Successful Knowledge Management Research Articles

Exploring effective work unit knowledge management (KM): roles of network, task, and KM strategies

PurposeThis paper aims to explore the potential contribution of inter-unit network structure and intra-unit task environment to the overall knowledge management (KM) effectiveness of an organization through different KM strategies.Design/methodology/approachThe survey method was used to empirically test the hypotheses. The authors administered two survey forms: a member-survey form that obtained responses from members of each work unit and a leader-survey form issued only to the leader of each unit to obtain his/her perception on inter-unit communications.FindingsThe findings indicate that both a unit’s boundary-spanning role and its extensive interaction with other units help promote the unit’s overall KM effectiveness. In addition, the authors found that task variety was significantly related to the use of both personalization and codification of KM strategies in the unit, and that a unit’s KM strategy played a mediating role between intra-unit task characteristics and KM effectiveness.Originality/valueFew studies have attempted to address what makes some work units within an organization more effective in their use of knowledge than others. This study provides an understanding of the influence of inter-unit social network structure on KM effectiveness, as well as the influence of intra-unit task environment and KM strategies on KM effectiveness. The findings suggest that inter-unit knowledge exchange and a unit’s brokering role can be a vital component of a work unit’s KM strategy, and that for successful KM in a work unit, an organization should not only establish appropriate inter-unit relationship but also develop the unit’s own KM strategies.

MATURITY ASSESSMENT OF SOCIAL CUSTOMER KNOWLEDGE MANAGEMENT (SCKM) USING FUZZY EXPERT SYSTEM

Organizations which provide electronic services do not have a logically structured strategy for implementing Customer Knowledge Management through Social media (SCKM). By assessing the position of SCKM, organizations can have a clear understanding of their maturity level and find their future investment interests. This research examined the maturity assessment of SCKM utilizing a fuzzy expert system. It consisted of a-four-stage procedure. The maturity model is based on 11 critical success factors, including strategy, leadership, information technology, knowledge management, culture, process, resources, business intelligence, security, social customer, and assessment. Results showed that the studied organization has covered 48.2% of maturity on the first level and 51.8% on the second level. Thus, to increase productivity, it is indispensable for organizations to act in a targeted way. The fuzzy expert system is not designed specifically for a case study, but can be utilized as a reference for in-depth analysis of the organizational readiness for SCKM implementation and development within organizations, which provide e-services applications.

Knowledge management for construction organisations: a research agenda

PurposeThis paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation.Design/methodology/approachThis paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry.FindingsBased on the socialisation, externalisation, combination and internalisation (SECI) model, the knowledge conversion modes are discussed, linking them to the KM processes of knowledge creation, sharing, storage and application. The KM CSFs identified from construction literature suggest that they can be categorised into two groups, namely, factors within organisational control (managerial influence, technological influence and resource influence) and factors beyond organisational control (social influence, political influence, environmental influence, economic influence, industry influence and construction technology influence). The resulting review is discussed in terms of how construction organisations can implement KM effectively to achieve the desired project performance outcomes in terms of time, cost and quality.Research limitations/implicationsAlthough this paper has made some theoretical contributions, a quantitative analysis will further reinforce its value both in theory and practice, particularly in terms of applying the KM processes and CSFs to different organisational, industry and country settings. A quantitative research is being carried out in the major construction sector in Sri Lanka to establish the relationships between the KM processes, knowledge conversion modes and KM CSFs with project performance outcomes, which will be reported in a subsequent publication.Practical implicationsAs the construction industry uses a considerable number of knowledge workers, implementing KM for project planning and execution is the key to sustaining the growth of construction organisations and industry, particularly when KM implementation is linked to project performance outcomes. Practical implications are provided in terms of what successful KM implementation entails.Social implicationsEffective KM implementation can serve as a conduit for construction organisations to build capacity and develop the ability to react quickly to social challenges brought about by different stakeholders, even before the project commences, so that the project performance outcomes will not be affected. Another social implication is the role played by project team members, in which efforts have to be put in place to facilitate the use of KM processes, so that teams can align project activities to the general good of their organisations.Originality/valueA comprehensive KM framework that guides the construction industry on KM implementation is long overdue. This research represents the first of such attempts to view KM from a wider perspective, both in terms of internal and external influences affecting construction organisations. Once the conceptual framework developed is validated, it is expected to bring enormous benefits to different stakeholders.

