Successful Implementation Of Knowledge Management Research Articles

Organizational culture and leadership style in Spanish Hospitals: Effects on knowledge management and efficiency

Hospital culture and leadership style have attracted considerable attention in research, with compelling evidence indicating their potential competitive advantages, including their crucial role in ensuring the successful implementation of knowledge management and its impact on hospital efficiency. The aim of this paper is to identify the effects of organizational culture and leadership style on knowledge management and hospital efficiency. Fuzzy cognitive maps (FCMs) are relational models that can be used to represent the opinions and knowledge of expert to infer cause-effect relationships among different concepts. The use of FCMs as a simulation tool enables the evaluation of potential scenarios based on different organizational cultures and leadership styles in hospitals. Developing an FCM for this study involved several steps. Firstly, data were collected through interviews with 21 experts in hospital management. The interviews were conducted between May and September 2023 either face-to-face or via videoconference. Once individual cognitive maps had been created, consensus among them was achieved through a multicriteria decision-making process, wherein the expert opinions were averaged. The separate cognitive maps of each expert were then integrated to produce a single FCM using the augmented FCM approach. Reflecting expert insights from the FCM, hospitals with a hierarchy culture exhibit diminished levels of knowledge creation, management, and overall hospital efficiency, whereas those with an adhocracy culture show improvements in knowledge creation, knowledge exploitation, and overall hospital efficiency in comparison to alternative ones. From the experts' FCM perspective regarding leadership style, transformational leadership achieves the highest level of knowledge management and hospital efficiency in hospitals with an adhocracy culture. Finally, this paper offers a reference for practising knowledge management and improving hospital efficiency through adhocracy culture and transformational leadership.

Knowledge Management: The Case of Xerox

Recently, the concept of knowledge has been universally recognized as a critical source of achieving competitive advantage for organizations and as an extremely important intangible asset. In today's complex, ever-changing and competitive environment, organizations are challenged in order to successfully manage a wide range of fluctuations, to continuously innovate and deliver value to their customers. To achieve all of the above, they must be open to new ideas and develop a clear understanding of the ways in which knowledge is created, transferred and applied within organizations. Knowledge has been approached as the understanding of a subject or phenomenon, on a theoretical or practical basis. Knowledge management (KM) has been frequently used in recent years as a scientific term, while it has been applied to a range of activity sectors and disciplines. The purpose of KM is to manage, create and enhance the knowledge and intellectual assets of organizations. The effective use of KM can provide a number of benefits to organizations, such as enhancing the quality of services provided, increasing the response time developing innovations, offering above the norm customer value etc. The development of organizational knowledge must be sufficient, so that it can diffuse within the organization and applied where it is needed. Knowledge is increasingly recognized as a critical, strategic resource of organizations. In this paper, secondary data were utilized in order to adequately fulfill the set research objectives developed by the researcher, based on the critical evaluation of existing knowledge. Secondary data was used, while the case study research technique was utilized to develop valuable lessons for the organizations. The organization studied (XEROX) is a rare case of successful implementation of KM and was chosen for this reason. The research objective was to conceptually clarify the concept of KM, link it to organizational performance and provide suggestions in relation to strengthening KM and consolidating organizational processes of knowledge development and transfer.

Leadership and Knowledge Management in SMEs: Organizational Culture as Moderation

Knowledge management is important for small and medium-sized businesses to maintain their competitive position and drive innovation. The main obstacles that hinder the spread of knowledge management practices in SMEs include cultural aspects, leadership, and limited managerial capacity related to technology and knowledge gaps. Therefore, this study analyzed the effect of transformational and transactional leadership on knowledge management in SMEs and the moderating of organizational culture. This research was collected using a questionnaire. The sample of this study was leaders of Small and Medium Industries in Mojowarno District, Jombang, East Java, Indonesia with 62 respondents. The analytical method used a moderation test using the SmartPLS 3 program. The results of the study revealed that transformational leadership had a significant effect on knowledge management while transactional leadership did not have a significant impact on knowledge management; team culture strengthened the influence of transformational and transactional leadership on knowledge management, and there was no moderating role of adhocracy culture and market culture. These findings show that transformational leadership plays a major role in the application of knowledge management in SMEs. However, transformational and transactional leadership collaboration has a major impact on the successful implementation of knowledge management. Clan culture contributes greatly to strengthening the leadership role of knowledge management.

