Organizational Knowledge Management Systems Research Articles

Wind of change: how ChatGPT and big data can reshape the knowledge management paradigm?

PurposeThe new disruption in the form of ChatGPT can be a valuable tool for organizations to enhance their knowledge management and decision-making capabilities. This article explores how ChatGPT can enhance organizations' KM capability for improved decision-making and identifies potential risks and opportunities.Design/methodology/approachUsing existing literature and a small-scale case study, we develop a conceptual framework for implementing artificial intelligence on the internal organizational knowledge base of big data and its integration with a larger knowledge base of ChatGPT.FindingsThis viewpoint conceptualizes integrating knowledge management and ChatGPT for improved organizational decision-making. By facilitating efficient information retrieval, personalized learning, collaborative knowledge sharing, real-time decision support, and continuous improvement, ChatGPT can help organizations stay competitive and achieve business success.Research limitations/implicationsThis is one of the first studies on the integration of organizational knowledge management systems with ChatGPT. This research work proposes a conceptual model on integration of knowledge management with generative AI which can be further tested in actual work settings to check it's applicability and make further modifications.Practical implicationsThe study provided insights to managers and executives who, in collaboration with IT professionals, can devise a mechanism for integrating existing knowledge management systems in organizations with ChatGPT.Originality/valueThis is one of the first studies exploring the linkage between ChatGPT and knowledge management for informed decision-making.

Analysis of the organizational knowledge management system of nurse education centers with hybrid Fuzzy DEMATEL-network DEA method

On-the-job training is important for the growth of organizational human capital. The present paper evaluates the efficiency of on-the-job training using the DEA model and knowledge management system to illustrate the interactions of organizational knowledge management concepts for measuring the efficiency of on-the-job training courses for employees within the organizational knowledge management systems. In this research, the DEA method was used to evaluate the efficiency of knowledge management system and analyze the interdependencies of the system. Also, the EU Knowledge and Innovation Management Measurement and the Kirkpatrick models were employed to identify the indicators. This study was conducted on 27 education centers in Iran. The results of evaluating the effectiveness of the knowledge management system show that the factor of “educational resources and facilities” is the most affecting variable and the most affected variable is “educational effectiveness”. Then, based on the DEA method, the weights of the sub-factors of the model were determined, and the efficiency of each step and as a result the efficiency of the whole system was obtained. Inefficient units were discarded and finally the efficient units were ranked. This study can help the organizations to identify the factors affecting the effectiveness of knowledge management programs.

Knowledge management system in organization and its function

The article discusses the issues of the knowledge management system and its functions. The classification of the main approaches to the definition of the concept of “knowledge management”. Analyzing the main approaches and the essence of the organization of knowledge management, a polemic of this concept is given. The article also highlights the main functions and principles of knowledge management.

COVID‐19 pandemic influence on organizational knowledge management systems and practices: Insights from an Indian engineering services organization

COVID‐19 pandemic unleashed uncertainties around the world. Organizations scrambled to ensure business continuity. COVID‐19 pandemic was unprecedented as disruptions were far beyond business continuity scenarios planning with respect to severities, timelines, and geographies. Initially, business disruptions were assumed to last just for a few days or weeks at a local governing region, county, or state level. However, the pandemic lasted much longer and sustained efforts were needed to stay compliant with ever‐evolving and changing local, state, federal, and international guidelines, rules, and regulations. Prolonged work from home became an unavoidable and only way to ensure business continuity for many service‐oriented organizations. Organizations not only tried to leverage existing knowledge management (KM) practices but also were compelled to critically relook at the efficacy and effectiveness of KM practices. Organizational KM systems and practices (OKMSP) in a typical Indian engineering consulting and design organization were studied. The changes in employee perceptions about OKMSP during the pandemic period were captured and critically analyzed. The study evaluated employee perceptions related to four critical aspects of OKMSP namely, KM processes, usage of KM tools, KM effectiveness, and KM culture. Lack of face‐to‐face meetings during the COVID‐19 period made an important change in the way of working. This paper captures COVID‐19 pandemic‐induced changes and provides pointers to further research opportunities in the field of OKMSP. The study highlights the need for robust knowledge management systems to face pandemic‐induced disruptions.

