Knowledge Management Strategy Research Articles

Mapping the Scientific Landscape of Knowledge Management in IT SMEs: A Bibliometric Analysis

This study embarks on a comprehensive bibliometric analysis to elucidate the intricate relationship between knowledge management capabilities and perceived performance within information technology small and medium-sized enterprises (IT SMEs). Utilizing data from the Web of Science and Scopus databases, this research meticulously examines occurrences, word frequencies, and clustering analyses to identify pivotal thematic areas influencing IT SMEs. By employing advanced tools such as RStudio software and the Biblioshiny application, the study dissects average citations per year, presenting a dynamic view of research impact and evolving significance in the domain. Authorship dynamics are explored through Lotka’s law, and geographic contributions are analyzed, highlighting the global and collaborative essence of knowledge management research. Factorial analysis further reveals layered dimensions of research trends, offering guidance for researchers and practitioners in crafting nuanced strategies. The collective insights underscore the paramount role of knowledge management in enhancing IT SMEs’ performance and competitive edge, marking a significant stride toward understanding and implementing effective knowledge management strategies in the rapidly evolving IT landscape.

Foundations, Design, and Integration of Customer Relationship Management (CRM) Systems Within Corporate Knowledge Management Strategies

In highly competitive markets, companies need to secure their long-term viability by establishing and maintaining competitive advantages using Customer Relationship Management (CRM) systems. The way these systems are designed significantly impacts a corporation's future growth and profitability and should be recognized as a key factor in the success of corporate knowledge management. This paper aims to identify the design features and prerequisites of CRM systems that contribute to increased sales, the expansion of corporate knowledge, and overall organizational development. An empirical study conducted in 2019 within the Austrian packaging industry (Moser, 2021) highlights the importance of identifying CRM system requirements that enhance user acceptance. The design criteria identified can guide the implementation of future CRM projects, ensuring proper use and approval, and contribute to the development of a comprehensive CRM strategy that integrates corporate knowledge management.

The Relationship between Knowledge Sharing Capability and Competitiveness of Chartered Public Universities in Kenya

Purpose: The purpose of this study was to establish the relationship between knowledge sharing capability and competitiveness of chartered public universities in Kenya. Universities are knowledge intensive environments, and play a central role in the creation and dissemination of knowledge that they generate. Accordingly, it would be expected that such institutions would adopt proactive approaches to the incubation of knowledge management capability and strategies, and that they would have better insight on how to achieve and optimize the value of their knowledge assets. However, research has shown that this is not the case, and that the approaches adopted by universities are passive and inconsistent. In addition, although there is a strong body of research in the area of knowledge management in commercial environments, and growing interest in knowledge management in public sector organizations, there has been little research on knowledge management capability in universities. Methodology: The study adopted a descriptive design. The population of the research consisted of 31 chartered public universities authorized to operate in Kenya as at December 2020. The study adopted a census methodology while purposeful and convenient sampling was adopted to select respondents amongst the middle level management staff. The study used both secondary and primary data. A self-administered questionnaire was used as the primary data collection instrument. Out of 155 questionnaires that were sent out, 123 were filled and returned. Statistical Package for Social Studies (SPSS) was used for data analysis. The study used regression model to estimate the level of significance which yielded a positive and significant influence of knowledge sharing capability on competitiveness of chartered public universities in Kenya. Findings: The findings pointed out that knowledge sharing capability significantly influenced competitiveness of chartered public universities in Kenya. The public universities should therefore entrench knowledge management practices in their day to day operations in order to remain competitive. Unique Contribution to Theory, Practice and Policy: The study recommended that public universities should embrace knowledge sharing practices in their operations as it enhances competitiveness. One of very important factor in knowledge sharing is that university stakeholders should be accorded with formal, informal and virtual space to interact with each other for knowledge exchange.