Identifying and Prioritizing the Cultural Factors Affecting the Successful Implementation of Knowledge Management in the Industry of Electronic Insurance Services by Using the Fuzzy Multi-Criteria Decision-Making Method

Identifying and Prioritizing the Cultural Factors Affecting the Successful Implementation of Knowledge Management in the Industry of Electronic Insurance Services by Using the Fuzzy Multi-Criteria Decision-Making Method

Knowledge Management System Adoption Approach and the Critical Success Factors in Small Medium Enterprise: A Systematic Literature Review

Knowledge is a substantial factor in an organization; therefore, the successful implementation of Knowledge Management (KM) or Knowledge Management System (KMS) is important for many organizations. This applies both for large companies and for companies categorized as Small Medium Enterprise (SME). How each company finds a solution to deal with KM problems, how to adopt KMS in its company structure, and what critical success factors (CSF) must be highlighted to implement those KMS often vary depending on the size of the organization. Regarding this issue, this study aims to find out how the adoption approach and CSF are used in the implementation of KM / KMS in SME. However, this study can also improve the state-of-the-art for KM / KMS implementation in SME and the important CSF in implementing it. In this review of the literature, a systematic review was performed with the steps as follows: (1) structure the research question, (2) define inclusion-exclusion criteria, (3) evaluation of paper quality, and (4) data extraction. The study found that in the last 5 years from the time when this research is conducted, TABLE 1 which is from 2016 to 2021, SME has been using many methods like training, meeting, sharing session, repository, and research as part of their KM / KMS adoption approach. We found also in the last 5 years that the CSF for implementing KM / KMS in SME is as follows: organization structure and flexibility, organization culture towards KM adoption, the quality of the knowledge, and communication within and across areas in the organization. communication within and across areas of the organization, and the team works within and across areas of the organization. SMEs can use this research as a guide to implement KM / KMS in their organization.

Knowledge Management Tools and Practices for Successful Implementation in Higher Education Institutions in Nigeria

Knowledge Management (KM) practices have existed for long in Higher Education Institutions (HEIs); although little attention has been given to successful implementation of KM practices as a means of gaining competitive edge and sustainable development. In view of this, this paper discusses knowledge management tools and practices for successful implementation in HEIs in Nigeria. The methodology adopted for this study was a literature search spanning across several studies on KM and their extent of application in HEIs. This paper further discusses elements of KM as applicable to HEIs, KM tools that are required for successful implementation of KM; and the challenges faced by HEIs in applying and sustaining KM principles in their day to day operations and work processes. Policy recommendations were equally made to improving the implementation of KM in HEIs. It was concluded that leadership of HEIs along with Government should show more commitment in the area of funding, procurement of infrastructures and organizing sensitization programmes that would entrench KM culture and sustain its practices.

IMPLEMENTATION OF KNOWLEDGE MANAGEMENT TO INCREASE COMPETITIVE ADVANTAGE TOWARDS EXPORTS (STUDY VISIT AT AIDA FURNITURE, PASURUAN)

This study aims to find out how to implement knowledge management as an effort to increase competitive advantage towards exports. This research was conducted at Aida Furniture, Pasuruan, East Java, Indonesia. The research method was carried out using descriptive and qualitative analysis, by conducting direct interviews with company owners and direct observation of the company. This study obtained results indicating that the successful implementation of knowledge management in the Aida Furniture company was determined by leadership and management support, organizational culture, information technology innovation, training and education. This understanding will help companies to identify important issues that must be faced when designing and implementing knowledge management. This lack of understanding causes companies to be slow to compete with others making it difficult to export due to low internationalization performance.

Critical Factors for a Successful Knowledge Management Implementation

Nowadays, knowledge is considered a key resource for organizations, crucial for obtaining long-term sustainable competitive. In line with this principle, many organizations are making efforts toward the implementation of knowledge management (KM) initiatives, recognizing that their competitive foundation lies in the effective way to capture, retain, store and share knowledge. Although companies are increasingly competing based on their ability to effectively manage knowledge, there are still numerous challenges for organizations that intend to implement a KM system. Thus, for a successful implementation of KM in organizations, it is crucial to understand which factors are critical for the effectiveness of KM processes and lead to competitive advantage. Although there are many studies related to critical success factors of KM, few bring together the CSFs in a systematic and extensive manner. This paper aims to have a comprehensive and up-to-date view of the critical factors that lead to the success of KM implementations in organizations. Data was collected from a systematic literature review, using PRISMA flow diagram to summarize it. The critical success factors collected were standardized and categorized into categories and dimensions. In this sense, 25 categories of critical success factors were created and categorized in 4 dimensions: Organization, Technology, Knowledge and KM Capability, and External Influence. The results found suggest that factors related to the organization and people, such as the definition of a clear strategy, the definition of performance measures to evaluate and monitor the strategy, the involvement of top management, or even the organizational culture itself, represent some of the factors that have the most influence on the successful implementation of KM initiatives. With this research, it is expected to contribute from a theoretical perspective to the KM area through the compilation, categorization and classification of a set of critical success factors reported in the literature. From a practical perspective, the results of this study can help any organization, regardless of sector, supporting the preparation and improvement of strategies in this area.

