Role Of Knowledge Management Research Articles

Evaluating Knowledge Management Practices in Crowdfunding Fintech: The Case of the First Crowdfunding Platform in the Philippines

This study explores Knowledge Management (KM) practices at Investree Philippines Inc., a leading fintech company in crowdfunding. Using a case study approach with mixed methods, the research evaluates how Investree's Project NEXUS framework enhances operational efficiency, drives innovation, and ensures regulatory compliance. Data were gathered through interviews, surveys, and document analysis, revealing that Project NEXUS effectively integrates KM practices across various phases, including ideation, execution, and knowledge transfer. The findings highlight Investree's strengths in fostering innovation and maintaining efficiency through centralized documentation and training. However, opportunities for improvement exist in enhancing information retrieval systems and strengthening cross-departmental collaboration. Recommendations include refining search tools and implementing structured knowledge-sharing protocols. This study provides valuable insights for fintech companies aiming to optimize their KM strategies, positioning Investree as a leader in the Philippine fintech industry and contributing to the broader understanding of KM's role in the fintech sector.

CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

PurposeThis paper aims to analyse the roles of relational capital (RC) and knowledge management (KM) during the COVID-19 in Italian public and private hospitals, considering that intangible elements are essential during periods of uncertainty.Design/methodology/approachAuthors used a qualitative design in a case study on two Italian hospitals that have different ownership structures, which are located in the epicentre of the pandemic in Lombardy. The study was carried out using the CAOS (“caratteristiche personali”, “ambiente”, “organizzazione” and “start-up”) model (Paoloni, 2021), which allows for comprehending and commenting on RC because of the connections between typical factors that influence an organisation. The model also allows for discussion of the use of a network and how it supports organisations.FindingsFindings of the analysis showed that during the management of the COVID-19 health emergency, ownership structure was not a discriminating factor, the created relationships were similar and they were considered in the same way. The relationships were mainly formal (except for contributions by associations or individuals) and temporary. The RC's reactive role in overcoming crises was confirmed, and the findings indicated that this result was possible also, thanks to the KM's role played within the organisation.Originality/valueTheoretical implications of the work are that it contributes to the sparse healthcare literature on intellectual capital (IC) and on RC and its relationships with KM. The practical implications are related to the creation of new relationships during the healthcare emergency between hospitals and the central government, which can be considered a useful lesson for the future. The theoretical implications derived from the analysis are generalisable to all organisations regardless of their type and location, as well as the practical implications are applicable to the entire national territory.

Entrepreneurial orientation and performance in SMEs

PurposeThis paper addresses the mediating effect of structural infrastructure capability on the relationship between entrepreneurial orientation (EO) and SMEs performance in emerging economies, focusing on Nigeria. It addresses the need to ensure that small and medium-sized enterprises (SMEs) are able to overcome the inherent challenges in their external environment actively and, thus, contribute to economic growth through internal management variables.Design/methodology/approachThe study adopted a survey design, utilising a sample of 377 SMEs covering the six geopolitical zones in Nigeria. A questionnaire was used for data collection, and data analysis was conducted using partial least squares structural equation modelling (PLS-SEM) with the aid of SmartPLSv3.FindingsThe study found that innovativeness and proactiveness, as dimensions of EO, have a significant effect on SMEs' performance. Risking-taking, however, showed no significant effect on performance. The study found that structural infrastructure capability significantly mediates the EO–performance relationship.Practical implicationsThe paper provides practical implications for society, as managers and SMEs' support agencies in emerging markets can be encouraged to focus more on internal management activities to support knowledge sharing within the organisation, given its relevance to improving performance, rather than focusing only on EO.Originality/valueThe study further strengthens and validates the resource-based view (RBV) theory and contributes to expanding knowledge on the relevance of internal management variables (knowledge sharing) in managing small and medium-scale enterprises. The study further advances theories regarding knowledge management's role, as a function of internal management system in the EO–performance relationship, thus helping to close the research gap related to these relationships from an emerging-economy perspective.