Strategies and Determinants of Knowledge Management and Sharing in Healthcare Organizations: A Narrative Review

Background. Effective and efficient sharing of knowledge in health care can lead to the clarification of health data and dissemination of up-to-date health information among employees, decision-makers, and other stakeholders, thereby improving the probability of occurrence of desirable health outcomes. The current study aimed to identify the determinants of effective knowledge management and sharing in healthcare. Methods. This study was conducted to identify the facilitators and barriers of knowledge sharing in healthcare and also identify successful strategies in this field using the approach of review studies in 2023. A thorough literature review was conducted using relevant keywords in PubMed, Scopus, and SID databases and the Google Scholar search engine. Data extraction was done by two researchers using the data extraction table. The content analysis method was used to analyze the data. Results. Reviewing 21 studies revealed 176 determinants of knowledge management and sharing in healthcare organizations. Among the determining factors, 96 were facilitators, and 80 were barriers to knowledge sharing. After removing duplicate factors and merging similar cases, 54 facilitators and 55 barriers were obtained uniquely. The determining factors were classified into four categories: organizational factors, infrastructure factors, individual factors, and factors related to the information system. Also, 35 effective strategies for knowledge management in healthcare organizations were identified, the most important of which was related to the empowerment of managers in information technology (IT). Conclusion. The success of knowledge sharing in healthcare requires a strong IT infrastructure, supportive leadership, an organizational culture that governs knowledge development, commitment and cooperation among healthcare team members, and effective knowledge management.

The impact of knowledge management strategies on sustainable supply chain performance with an emphasis on eco-innovation (case study: personnel of small and medium enterprises in semnan province)

The impact of knowledge management strategies on sustainable supply chain performance with an emphasis on eco-innovation (case study: personnel of small and medium enterprises in semnan province)

From hiding to sharing: a knowledge hiding perspective on knowledge management in MNEs

Purpose Knowledge is a vital strategic resource for multinational enterprises (MNEs). As MNEs expand internationally, knowledge transfer through expatriates is a crucial part of the value proposition of outward foreign direct investment. However, this is undermined if knowledge is hidden rather than shared. Given the scarcity of research on knowledge hiding in MNEs, this paper aims to investigate this phenomenon among expatriates and develops a new framework to analyze knowledge hiding. Design/methodology/approach Survey data from 201 Chinese MNE expatriates is collected and analyzed using Partial Least Squares – Structural Equation Modeling to test the relationships between knowledge hiding, organizational practices, cultural intelligence and job embeddedness. Relevant organizational practices based on the ability-motivation-opportunity enhancing framework were identified, based on 24 semi-structured qualitative interviews which guided the quantitative analysis. Findings The direct effects of organizational practices on all types of knowledge hiding are limited. However, organizational practices’ influence on knowledge hiding is mediated by the cultural intelligence of expatriates, and this relationship is moderated by job embeddedness. Originality/value The research advances current thinking about knowledge management and outlines both theoretical and practical implications at organizational and societal levels. It explores the mechanisms for remedying knowledge hiding through organizational practices, including the interactive effects of cultural intelligence and job embeddedness among expatriates. Organizational knowledge management strategies in MNEs need to recognize cultural differences and improve job embeddedness to form the basis of successful knowledge transfer.

Impact of collective knowledge on individual research competence: exploring the mediating influence of knowledge management processes

PurposeThe purpose of the current study is to investigate the impact of collective knowledge on individual research competence. Further, the study investigates the mediation effect of the knowledge management process (KMP).Design/methodology/approachThe cross-sectional study adopts a quantitative conclusive research design. The study collects data specifically from academicians of Uttarakhand higher education institutions (HEIs). The study uses random sampling because the list of faculty members is uploaded on the website of the university portal. The author directly sends the questionnaire to the email of the respondents and uses social media platforms. For the data analysis, the study used SMART-PLS 4.0.FindingsThe findings of the study reveal that KM infrastructure (KMI) and KM strategy directly impact KMP. The study also reveals that the KMP significantly impacts individual research competence. The current study also finds partial mediation support among KMI, KMP and individual research competence, and between KM strategy, KMP and individual research competence.Research limitations/implicationsThe current study uses a cross-sectional research design, future studies may include the longitudinal design to measure the effect of KM elements on individual research competence. The current study includes the data from the Uttarakhand region only, and it is difficult to generalize the results specifically to other states.Practical implicationsThe study emphasizes the importance of KM system development, a supportive KMI and a balanced KM strategy in HEIs.Originality/value Investigating collective knowledge’s impact on individual research competence, this study unveils mediation in KMP. Future research can broaden horizons by using the model.