Decision Support Method in the Assessment of Nuclear Knowledge Management using Fuzzy Logic

The knowledge of workers constitute as valuable resources, as they enable organizations to perform their functions successfully. However, there are conditions that favor the loss of this knowledge in organizations, as for example, the natural aging of workers and consequently the retirement and staff turnover. Then, it becomes important for organization to seek the preservation these knowledge. For a successful implementation of Knowledge Management (KM), it is important to identify the barriers or critical factors that affect the success of the KM process.
 From the perspective of the nuclear organizations, no systematic framework exists on characterizing a set of critical success factors (CSFs) for implementing KM. Furthermore, the CSFs assessment deals with uncertainty and imprecision of human judgments. In this context, this paper presents a decision support method using CSFs and logic fuzzy to assess the KM in nuclear organizations. Fuzzy theory is essentially used in mapping quantitative models for decision support and representation methods in imprecise and uncertain environments. The decision support method was applied at the Laboratory of Human-Systems Interfaces of the Nuclear Engineering Institute. The results showed that the method is a good assessment tool for the elaboration of nuclear knowledge management strategies.

Enhancing organizational performance in the telecommunication industry in Saudi Arabia

The aim of this study is to provide an insight into the factors that influence the successful implementation of knowledge management and organizational performance in Saudi Arabia’s telecommunications industry. One thousand copies of survey questionnaires were sent to targeted telecommunication organization and they were distributed by hand. Middle management level was chosen to participate in this study due to their importance as stressed by many knowledge management researchers. Out of the 1000 questionnaires distributed, 441 complete questionnaires were successfully collected and used for data analysis. There is still a lack of the knowledge management research in the Saudi Arabia context. The present research focus-es on telecommunication industry in Saudi Arabia. The result of this research will be able to provide an insight into what are the overall perception overall perception of knowledge management and how various knowledge management elements (preliminary success factors, strategies and processes) affect the successful implementation of knowledge management and its organizational performance among the telecommunication organizations in Saudi Arabia. The findings are useful for the telecommunication industry. The present research serves as one of the pioneer studies that focuses on telecommunication industry in Saudi Arabia. The empirical insights from this study contributes to successful implementation of knowledge management in the telecommunication industry in Saudi Arabia.

A PRINCIPAL COMPONENT ANALYSIS OF KNOWLEDGE MANAGEMENT SUCCESS FACTORS IN CONSTRUCTION FIRMS IN NIGERIA

Construction firms are knowledge-intensive organisations as employees use knowledge in their day to day activities; however, managing this knowledge is essential for improved service delivery. Knowledge Management (KM) has been affirmed to be of great benefit and improve the performance of organisations and particularly quantity surveying firms in Nigeria so, therefore, the need to assess the factors critical to the implementation of KM. Quantitative data was collected through the use of questionnaire from eighty-six quantity surveyors from quantity surveying firms in the southwestern geopolitical zone of Nigeria which comprises of six states using census sampling. Descriptive and inferential statistics were used to analyse the data collected, and the result discussed. Mean Item Score was used to rank the factors while data reduction technique was used to ascertain the factors critical to the implementation of KM. The Kaiser-Meyer-Olkin measure of sampling adequacy and Bartlett’s test of sphericity were conducted before the data were subjected to principal component analysis and the results indicated that the data set is suitable for factor analysis. Five constructs of CSF, namely; Organisation and Leadership, Resources, Management involvement, Information technology and culture were developed from the Principal Component Analysis (PCA) with a significant value ranging from 0.524 - 0.776. The reliability of each construct was tested using Cronbach Alpha coefficient, and the values arrived at are; 0.87, 0.885, 0.882, 0.903 and 0.749 respectively. The study revealed that the significance of KM critical success factors is well acknowledged by quantity surveyors in quantity surveying firms and the findings contributed to knowledge by introducing five factors critical to the success of KM. The study recommends that these factors should be given adequate attention for successful KM implementation in quantity surveying firms in Nigeria.