The onlinezation influence on knowledge sharing for corporate innovation during theCoViDcrisis

The article describes the study of the influence of shock onlinezation caused by the CoViD‐19 quarantine on the knowledge management performance and effectiveness in organizations. The methodology of the study is based on a set of multiple linear regression equations linking together the onlinezation, knowledge management parameters, problem‐solving and financial performance. The results of the study allow developing a set of practical recommendations regarding the development of knowledge management systems in organizations under the onlinezation context, with a special accent to solving technical and/or marketing uncertainty‐related problems with architectural or modular innovations.

Designing knowledge sharing systems to support integrated eco-city planning and management

The local government of a city as an organization depends on decision makers in government management to support the vision and mission of the city to achieve eco-city goals based on data and information from several knowledge domains. Knowledge management is seen as an increasingly important scientific discipline that encourages the creation, sharing and utilization of knowledge in an organization. Knowledge management is also related to the concept of intellectual capital, the most valuable organizational resource. Knowledge sharing systems are designed to help decision makers and stakeholders share their knowledge. Most knowledge management systems in organizations are designed to share the explicit knowledge of individuals, organizations and finally distributed to the community. This research is the approach in the development model that can be used in the governance to achieve eco-city goals. Complex knowledge about eco-cities requires policies that are based on current knowledge and can be implemented immediately with a thorough understanding of all aspects. The results of this study are understanding the problem of knowledge sharing as a valuable organizational asset, designing a knowledge sharing systems model, and improving systems to improve the quality of knowledge.

Knowledge Management Systems Development and Implementation: A systematic Literature Review

Knowledge management systems can help to automate KM processes that exist in organizations. These systems facilitate knowledge discovery, knowledge capture, knowledge sharing, and applying knowledge in an organization. Using appropriate methods to develop and implementing knowledge management systems help organizations realizing these systems more effectively to enhance an organization’s competitive advantage and facilitate KM processes. This study investigates the approach for developing knowledge management systems in organizations with a systematic literature review in the past ten years. The findings in the literature study show that seventeen methods are used in the development of KMS, where the SECI knowledge spiral is the most often method used for developing KMS by combining it with traditional IS development techniques. In this study, we also compare five methods as candidates for KMS development methods that can support the acceleration of the innovation process in organizations and evaluate them based on KM criteria that support innovation using the analytic hierarchy process technique. It is found that Fernandez’s methodology combines with Joint Application Design (JAD) adoption is the most prominent method used in building a knowledge management system to support the innovation process in an organization and web 2.0 as the most technology applied to support organizational KM implementation.

Systems Dynamics and Activity-Based Modeling to Blueprint Generative Knowledge Management Systems

The predicted embracing of thriving knowledge societies is increasingly compromised by threatening perceptions of information overload and attention poverty, opportunity divides and career uncertainties. By integrating system dynamics, discrete-event, and agent-based modeling, this paper traces the roots of these symptoms back to their causes of information entropy and structural holes, invisible private and undiscoverable public knowledge which together characterize the sad state of our current knowledge management (KM) and creation practices. Looking forward, it proposes a decentralized generative KM approach that prioritizes the capacity development of autonomous individual knowledge workers not at the expense but as a viable means to foster a fruitful co-evolution with traditional organizational KM systems. As part of an ongoing design science research and prototyping project, this systems thinking and hybrid model perspective complements a succession of prior multidisciplinary publications on the subject.

(Neg)Entropic Scenarios Affecting the Wicked Design Spaces of Knowledge Management Systems.

The envisioned embracing of thriving knowledge societies is increasingly compromised by threatening perceptions of information overload, attention poverty, opportunity divides, and career fears. This paper traces the roots of these symptoms back to causes of information entropy and structural holes, invisible private and undiscoverable public knowledge which characterize the sad state of our current knowledge management and creation practices. As part of an ongoing design science research and prototyping project, the article’s (neg)entropic perspectives complement a succession of prior multi-disciplinary publications. Looking forward, it proposes a novel decentralized generative knowledge management approach that prioritizes the capacity development of autonomous individual knowledge workers not at the expense of traditional organizational knowledge management systems but as a viable means to foster their fruitful co-evolution. The article, thus, informs relevant stakeholders about the current unsustainable status quo inhibiting knowledge workers; it presents viable remedial options (as a prerequisite for creating the respective future generative Knowledge Management (KM) reality) to afford a sustainable solution with the generative potential to evolve into a prospective general-purpose technology.