Utilising a systematic knowledge management based system to optimise project management operations in oil and gas organisations

PurposeThe purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.Design/methodology/approachGiven little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.FindingsThese were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.Research limitations/implicationsAlthough the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.Practical implicationsAs shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.Social implicationsThe implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.Originality/valueThe proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

Influence of Behavioral Intentions, Affective Trust and Affective Commitment on Knowledge Sharing Behavior

This article describes how with the growing importance of knowledge in today's competitive environment, it becomes vital for organizations to unfold all the strategies for implementation of a successful knowledge management system. The purpose of this study is to examine the effect of knowledge sharing intention (KSI) and affective trust (AT) on knowledge sharing (KS) behaviour of employees. Additionally, the mediating influence of affective commitment (AC) of the employees in this relationship is also studied. This study uses data from a sample of 246 managers in Indian private sector firms and employs Structural Equation Modelling approach to test the proposed hypotheses. The findings of this study show that contrary to the results of prior research, BI does not affect KS behaviour directly. Rather, it acts indirectly through AC, which is necessary for increasing employees' loyalty and willingness to share their knowledge. Moreover, the results indicated that AT has an indirect influence on employees' KS behaviour via KSI. Implications and limitations and future scope of the study have also been discussed.

Successful and Efficient Knowledge Management in the Greek Hospitality Industry: Change the Perspective!

Abstract In a constantly evolving world, new devices and technologies are incorporating. Organizations should follow the technological changes of the rest of the world if they want to keep up. Standards that were valid few years ago are no longer valid. In this new age knowledge has surpassed other traditional factors, such land, labor and capital. This paper approaches the historical evolution of knowledge, as well as the reasons that have made it an influential factor for organizations wishing to survive, using the tourist industry by way of an example. Furthermore, this paper explores how knowledge management can become a useful tool in the process of leveraging a tourist organization. Knowledge Management is a relatively new concept. Nevertheless, it has become a very popular term, which is increasingly used nowadays. Knowledge management focuses on organizational change under specialized guidance. The paper aims to analyze contemporary literature review in order to enhance the apprehension of how knowledge can become a useful tool not only to overcome crisis but also to contribute to the creation of new ideas and innovations. The paper seems to agree with Mantas (2016)’s view that knowledge management can become a tool to overcome the crisis and also to create innovative ideas which will contribute to the further development of tourism. The research outcome indicates that Organizations will be strongly benefited by such an approach.

A new DEMATEL method based on interval type-2 fuzzy sets for developing causal relationship of knowledge management criteria

The fuzzy decision-making trial and evaluation laboratory (fuzzy DEMATEL) has been used to solve various multi-criteria group decision-making problems where triangular type-1 fuzzy sets are utilized in defining decision makers’ linguistic evaluation. Most of the fuzzy DEMATEL modifications are built from linguistic variables based on type-1 fuzzy sets (T1FS). Previous literature suggests that interval type-2 fuzzy sets (IT2FS) can offer an alternative that can handle vagueness and uncertainty. This paper proposes a modification fuzzy DEMATEL characterized by IT2FS for linguistic variables. Differently from the typical fuzzy DEMATEL which directly utilizes triangular type-1 fuzzy numbers, this modification introduces trapezoidal IT2 fuzzy numbers to enhance evaluation in the group decision-making environment. This new modification includes linguistic variables expressed by IT2FS and an expected value method for normalizing upper and lower memberships of IT2FS to crisp numbers. The proposed modification is applied to a case of knowledge management (KM) where eleven criteria are considered. Three experts in KM were invited to provide linguistic judgments with respect to the criteria, and the eight-step computational procedure of the proposed modification was implemented without losing the originality of the DEMATEL method. The results unveiled that ‘trust’ is the most influential criteria in KM. Therefore, trust is a phenomenon that impacts on the success of KM. Comparable results are also presented to check the feasibility of the proposed method. It is shown that the criteria weight and the causal relationship of criteria using the proposed method are consistent with the other two methods.