Why knowledge management strategy implementation fails—and how to avoid it

In the wake of the worst pandemic since the turn of the century, knowledge management strategy implementation has developed into a worldwide phenomenon. The tumultuous post-pandemic is a survival ground as concerts, Broadway plays, restaurants, and organizations open for business. We wondered if the effective implementation of this strategy is a precursor for the post-pandemic recovery for businesses. We answer, Yes! Because a few decades ago, various prominent scholars shed light on the crucial role of knowledge management strategy. Now, business success also requires that organizations determine knowledge management strategy implementation initiatives required so that they as a whole more effectively manage themselves. But a critical question still remains: how can companies avoid the main errors of knowledge management strategy implementation? Your answer is your own personal journey, but we share the results of our over 10 years of knowledge management consulting experiences to design a better workplace for knowledge management strategy implementation that is not the same as in the past. This article is to help business leaders avoid the main four errors to more effectively implement a knowledge management strategy to efficiently deploy organizational capabilities and better manage organizational knowledge, aiming at increasing and building rapport with the business environment, inspiring employees, and increasing their satisfaction with their careers so that they can become engaged and productive. These errors were found in our knowledge management strategy consulting experience in Australia, the UK, and Japan. Business leaders can make knowledge management strategy implementation more effective by avoiding these errors.

Do employees matter, or is everything a facade? Effective knowledge management targeting well-being

Purpose The competency trap can occur when organizations become resistant to change due to their existing competencies, leading to a culture of complacency and hindering adaptability and innovation. This paper aims to understand this trap and its hindrance to organizational learning and knowledge acquisition. The study aims to integrate employee well-being into knowledge management (KM) strategies to overcome obstacles and demonstrate its significant contribution to effective KM and improving overall organizational health. Design/methodology/approach A systematic literature review (SLR) process was used in this research, with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) protocol used to scrutinize articles for review. Only 50 peer-reviewed articles from 2000 to 2023 that focused on KM and employee well-being were included for review. Findings Organizations can tackle the competency trap by managing knowledge effectively and prioritizing employee well-being. When considered for effective KM, the PERMA (positive emotions, engagement, relationship, meaning and accomplishment) facets of well-being strategically supports knowledge sharing and sustainable organizational change through KM. Practical implications Focusing on PERMA facets of well-being in KM, an organization can emphasize employees' sense of achievement, addressing the competency trap to build a culture of knowledge sharing. This approach benefits professionals in developing an effective KM system. Originality/value This paper addresses the challenge of the competency trap, which has gained less academic attention, and explores KM from a well-being perspective.

INTEGRATING KNOWLEDGE MANAGEMENT AND COMMUNICATION STRATEGIES TO ENHANCE CRISIS RESILIENCE: A PRISMA-BASED SYSTEMATIC REVIEW

In the face of unprecedented global crises, the importance of effective knowledge management (KM), organisational learning (OL), crisis communication, public health management, and resilience across sectors has become paramount. This systematic review employs the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework to rigorously synthesise findings from 22 key articles out of an initial 157, categorising them into three core themes: Knowledge Management and Organisational Learning in Crisis, Crisis Communication and Public Health Management, and Crisis Impact and Resilience in Various Sectors. The review reveals that effective knowledge-sharing and adaptive learning mechanisms enable organisations to respond adeptly to dynamic crises. Meanwhile, transparent, evidence-based communication strategies are essential for maintaining public trust and effective crisis management. Additionally, it highlights that resilience is multi-dimensional, requiring sector-specific strategies, adaptive capacity, resource availability, and inter-sectoral collaboration to mitigate adverse effects and foster recovery. In conclusion, the synthesis underscores the necessity for integrated approaches encompassing KM, effective communication, and adaptive strategies across different sectors to enhance crisis preparedness and response.