Managing “Knowledge” in India: A Higher Education Perspective

Knowledge management (KM) is a modern discipline that, in a few decades, has made its mark, appraised its significance and managed to get noticed by industry experts, practitioners, researchers and policy makers. In this context, this paper (i) maps critical success factors (CSFs) that drive the success of knowledge management process and practice in higher education institutions and similar communities of practice, (ii) combines existing research and sums up the findings of different studies on knowledge management in higher education, with major emphasis on Indian context, and (iii) suggest future research directions. In order to realize the above objectives, an intensive review of literature of published research on knowledge management in higher education institutions was performed. The key findings show that CSFs for successful implementation of knowledge management can be broadly categorized into four dimensions namely technological, human or personnel factors, senior management factors and organisational factors. These dimensions further have some more quantifiable elements. Further empirical research on these factors, in combination, must be done in the perspective of higher education system in India.

Knowledge Management & It's Origin, Success Factors, Planning, Tools, Applications, Barriers and Enablers

Over of the past several years, there have been rigorous discussions about the significance of knowledge management (KM) within the organization and the society. The management of knowledge is endorsed as a significant and essential factor for organizational existence and maintenance of ambitious strength. This article provides an in-depth knowledge of factors affecting KM. Literatures from 1992 to 2018 are covered in this article, 169 research papers have been explored which are related to classification of knowledge, factors affecting KM, KM tools and its planning & application. Various frameworks related to the successful implementation of KM and KM implementation tools proposed by previous authors are presented in this research article. KM is defined, classification of KM is presented, factors affecting KM are shown and its implementation strategies & tools are elucidated in available literatures in discrete manner.

Managing knowledge in the context of smart cities: An organizational cultural perspective

Smart cities need to take advantage of the opportunities that the knowledge-based economy and society can bring to the city. Therefore, cities planners and decision makers need to develop cities that take advantage of local knowledge and the intellectual capital of the population. Organizational culture is widely held to be a major barrier to creating and leveraging knowledge. Successful implementation of knowledge management (KM) almost always requires a culture change in order to promote a culture of knowledge sharing and collaboration. Hence, organizations implementing smart cities need to place great emphasis on the need to change organizational culture to pursue effective KM and its successful implementation. However, the management of culture change is a complicated task; its precise nature in smart-city development and the strategies required to be adopted remains underspecified. This study aimed to explore organizational cultural transformation needed for managing knowledge in the context of smart cities. The methodological approach for this study is a systematic review, covering publications on smart cities, KM, and organizational culture. The method used in this study involved three stages: planning the review, conducting the review, and reporting and disseminating the results. The findings revealed three key themes which are: organizational perspectives of smart cities; organizational change, innovation, and digital transformation; and the relationship between organizational culture and KM. The paper concludes that the cultural transformation required for the development of smart cities needs to facilitate the ability to integrate, create and reconfigure both internal and external competences to manage knowledge that originates from within and beyond projects boundaries. This study provides an insight into urban policymakers, planners, and scholars to prepare for the challenges that organizations face in their efforts to manage and implement smart cities successfully.

Critical Enablers Role in the Successful Implementation of Knowledge Management in Management Education

Most experienced and knowledgeable personnel will eventually retire or go for greener pastures, making organizational knowledge management (KM) all the more important for sustaining performance adeptness or competitive advantage. Most experienced and knowledgeable personnel will eventually retire or go for greener pastures elsewhere, making organizational knowledge management (KM) all the more important for maintaining performance adeptness or competitive advantage. In order to prepare and produce industry-ready management graduates, the management education sector must develop strategies for constant sharing, creating/acquiring, transferring, and applying mission critical knowledge. This is because the sector has been facing a number of challenges related to the value it creates through the quality education and employability it imparts to its students. Existing literature on knowledge management (KM) fundamentals, KM procedures, and their facilitators in corporate context has been evaluated. Research has also been conducted on the present state of KM implementation in the academic sector.