Study of the relationship between information technology and knowledge management in the headquarters of Tehran Social Security Organization

Information technology and knowledge management are two important matters in the modern organizations of this era. The biggest factor in the success of knowledge management in the present era is the potential that information technology creates for it. Therefore, the purpose of this paper is to determine the relationship between information technology and knowledge management in the headquarters of the Social Security Organization. The research method was descriptive-correlational and the statistical population was 620 Experts and senior staff of headquarters of the social security organization. Of these, 237 were selected by random sampling method based on Cochran's formula. Collected information through questionnaire were analyzed using SPSS and LISREL softwares. The results indicated a significant relationship between information technology and knowledge management in the headquarters of the Social Security Organization as well as the relationship between information technology and knowledge management components such as (acquisition, creation, storage, distribution, maintenance). According to the Friedman test, knowledge storage was highly related to information technology in the organization under study.

An Empirical Study of Arts and Commerce Degree Colleges of Mumbai with respect to Knowledge Management Practices

Knowledge Management (KM) is a buzz word now days in the world of businesses and organizations. Global Universities and institutions have started offering courses and subject of Knowledge management. Indian companies have also started implementing KM in the day to day functions. World's education institutions have also started implementing KM in their organizations on regular basis. This paper tries to find out whether Mumbai's Higher Education Institutions (HEIs) are ready for KM implementation or not? Leadership, Organisational culture, Information and Communication Technology, team work, sharing of information and knowledge etc are critical factors for success of KM. This paper studied these factors with regards to Arts and Commerce degree colleges of Mumbai. Researcher has divided Mumbai into six zones and taken 712 (sample) respondents’ feedback regarding their colleges and analyse this primary data with SPSS software. This study will help stakeholders of HEIs to know the position about their organizations.

Reach for the stars: knowledge sharing in international organizations

The creative combination of diverse knowledge nurtures the generation of discontinuous product innovations. In international companies, however, such knowledge is globally dispersed. Consequently, management requires appropriate mechanisms to foster international knowledge sharing. Based on a multiple case study, this paper is built up on the premise, though, that successful knowledge management should not only take into account the spatial location of knowledge, but also the number of actors involved. Current literature does not provide sufficient solutions taking into account both dimensions simultaneously when developing consistent strategies for international knowledge sharing. This paper addresses this gap and develops a dynamic model enabling companies to identify an adapted strategy depending on their organizational setting. The resulting typology provides orientation for management on how to coordinate knowledge over space and therefore also how to foster the generation of discontinuous innovations.JEL Codes: O31

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

In today's competitive and dynamic economy, knowledge‐intensive organisations constantly face challenges for sustenance. Therefore, successful knowledge management (KM) system is viewed as an important factor to maintain competitive advantage. These days, knowledge‐sharing practices are encouraged in organisations to improve performance of the human assets. However, the behaviour of employees determines the success of potential KM system of organisations, which often fails due to various organisational and individual factors. On the basis of prior literature, this paper investigates the effect of varying internal and external dimensions, which are contextual factors, knowledge‐sharing mediums (KSM), and knowledge‐sharing intentions on knowledge‐sharing behaviour (KSB) of employees. Data were gathered from a sample of 231 managers of various public sector units in India. The results are analysed using hierarchical multiple regression. The outcomes of this study show the impact of contextual factors and KSM on KSB. Further analysis leads to the conclusion that there is a moderating effect of knowledge‐sharing intentions on this relationship. This research intends to contribute the understanding of KSB to help managers in promoting knowledge sharing and hence developing knowledge base in organisations. This study will also encourage better managerial practices to build an environment for knowledge dissemination. Moreover, it also provides insight related to importance of KSM in promoting efficient KM processes, making this article important for both practitioners and academicians.