Mathematical Modeling of the Global Engineering Process for Optimizing Product Quality in the Aerospace Industry

The aerospace industry faces the challenge of maintaining product excellence amidst intricate processes and demands for cost and time efficiency. Mathematical modeling emerges as a valuable tool for optimizing the engineering process and enhancing quality, with potential applications extending beyond aerospace to other sectors with high quality and safety standards. This study develops and validates a mathematical model specific to the aerospace industry, aiming to assess the impact of human resource expertise on product quality. Through a case study within an aerospace organization, an IDEF0-methodology-based mathematical model, coupled with weighted averages, was constructed to depict the comprehensive engineering process and quantify knowledge’s impact on deliverable quality. Simulation data, gathered through human resource knowledge assessments and non-conformity analyses, revealed a direct correlation between technical knowledge levels and deliverable quality, consequently impacting final product quality. The proposed model serves as a tool for estimating potential deliverable error rates and pinpointing critical areas within the process that necessitate refinement. The research underscores the significance of knowledge investment and effective knowledge management strategies in upholding quality and competitiveness across industries with stringent quality requirements.

Sustainable Strategies for Improving Humanitarian Supply Chain Management in the United Nations Using Dynamic Capability Theory

The purpose of the qualitative multiple case study was to explore the strategies some supply chain managers of the United Nations (UN) use to leverage operational efficiencies in the UN humanitarian programs. As a result, communities supporting sustainability and peace or those fostering economic development will be able to respond effectively to humanitarian crises. Moreover, the UN can remain operational and engage in political and conflict-reduction interventions integral to economic and social recovery and sustainability. This study applied the qualitative multiple case study through semi-structured interviews with nine supply chain managers in the United Nations, direct observations, document analysis, and artifacts. The research is grounded in the dynamic capability theory (DCT). The research revealed several strategies that supply chain managers of the UN use to ensure operational efficiencies grouped around three themes: (a) analytical, innovation, and knowledge management strategies; (b) effective supply chain management leadership strategies; and (c) risk management strategies. This study is one of the first to apply generic findings of humanitarian supply chain studies to the United Nations, the global organization with diverse mandates that continuously strives to achieve efficiencies required by donors providing financial support, thus remaining operational. The study’s results could help leaders in the various humanitarian organizations who operate in vulnerable environments and under strict scrutiny from donors to deliver their aid programs most efficiently by understanding dynamic capabilities. Previous studies indicate the lack of strategic frameworks applicable to the United Nations that could improve decision-making at the strategic, tactical, and operational levels, facilitate collaboration among supply chain stakeholders, and reduce the costs of the operational performance of the supply chain system in the UN.

Providing a Framework for Aligning Human Resource Practices with Knowledge Management Strategy in the Context of Organizational Restructuring

In all organizations, human resource management occupies a significant and special place, to the extent that it has been referred to as the main concern of managers. The necessity of human resource management is evident, as the productivity of human resources can be equated with the productivity of the organization, which is the very essence of an organization. In the last decade, the role of the human approach in development has received great attention from researchers. The importance of this topic can be seen in the role this factor plays in the development process. The greatest competitive advantage of countries is having a capable workforce. The aim of the present study is to provide a framework for aligning human resource practices with knowledge management strategy in the context of organizational restructuring. The research method is descriptive-correlational. The results of the research, using structural equation modeling software, showed that increasing global interactions and developing the level of companies’ engagement with their environment encourage organizations to undertake activities that lead to gaining competitive advantage and adapting to complex and dynamic environmental conditions, thus meeting current and future needs. Many companies claim that the pressures from competitive forces due to globalization are increasing, and an organization’s ability to cope with these pressures depends on their superior use of human resources. With the growth of industries and knowledge workers, the pressure on the human resources sector has intensified, posing serious challenges to organizational structure.