The effect of knowledge management, e-learning systems and organizational learning on organizational intelligence

PurposeNowadays, organizations are facing fast markets’ changing, competition strategies, technological innovations and accessibility of information. In such highly dynamic situations, many factors must be coordinated to realize effective decision-making. In addition, the definition of organizational intelligence is as follows: intellectual ability to answer organizational issues and focus on the unification of human and mechanical abilities for solving problems. This paper aims to investigate important factors (organizational learning, knowledge management and e-learning systems) that influence organizational intelligence.Design/methodology/approachData have been collected from 290 personnel of tax administration of East Azarbaijan, Iran. For measuring the model’s elements, a questionnaire has been proposed. Surveys have been reviewed by experts with significant experiences in the organizational intelligence field. For statistical analysis of questionnaires, the statistical package social sciences 25 and SMART-partial least squares 0.3 have been used.FindingsFindings from the study verify the validity of the design for an organizational intelligence assessment. The outcomes indicate that e-learning systems positively affected organizational intelligence. In addition, they show that the influence of knowledge management and organizational learning on organizational intelligence is important.Originality/valueOrganizational intelligence’s multidimensional nature makes it a very useful and essential management tool. Therefore, it provides beneficial results for the organizations’ managers to study the important factors affecting it.

The Effects of Perceived Organizational Support and Knowledge Management System Quality on Knowledge Sharing: The Mediating Role of Trust

The Effects of Perceived Organizational Support and Knowledge Management System Quality on Knowledge Sharing: The Mediating Role of Trust

Supporting the Sustainable Growth of SMEs with Content- and Collaboration-based Personal Knowledge Management Systems

Personal knowledge management (PKM) has been envisaged as a decentralising revolution and as the most important educational concern. Its root objective aims for highly knowledgeable individuals acting competently in their daily lives, as part of the workforce, and as public citizens. However, such a promising state of knowledge management (KM) has not emerged yet.Over the past four years, the ongoing development of a PKM concept and prototype system has been accompanied by over 30 multidisciplinary peer-reviewed publications. To verify the undertaking, dedicated articles have applied accepted general design science research (DSR) guidelines aimed at creating innovative IT artefacts (that extend human and social capabilities and meet desired outcomes), at validating design processes (as evidence of their relevance, utility, rigor, resonance and publishability) and at ensuring theory effectiveness (a matter of purposeful utility, content, communication and presentation).Based on the formation of individuals’ autonomous PKM capacities and personal devices nourished by networked creative conversations, the novel PKM approach, on the one hand, aims at advancing lifelong PKM support and academic and professional growth benefiting individuals as contributors and beneficiaries of institutional and societal performance. On the other hand, the scope of anticipated outcomes also offers appealing opportunities for further stakeholders engaged in the context of curation, education, research, development and business. In the latter context, prior papers have looked at the impact for large enterprises in regard to organizational knowledge management (OKM) system generations, the potential of a fruitful OKM–PKM–Co-evolution, and the promises for strengthening organisational capabilities of innovativeness and leadership.The focus of this article shifts to the collaborative and growth-related challenges of small and medium-sized enterprises (SMEs). It pinpoints the entrepreneurial barriers of organisational development, and how the PKM concept and its technological and educational devices are able—as any SME moves through its dynamic stages of growth, predicaments or decline—to guide and rectify the associated tasks and problems. These demands necessitate performing effectively under growing pressures and communicating with rising numbers of internal and external stakeholders, as affirmed in Garnsey’s resource-based notion of new firm growth, Greiner’s evolution–revolution-based stage-growth model, and Levie’s and Lichtenstein’s dynamic states approach to entrepreneurship.

Tools for Exploration and Exploitation Capability: Towards a Co-evolution of Organizational and Personal Knowledge Management Systems

Tools for Exploration and Exploitation Capability: Towards a Co-evolution of Organizational and Personal Knowledge Management Systems

Factors Influencing Perceived Benefits and User Satisfaction in Knowledge Management Systems

ABSTRACTThis study offers a model for predicting users’ perceived benefits and user satisfaction in organizational knowledge management systems. Four constructs are theorized to influence the dependent variables: system quality, knowledge quality, user IS competence, and organizational attitude to knowledge management. The model was empirically tested among 100 respondents working in the knowledge-intensive software industry. The results suggest that knowledge management systems hold certain characteristics to be considered when evaluating technical and socio-psychological factors of users’ perceptions and attitudes toward the systems.