Study the Effect of Different Aspects of Customer Relationship Management (CRM) on Innovation Capabilities with Mediator Role of Knowledge Management (Case Study: Mahram Company)

Research purpose: the purpose of this research is to study the effects of different aspects of customer relationship management (CRM) on innovation capabilities with mediator role of knowledge management variable. Five aspects of customer relationship management are sharing the information, participation with customer, long time cooperation, solving the problems jointly, technology-based customer relationship management and five aspects of innovation capabilities are product innovation, process innovation, administrative and marketing innovation and services, and also with regard to knowledge management role in collecting, keeping and dissemination of knowledge for managers as moderator or mediator variable has been included in the model and developed. Research methodology: for validation of suggested model, 140 questionnaires including 68 items were distributed among the personnel and staff of Mahram factory and also the managers and supervisors and all the retailers of Mahram products in all Iran branches and to investigate the research hypotheses, multiple Regression analysis was applied with using of spss software that direct and indirect effects of independent and mediator variables on dependent ones were measured and also model fitness was assessed by Lizerl software. Findings: with regard to rout analysis and total beta measurement for research variables, it was turned out all aspects of customer relationship management and knowledge management has a positive and meaningful effect on innovation kinds in Mahram Company. Practical implication: with regard to research findings, customers management knowledge which has been collected by customer relationship management tools is one of the most important sources of the company to achieve innovation capabilities and consequently competitive advantage over competitors that this important issue demands special regard of managers to develop the substructures of customer relationship management and knowledge management in the field of technologies so that through it information and knowledge of customers could be used in the best manner and relevant information could be given to them and through holding meetings and seminars and inviting the important and old customers and proposing common problems and cooperation with them, the customers ideas, opinions and designs about organizational innovation improvement, designing and developing new processes and better services and their opinions in products pricing could be used. DOI: 10.5901/mjss.2015.v6n6s6p343

KNOWLEDGE MANAGEMENT’S ROLE IN ORGANIZATION MATURITY IN PROJECT MANAGEMENT

In this paper, we review knowledge management's role in project management (PM). The authors speculate that knowledge management is an indicator of organizational maturity project management. This is as an organization increases its maturity in PM, it uses both informal and formal channels for knowledge transfers between the firm's actors. The researchers used an online survey and telephone interview process to collect data. The data showed that there was a positive relationship between knowledge management and organization maturity in project management.
 In immature firms, the project manager uses informal learning channels to increase their own tacit project management knowledge. For example, organizations useprojectmanagers’interactions, (internally and externally),unofficialexternaltrainingcourses,andprofessionalorganizationstoincreaseorganizationallearning.As organizational maturityincreases,managersbegintocodifythesechannelsintoformalones thereby creatingexplicit knowledge. They use channels like databaserepositories,manuals,websites,and official internalandexternaltrainingopportunitiesto foster organizational learning. In addition, firms use other artifacts suchas PM guides and manuals to facilitate education and knowledge transfer in an organization’s PM methodology and toolsets.
 The study also sets forth specific recommendations to project managers, organizations, and the Project Management Institute to include knowledge management and organizational learning as indicators of organization maturity in their Organizational Project Management Maturity Model (OPM3©) model.

Role of knowledge management in developing upstream sector of oil industry a case-study: Brazil oil industry

Oiland gas industry of Brazil in upstream and offshore sectors is now a technologyexporter and by benefiting from advanced technology is active in countries withoil resources. An overview of developments in Brazil oil industry (especially,Petrobras Company as the national oil company of the country) shows that roleof knowledge management and innovation networks have been crucial in success ofthe industry. This study, with a review of existing research, examined steps ofdevelopment of knowledge management in Brazil`s oil industry. Findings showthat the country in oil industry has changed from a follower to an innovator atinternational level.

Benefits and challenges of knowledge management in public sector : a case study of local authorities in Malaysia

The potential impact of knowledge management in the public sector organizations on the stakeholders is greater than that in the private sector organizations. Knowledge management is regarded as an essential component to the Electronic Government evolution in Malaysia because it uses people and technology to generate creativity and innovation in the existing systems to improve productivity and quality of services. Thus. this paper explores the role ofknowledge management in the Local Authorities in a broader perspective towards achieving the Electronic Government. A case study research of knowledge management in the Local Authorities is imperative as it provides empirical evidence on whether knowledge management is a suitable platform for Electronic Government evolution in Malaysia. Survey questionnaires were distributed to the senior and middle management government officers in the Local Authorities located in the Kuala Lumpur Federal Territory and Selangor State. This group ofgovernment officers was selected as they are responsible for the strategic policies and operational management in various departments ofthe Local Authorities. The responses from the questionnaires were aimed to identify the potential benefits and challenges in using KM as a strategic management tool to improve the internal operational efficiency and electronic service delivery system ofthe Local Authorities. Thefindings revealed a high level ofperceived importance ofKM benefits in achieving the Electronic Government paradigm. However, the main obstaclesfor the Local Authorities to adopt knowledge management are non-standardized processes and procedures of organizational systems and outdated information and communication technology and inadequate knowledge management tools.