Formulation of Knowledge Management Strategy for Manufacturing Enterprise in Industry 4.0 Era

Formulation of Knowledge Management Strategy for Manufacturing Enterprise in Industry 4.0 Era

Intelligent Development, Knowledge Breadth, and High-Tech Enterprise Innovation: The Moderating Role of Knowledge Absorptive Capacity

Innovation serves as the cornerstone for high-quality development in high-tech enterprises, with intelligent development emerging as a central aspect of innovation efforts. However, how intelligent development promotes the innovative development of high-tech enterprises is still a topic of continuous debate and exploration. By integrating enterprise innovation theory and knowledge-based theory, this paper constructs a theoretical framework to examine the influence of intelligent development on high-tech enterprise innovation. Through an analysis of 694 listed high-tech enterprises on China’s manufacturing A-share market from 2013 to 2021, we empirically investigated the effects of mediating mechanisms and moderating effects of intelligent development on high-tech enterprise innovation. The results show that intelligent development significantly boosts high-tech enterprise innovation. Knowledge breadth plays a mediating role in the relationship between intelligent development and high-tech enterprise innovation, indicating that intelligent development promotes high-tech enterprise innovation by enhancing knowledge breadth. Additionally, knowledge absorptive capacity can strengthen the impact of knowledge breadth on high-tech enterprise innovation, that is, the stronger the knowledge absorptive capacity, the greater the impact of knowledge breadth on high-tech enterprise innovation. The conclusion of this paper provides a theoretical basis and practical guidance for high-tech enterprises regarding how to better use intelligent technology for innovation. Relevant enterprises can strengthen their knowledge management and mobility strategies and fully utilize the potential of intelligent technology to achieve more innovative and competitive development.

Interprofessional heart failure education for self-care knowledge and medication adherence in cardiac rehabilitation patients: A short report

Interprofessional heart failure education for self-care knowledge and medication adherence in cardiac rehabilitation patients: A short report

ADOPTION OF STRATEGIC DECISIONS AT THE ENTERPRISE

The process of determining the best way to achieve goals and objectives is called strategic decision making. These are long-term goals and objectives, as well as strategic decision-making tools, that help describe the company's primary goals in order to achieve short-term goals with a broad mission. In the long run, the company gains clarity and consistency in achieving its goals. Strategic decision-making is used in competitive companies to give the company a competitive advantage by changing its scale and the way the company manages its operations. The difference between strategic decision-making and other decision-making processes, such as administrative and operational decision-making, is that strategic decision-making is a long-term process that requires significant resources and is fraught with uncertainty. Administrative decisions are based on short-term goals. Unlike other decision-making processes, strategic decision-making considers the long-term future of the company. Successful business managers do more than just make money and sell products. They not only perform day-to-day sales tasks, but also look at the big picture and make decisions that will lead the company to its desired goal. This is known as strategic decision making, and it occurs when decisions are made in line with the company's goals or mission. This type of decision-making directs the choices made, aligning them with the company's goals. This requires creative thinking as managers must consider future scenarios that may or may not occur. These scenarios will determine the direction of the company's development. Business strategy is a competitive advantage. Businesses need strategies to ensure that resources are allocated in the most efficient way. There has been much research on strategies and much literature outlining the importance of strategies for successful business management. The word "strategy" is probably one of the most used words in business and everyday life [26]. According to Schendel, there are many preparation strategies in the business world for almost every potential activity, from employee management strategies to knowledge management strategies. At first glance, we have the idea that strategy is something simple that refers to the use of resources to realize pre-planned goals. But in practice, strategies differ in terms of time, and its formulation and implementation cannot be perfect. When a firm earns earnings above the average for its industry, the firm is said to have a competitive advantage over its rivals.

Assessment of Knowledge Management Strategies on the Performance of Kenya Marine and Fisheries Research Institute