Knowledge Management at Banking Industry

The present research reviews the literature had been done on knowledge management (KM) in the banking industry in different countries and provides further guidelines to ensure successful implementation of KM in banks. The findings indicated that the application of KM in banks started at the World Bank in 1996 and was followed by banks in several developed countries then spread out to different places in developing counties. The majority of banks in Western developed countries such as the UK and USA, Canada and Germany, are both human- and technology-oriented in terms of managing knowledge. The majority of KM studies in developing counties were exploratory using quantitative data to investigate to what extent these banks were aware of the importance of KM and how they practiced KM. Additionally, little research had been done to link KM in banks to different topics such as innovation, customer relation management and risk management. Finally, literature provided considerable conclusion to enhance effective KM implementations in banks.

Knowledge management support in the engineering change process in small and medium-sized companies

Knowledge management (KM) in the engineering change (EC) management process is crucial for any manufacturing enterprise. Systematically gathered, analysed, and interpreted professional experiences can prevent technical problems, unnecessary costs, and unnecessary ECs. Successful implementation of KM requires a holistic and transdisciplinary approach. The main contribution of the paper is the five-step KM model that is integrated into the EC process. Failure modes and effects analysis (FMEA) and design history files are the documents used to manage the knowledge related to a specific product. A product's design history file should contain explanations of decisions. Supporting activities for applying KM should include a campaign to raise awareness, and special attention should be put on the transfer of tacit knowledge that can be stimulated by mixed teams of senior and up and coming engineers. The content of the acquired knowledge should be checked periodically, and the analysis should be followed by corrective measures.

Knowledge Sharing Practices Among Faculty Members in Institution of Higher Learning

Currently, the growth of knowledge management (KM) concept is rapidly increasing due to the importance of knowledge in organizations. Knowledge sharing is a key factor to ensure the successful implementation of KM in any organization. Knowledge sharing is a process of communicating, transmitting, and exchanging knowledge that involves individuals which benefits themselves and organizations. This paper investigates the knowledge sharing practices among faculty members in an institution of higher learning in the North region of Malaysia. In this pilot study, a questionnaire was used which included general demographic information of respondents, the techniques, benefits, hinders’ and motivating factors for knowledge sharing. The questionnaires were distributed to the selected twenty-eight faculty members of the institution of which twenty-three had responded. The results reveal that a majority of respondents are aware of KM and hundred percent supported the idea of implementing KM in their organization. The faculty members shared their knowledge, experiences, and ideas mostly through e-group. The variables of concerning factors (support from top management or organization; rewards and incentives schemes; trust; and information and communication technology (ICT)) for knowledge sharing have also been portrayed in this study. Lack of trust among colleagues, lack of reward and incentive schemes, and the reluctance of staff to share because of ‘knowledge is power’ are the major factors that obstruct knowledge sharing among them. The results also disclose monetary rewards, effective communication channels, and recognition are identified as the motivating factors to knowledge sharing. The faculty members believe that knowledge sharing brings benefits such as better decision making and improve employees’ knowledge, skills, and competencies. The results are useful to identify the strategies to promote knowledge sharing and its benefits in an institution of higher learning.

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.

Gauging the impact of knowledge management practices on organizational performance – a balanced scorecard perspective

PurposeThis paper aims to explore knowledge management (KM) literature to understand the relationships among different KM practices and organizational performance (OP) in terms of the four balanced scorecard (BSC) outcomes, i.e. learning and growth, internal process, customer satisfaction and financial performance, as a measure of OP.Design/methodology/approachA systematic review of peer-reviewed journal articles has been carried out of theoretical and empirical articles to understand the linkages between KM practices and OP, accessed mainly through sources, such as ProQuest, EBSCO host, Google Scholar and other e-databases. Measures of OP have also been extracted from the literature and grouped under the four BSC outcomes to gauge the gravity of the effect. An integrated conceptual framework helps to explore the relationship between the said variables.FindingsThis study provides a conceptual model of the effect of various KM practices on different aspects of OP measured through BSC. It contributes to organizations by helping them understand the importance of integration of the KM efforts to obtain desirable results. It will, for the first time, put the entire organization in perspective and help managers draw a bigger picture to understand the overall effect of KM practices.Research limitations/implicationsFirst, the KM practices shortlisted for this research are extensive but the list may not be exhaustive. Second, the model is not empirically proved. Findings of the study would help in creating a roadmap to enhance performance by a successful implementation of KM practices.Originality/valueThis paper contributes to KM literature by adding the fact that KM practices not only affect learning and growth perspective of an organization but also have far-reaching effects on OP in terms of customer service perspective, internal process perspective and financial perspective.