The mediator role of KM process for creative organizational learning case study

Purpose– The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance.Design/methodology/approach– Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N= 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method.Findings– This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed.Research limitations/implications– Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance.Practical implications– In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers.Social implications– The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments.Originality/value– Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.

Examining the adoption of KMS in organizations from an integrated perspective of technology, individual, and organization

Knowledge management systems (KMS) have been implemented by many organizations to aid in the management of the intellectual property and the development of sustainable competitive advantages. However, despite the efforts of academics and practitioners with regard to promoting the use of KMS, the rate of adoption remains relatively low. Based on the DeLone and McLean’s information system success model, self-efficacy theory, and institutional theory, this study develops a multi-dimensional model to better understand KMS adoption among employees from an integrated perspective of technology, individual, and organization. Survey data collected from 295 employees of a petroleum corporation and its business partners were examined using structural equation modeling to verify the proposed research model. The results indicate that system quality factors, top management support, and organizational rewards are the key determinants of employee adoption of KMS, while KMS self-efficacy is far less important. The theoretical and practical implications are discussed.

Integrated E-Learning 2.0 for Knowledge Management System in Organization

It uses e-learning 2.0 today in the first place to craft training courses on topics carefully selected for delivery to employees registered for these courses. Knowledge management is used to capture, organize and quickly provide large amounts of knowledge to the companies. The aim of this study was to explore the role of e-learning 2.0 in knowledge management. One of the objectives in the investigation of how elearning 2.0 helps organizations to improve the transfer of tacit knowledge and management of elearning 2.0 to enhance the level of performance and knowledge management of its employees. This paper integrates e-learning and knowledge management systems and technology to improve the organization and the arrest of the study also tries to investigate how to manage organizations, e-learning 2.0 to give a sustainable competitive advantage. It is hoped that this study will contribute to the field of knowledge management, and it will be very useful for business managers to identify the sectors that are suitable for e-learning 2.0.

Technology knowledge management (TKM) taxonomy

Purpose – Knowledge is a main resource of any organization. Knowledge management (KM) is identified by four processes: creating, capturing, distributing and sharing of knowledge. Technology can enable successful KM. The purpose of this paper is to propose a technology knowledge management (TKM) taxonomy, which lists popular electronic tools that can enhance KM processes and shows which tool can contribute to which processes. Design/methodology/approach – The taxonomy was developed by an extensive literature review of electronic KM tools and a three-year extensive analysis of different knowledge sources at the Jeddah Municipality (JM) in Saudi Arabia. Findings – The taxonomy can be used by practitioners developing an organizational KM system to guide them to choose a sufficient subset of tools that covers all four processes in order to ensure that no process is overlooked. Research limitations/implications – The result of using the TKM taxonomy and its effect on KM success is an interesting area for furthe...

Knowledge management systems use and competency development among knowledge workers

Purpose – The purpose of this research is to investigate how socio-technical factors inherent in organizational practices and knowledge management systems (KMS) lead to the emergence of autonomous motivation to use KMS and which in turn influences actual utilization and competency development as an impact of KMS utilization. Design/methodology/approach – This research takes a quantitative approach to data collection on the constructs measuring socio-technical factors, autonomous motivation, KMS utilization and competency development. The survey consisted of 306 knowledge workers across different organizations in Malaysia with experience using KMS. The data collected were analysed using structural equation modelling approach with AMOS software. Findings – The research findings indicate that the existence of innovative norms in organizations and KMS that provide adequate linkages or connections among knowledge workers are significantly and positively related with the development of autonomous motivation tow...

Knowledge sharing and knowledge management system avoidance: The role of knowledge type and the social network in bypassing an organizational knowledge management system

Knowledge sharing is a difficult task for most organizations, and there are many reasons for this. In this article, we propose that the nature of the knowledge shared and an individual's social network influence employees to find more value in person‐to‐person knowledge sharing, which could lead them to bypass the codified knowledge provided by a knowledge management system (KMS). We surveyed employees of a workman's compensation board in Canada and used social network analysis and hierarchical linear modeling to analyze the data. The results show that knowledge complexity and knowledge teachability increased the likelihood of finding value in person‐to‐person knowledge transfer, but knowledge observability did not. Contrary to expectations, whether the knowledge was available in the KMS had no impact on the value of person‐to‐person knowledge transfer. In terms of the social network, individuals with larger networks tended to perceive more value in the person‐to‐person transfer of knowledge than those with smaller networks.