Identification of critical knowledge management enablers for implementation of KM in manufacturing organisations

In the globalisation of business, knowledge management (KM) plays an important role in manufacturing organisation to create, build and maintain competitive advantage through utilisation of knowledge. The performance of KM adoption in manufacturing organisation affected by various influencing factors but it is always difficult for the practitioners to improve all aspects at the same time. The aim of this study is to identify critical knowledge management enablers (KMEs) of KM adoption in manufacturing organisations. This study presents a favourable method combining fuzzy set theory and the decision-making trial and evaluation laboratory (DEMATEL) method to segment the critical enablers for successful KM adoption in manufacturing organisation. The results gathered from the implementation of the fuzzy DEMATEL method are to identify critical enablers of KM adoption in manufacturing organisation through six different clusters. Twenty two highlighted as critical enablers out of total forty six enablers for successful adoption of KM in manufacturing organisation. The decision makers can apply a phased implementation of these KMEs to ensure the effective KM adoption under the constraints of available resources. This proposed method provides a more accurate, effective and systematic decision support tool for identifying KMEs of KM adoption in manufacturing organisation.

Can effective communities of practice enhance stakeholder satisfaction?

Communities of practice (CoP) can influence the perceived customer value. Effective stakeholder related knowledge transfer can help in value creation by building positive relationships between organisations and their stakeholders. CoP are the social tools to connect, engage and share knowledge in organisations. Effective CoP can help the organisation in many ways. This research focuses on understanding the impact of effective CoP interventions on the organisations' abilities to demonstrate learning (DL), take actions on lessons learnt (TALL) and influence business outcomes (BO). Based on a survey of 223 respondents of successful knowledge management (KM) and CoP implementation participants, this study uses a multivariate general linear model to analyse the findings. The findings suggest that effective CoPs are capable of influencing organisations to demonstrate learning, take actions on lessons learned and improve business outcomes. The study discusses the implications of these findings and offers directions for future research.

Knowledge Management Process of Germinated Brown Rice Production Community Enterprise

The objective of this qualitative research was to investigate the knowledge management process of Germinated Brown Rice Production Community Enterprise in Sakon Nakhon, Northeastern region of Thailand, a major processing source. The sample was selected based on purposive sampling. It was Ban-Noijomsri Community Enterprise with effective knowledge management. Methodologies included interview, focus group, and participant and non-participant observations. Data were analyzed by content analysis. The results of this study indicated that 1). Knowledge identification focused on the knowledge used in production and production process development and community enterprise and business management, 2). Knowledge creation and acquisition were conducted inside and outside community enterprise through discussion and knowledge exchange with members, participation in training, and field trip with external agencies, 3). Knowledge storage was conducted by storing knowledge through personal recognition and important information note, 4). Knowledge distribution was conducted through discussion and knowledge sharing, demonstration, manual and process sign board preparation, and 5). Knowledge application was conducted by integrating knowledge and experience into new academic knowledge to obtain new body of knowledge. The key factors contributing to successful knowledge management were leadership and organizational culture.

Utilising a Systematic Knowledge Management Based System to Optimise Project Management Operations in Oil and Gas Organisation

Purpose: This research examined the efficacy of knowledge management based systems and best practices that could be used to address operational issues in the oil and gas sector. Design/methodology/approach: Given little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and knowledge management based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants. Findings: These were synthesised into a framework capturing seven-well defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, knowledge management strategies and value enhancing practices. Research limitations/implications: Although the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of knowledge management strategy. Practical implications: As shown in this study, successful knowledge management based systems requires the aligning of business strategy, technology for knowledge management, project management operations with an enterprise-knowledge sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm. Social implications: The implementation of knowledge management based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all knowledge management issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application. Originality/value: The proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed knowledge management framework and its seven well-defined stages were central to the effectiveness of knowledge management in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

Organizational capabilities and knowledge management success: a quartet of case studies

PurposeThe aim of this paper is to understand the role of organizational capabilities in knowledge management (KM) success pattern and how KM initiatives can be designed for organizational success.Design/methodology/approachThe authors adopted a qualitative, descriptive case study research design to study the complex contextual issue of organizational capabilities and its role in KM success of information technology companies.FindingsFindings of the study indicate that success of KM is not only bound by its processes but also by key infrastructure which can either promote or inhibit KM. To realize KM success, infrastructure capabilities have to be supported by knowledge process capabilities and vice versa.Research limitations/implicationsFuture research can continue to examine organizational capabilities from the perspective of teams or business units in contrast to the organization.Originality/valueThis paper adds valuable empirical insights from Indian standpoint to the existing KM literature concerning preconditions of success and failure of KM initiatives in companies.