Knowledge management, HRM and the innovation process

This paper aims to explore Castells’ proposition that the innovation process is being progressively intensified by developments in technological and organizational forms – that knowledge is being applied to the generation of knowledge. The paper focuses on the emergence and implementation of knowledge management (KM), and its particular application in Ebank. A global approach to KM focussing on intranet technology proved unsuccessful. In explaining this outcome, the paper focuses on the constraints posed by the social embeddedness of knowledge as having a crucial effect. In this case, such embeddedness seemed to be linked to the lack of extensive intra‐organizational networks and the disparate identities developed by the different business units of the firm. These findings highlight several implications for KM's role in the innovation process.

Leveraging the Customer Base: Creating Competitive Advantage Through Knowledge Management

Professional services firms (e.g., consultants, accounting firms, or advertising agencies) generate and sell business solutions to their customers. In doing so, they can leverage the cumulative experience gained from serving their customer base to either reduce their variable costs or increase the quality of their products/services. In other words, their “production technology” exhibits some form of increasing returns to scale. Growth and globalization, coupled with recent advances in information technology, have led many of these firms to introduce sophisticated knowledge management (KM) systems in order to create sustainable competitive advantage. In this paper, the authors analyze how KM is likely to affect competition among such professional services firms. In particular, they first explore what type (supply-side versus demand-side) of economies of scale are likely to be exploited in KM systems. In the former case, KM's role is to reduce the operating costs of the firm, while in the latter case, its role is to create added value to customers by significantly increasing product quality. Second, the authors analyze the competitive dynamics and market structure that emerge as a result of firms competing with KM systems. The results shed light on the current literature exploring the deployment of KM systems by suggesting that in a competitive setting, when firms' ability to leverage their customer base is high, KM should lead to quality improvement rather than cost reductions. In a dynamic setting, it is also shown that when firms use their KM system to improve product quality, higher ability to leverage the customer base may actually hurt profits and lead to industry shakeout. Beyond normative insights, the results also support a number of recent market trends in management consulting, including the increased emphasis on knowledge-creating activities in modern KM systems, the wave of mergers between consulting firms, and the recent emergence of “retail consulting” services.

Leveraging the Customer Base: Creating Competitive Advantage Through Knowledge Management

Professional services firms (e.g. Consultants, Accounting Firms or Advertising Agencies) generate and sell business solutions to their customers. In doing so, they can leverage the cumulative experience gained from serving their customer base to either reduce their variable costs or increase the quality of their products/services. In other words, their production technology exhibits some form of increasing returns to scale. Growth and globalization coupled with recent advances in information technology, have led many of these firms to introduce sophisticated Knowledge Management (KM) systems in order to create sustainable competitive advantage. In this paper, our goal is to analyze how KM is likely to affect competition among such professional services firms. In particular, first, we explore what type (supply-side versus demand-side) economies of scale are likely to be exploited in KM systems. In the former case, KM's role is to reduce the operating costs of the firm while in the latter case its role is to create added value to customers by significantly increasing product quality. Second, we would like to analyze the competitive dynamics and market structure that emerge as a result of firms competing with KM systems. Our results shed light on the current literature exploring the deployment of KM systems by suggesting that in a competitive setting, when the firms' ability to leverage their customer base is high, KM should lead to quality improvement rather than cost reductions. In a dynamic setting, it is also shown that when firms use their KM system to improve product quality, higher ability to leverage the customer base may actually hurt profits and lead to industry shakeout. Beyond, normative insights, the results also support a number of recent market trends in management consulting, including the increased emphasis on knowledge creating activities in modern KM systems, the wave of mergers between firms and the recent emergence of retail consulting services.