico

Analysis of Knowledge Management in Companies Involved in Innovation Activities in Yucatan, Mexico Ruth Noemí Ojeda-López, Jennifer Mul-Encalada, José Luis Barrera-Canto In recent years there has been a reassessment of the importance of knowledge in organizations. This has led to the need for knowledge management as a process for the acquisition, development, and use of knowledge, both tacitly and explicitly, for the achievement of business goals, the maintenance of sustainable competitive advantage, and innovation. The aim of this paper is to analyze knowledge management in companies involved in innovation activities in the state of Yucatán, México, through a quantitative, descriptive, non-experimental study, which was conducted by means of a survey given to a sample of 73 managers of these companies. The results show that, in these companies, knowledge management is at a highly-developed stage. The storage and application practices are those which companies have worked harder, whereas protection and acquisition of knowledge have received less attention. They have focused on storing information that represents valuable knowledge and applying it, mainly for the improvement everyday tasks that contribute to streamline processes and redesign of products and/or services. Full Text: PDF DOI: 10.15640/jmpp.v3n1a10