Relationship between Organizational Culture and Knowledge Management from the Perspective of Faculty Members

Introduction: Organizational culture and knowledge management will affect all aspects of the organization. Successful knowledge management is required to improve of organizational culture. In fact the organizational culture is the base of knowledge management. The context of appropriate organizational culture provides more effective application of knowledge or knowledge management and case the promotion and development of organization. So in this study investigated between two components of organizational culture and knowledge. Methods: Organizational culture and knowledge management were evaluated by pre-approved questionnaire. This study was examined on all faculty members of Research Centers Affiliate to University of Medical Sciences. After using Smirnoph Colomogroph test to determine data normality, Descriptive and analytical statistics was performed by SPSS software (version 21). Results: Current situation review of organizational culture and knowledge management of considrered centers were assessed as average (range, 3 to 4). Pearson correlation coefficient results was also showed a significant correlation between organizational culture and knowledge management (P= 0.926). Organizational collaboration and knowledge management relationship was not significant (P <0.001); also a significant relationship was found between organizational involvement, adaptability, consistency and Mission with Knowledge management (P <0.001). Conclusion: In order to achieve the goals of proper management of knowledge in promoting organizational culture in research centers it is essential to provide the necessary training and skills because there was a direct link between knowledge management and organizational culture.

Exploring the Links between Task-Level Knowledge Management and Project Success

Abstract Research on explaining task-level knowledge management in achieving capital facility project success is limited. The purpose of this paper was two-fold. The first objective of this study was to validate a model for assessing the relationships between task-level knowledge management and project success. The second objective was to evaluate the moderating role of project characteristics in the relationship between task-level knowledge management and project success. This paper empirically investigated a sample of capital facility projects in the construction industry. The structural equation modeling (SEM) approach was used to validate the research model. These results suggested that knowledge management used in certain project tasks contributes to project success. On the other hand, the findings indicated that the relationship between task-level knowledge management and project success depends on team size, owner regulation, project environmental uncertainty, complexity, and time availability. Specifically, the results suggested that large project teams are more likely to achieve project success when they experience high levels of knowledge management than small project teams. Private projects are more likely to achieve project success when they experience high levels of knowledge management than public projects. It was also clear that projects under high and medium uncertainty may achieve higher levels of project success when they experience high levels of knowledge management than those under low uncertainty. In addition, projects with high and medium complexity were more likely to be successful when they experience a high level of knowledge management than projects with low complexity. Finally, the results also suggested that projects with an unrealistic schedule were more likely to be successful when they experienced a high level of knowledge management than projects with a realistic schedule.

Leadership Reflections: Leadership Skills for Knowledge Management

ABSTRACTKnowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library.

Successful customer knowledge management implementation through social media capabilities

PurposeNowadays, the recent advances in information and communications technology and the advent of Web 2.0 technology have resulted in the increasing popularity of social media and provided enterprises and companies with new horizons in establishing an effective significant relationship with clients. Despite the recognized importance of social media in knowledge management (KM) and customer relationships, there is not any research to identify social media capabilities related to customer knowledge management (CKM). Therefore, the purpose of this study is to recognize the social media capabilities related to CKM effectively.Design/methodology/approachTo obtain research objectives, literature review, focus group method and expert interview were applied to identify and categorize social media capabilities. Analytical hierarchy process (AHP) also used to prioritize capabilities important.FindingsThe results indicate social media capabilities such as conversation capability, sharing capability, groups/community capability, relationship capability, speed and ease of access for the public are the main capabilities related to exploit customer knowledge and manage it successfully.Research limitations/implicationsThe results highlight the different social media capabilities for CKM approach which will enhance customer insight and personalized services. Because of the newness of CKM and social media implementation in Iranian firms, empirical study was not conducted for a better understanding of their business value.Originality/valueThe main innovation of this study is identifying the social media capabilities related to CKM and prioritizing them which allow managers to select the most appropriate social media tools based on these results.