Purpose: The study assessed knowledge management strategies on the performance of Kenya Marine and Fisheries Research Institute. The study objectives were to determine how knowledge acquisition, sharing, storage and expertise (Technology) influenced the performance of Kenya Marine and Fisheries Research Institute. Methodology: Since the study involved gathering of quantitative and qualitative data, it adopted mixed method approach. The study employed a descriptive survey research design, this was due to the prediction of knowledge management strategies and the performance Kenya Marine and Fisheries Research Institute, in the analysis of different trends, and the formulation of hypotheses that directs future actions. The target population was 168 employees from the Kenya Marine and Fisheries Research Institute. The researcher sampled 118 respondents using Yamane formula (2007) formula, by doing so, the chance of bias in participant selection was reduced and the sample was guaranteed to be representative of the whole population. Data was analyzed using descriptive statistics in the form of means, percentages, and frequencies with the help of Statistical Package for Social Sciences v25 (SPSS V25) software. Findings: Results were displayed in form of pie chart and tables from which inferences and conclusions were drawn. The findings of the study revealed that knowledge sharing had the most significant influence on the performance of Kenya Marine and Fisheries Research Institute while knowledge acquisition had the least influence. The research finally concluded that knowledge management strategies had a significant effect on the performance of Kenya Marine and Fisheries Research Institute. Unique Contribution to Theory, Policy and Practice: The study will serve as a resource for researchers and academicians pursuing related research thus contributing to the body of knowledge. The study will be helpful to KMFRI management as it will provide documentation of the strategic leadership role in the implementation of knowledge management strategies thus contributing to identification of areas in which its strategic leadership needs to be strengthened in order to perform better. This study is vibrant in the creation of policies. Policy makers and implementers in the public sector can find this study useful for understanding the stages and analytical processes involved in developing and putting into practice knowledge management plans. In order to ensure that the strategic direction is accomplished and performance is improved, it will enlighten areas that need to be clarified and redefined. Significant contribution to the society will be through generating new knowledge in particular through challenging existing theories and ideas.

The knowledge profile, attitudes, and perioperative management of Chinese anesthesiologists towards patients with obstructive sleep apnea: a cross-sectional survey.

Obstructive sleep apnea syndrome (OSA) is increasingly encountered by anesthesiologists in clinical practice. However, research on managing these patients among anesthesiologists in China is scarce. This study aims to investigate the knowledge, attitudes, and perioperative management strategies for OSA patients among Chinese anesthesiologists. In this cross-sectional study, anesthesiologists from various hospitals across China were invited to complete a thirty-eight-item online questionnaire survey between October 1 and November 1, 2022. The Obstructive Sleep Apnea Knowledge and Attitude (OSAKA) scale was utilized to measure their knowledge and attitudes. A total of 470 valid participants were recruited for this research, resulting in a valid response rate of 73.3%. (1) While the majority of participants acknowledged the importance of identifying OSA during perioperative management, only 58.3% felt confident in managing OSA patients; (2) Anesthesiologists with higher professional titles and longer work experience exhibited greater confidence in managing OSA patients; (3) Just under half of the participants were familiar with the STOP-Bang and Berlin questionnaires. Anesthesiologists with over 20 years of work experience were more likely to use the STOP-Bang and Berlin questionnaires compared to those with less than 10 years of work experience (OR = 3.166, P < 0.001); (4) 71.1% of participants expressed approval regarding the preparation of sugammadex for muscle relaxation reversal, while only 32.8% approved the safety of opioid use for postoperative analgesia in OSA patients. The study displayed that Chinese anesthesiologists have inadequate knowledge and perioperative management of OSA than expected. However, they have positive attitudes towards the assessment and management of OSA. The study highlights the need for high-quality training to identify and manage OSA among Chinese anesthesiologists.

IPOs and knowledge management practices: a systematic literature review and future research agenda

PurposeThe purpose of this paper is to explore the connection between initial public offerings (IPOs) and knowledge management (KM). Specifically, the manuscript critically examines the literature on IPOs and KM underlying how KM practices influence the IPO processes of companies.Design/methodology/approachThe authors employ a systematic literature review methodology to identify and thematically investigate 21 articles published in journals by the Chartered Association of Business Schools (ranked 2, 3, 4, 4*).FindingsThis research sheds new light on the relevance of KM practices in the context of IPOs. Specifically, the authors identify four crucial aspects concerning companies that opt for an IPO: (i) reasons for IPO and the role of KM; (ii) IPO process and the role of KM; (iii) underpricing and the role of KM; (iv) post-IPO and the role of KM.Originality/valueThis paper shows the pivotal role of effective KM strategies in fostering a successful IPO. Additionally, it provides practical recommendations for companies seeking to effectively harness their intellectual assets during the IPO process.