Use Of Knowledge Management Practices Research Articles

Level of Adoption and Use of Knowledge Management Practices in Supply Chains

Business competition nowadays involves entire supply chains (SCs) rather than individual firms, and companies, with appropriate ways, need to coordinate and co-manage knowledge resources, activities, and innovative efforts in collaboration with their partners for improved competitiveness. Knowledge management (KM) practices and their adoption in single firms to manage inter-firm relationships can be of great help, but the current studies on this aspect are very fragmented. There is still insufficient knowledge of what practices are adopted to manage knowledge and how intensely these are used in inter-firm relationships and especially in supply chains. This study contributes to filling this gap by measuring the level of adoption and intensity of use of KM practices in companies. Also, it provides a comparison between their use at the intra- and inter-firm level. A survey of a sample of European large- and medium-sized manufacturing firms was used. A descriptive statistical analysis and a correlation analysis were performed. The study confirms that KM practices are used in companies, but with a varied level of adoption and intensity of use among firms. Especially, it resulted that KM is less used at an inter-firm level, and there is a relatively higher variation among firms in the inter-firm use rather than the internal context. On the other hand, the correlation analysis revealed that the more intensely firms used KM internally, the more likely they will intensely employ them to manage knowledge in SC relationships. The usefulness of the study lies in the fact that improving the awareness of business managers and consultants, both at firm and inter-firm, can facilitate introduction and development of KM programs.

Knowledge management as a strategic asset for customer service delivery at a contact centre in South Africa

Knowledge Management (KM) is often touted as a panacea for organisations aiming to be efficient and competitive. While the world today has undoubtedly entered an information era, how organisations convert information to usable knowledge has become of significant importance. Furthermore, the growing emphasis on managing and utilizing knowledge to improve organisational functioning, efficiency and competitiveness has reintroduced KM as a possible strategic asset for organisations. To explore this idea, empirical work was conducted on a contact centre making use of KM practices as a means to enhance the transmission of knowledge to their employees and in turn, to their clients. Further objectives of this research were to identify how KM was understood in this organisation, the benefits and challenges it presented, how it manifested in relation to the idea of leadership and ultimately, if it could be considered a strategic asset for organisations of this nature.

Knowledge management to support innovation in higher education institutions

This paper presents and discusses the use of knowledge management to support innovation in higher education institutions (HEI). The study was conducted at Brasil-STHEM Consortium - a network of Brazilian higher education institutions that work together in the implementation of innovation in their teaching and learning practises. 29 HEI participated in the study that was designed as an exploratory research and used the Asian Productivity Association (APO) knowledge management maturity level assessment tool as a framework for data collection and analysis. Results demonstrate that there was openness for knowledge management and that there is technological infrastructure available for this to happen, but found little evidence of the systematic use of knowledge management practices. The study contributes to research and practise in education management by proposing the use of KM theory and tools to understand how knowledge being generated by higher education institutions can be identified, stored, shared, created and applied in order to amplify its impact to educational change and innovation.

Influence of Knowledge Management Practices on Public Service Delivery by Municipalities

This study examines the influence of knowledge management (KM) practices on public service delivery by municipalities in the Eastern Cape province of South Africa. The study sought to determine the factors that have triggered the implementation of KM practices; the effectiveness of KM practices towards public service delivery; and the extent to which KM practices have influenced public service delivery by municipalities in the Eastern Cape province of South Africa. Both quantitative and qualitative methods were employed in this study. Quantitative data were collected through a survey questionnaire administered to a sample of 202 employees at the Raymond Mhlaba Municipality in the Eastern Cape. Qualitative data were collected through observations and interviews of 2 senior managers. The data collected gave a response rate of 72 per cent. The quantitative and qualitative data were analysed descriptively and presented verbatim respectively. The results indicated that the internal and external factors included in this study have contributed to the implementation of KM practices in the municipality. Furthermore, the effective use of KM practices has increased the organisational KM initiative, as well as the provision of services such as electricity, education, transport, and social services by the municipality. The study recommends the establishment of KM awareness and the establishment of an integrated system that will assist in effective knowledge sharing, retention and acquisition across municipalities in the Eastern Cape.

Measuring the use of knowledge management systems in supply firms

PurposeThis paper aims to propose a taxonomic scheme of knowledge management systems (KMSs) and a set of technologies and managerial practices supporting supply firms in knowledge management processes.Design/methodology/approachBased on a field analysis involving a sample of suppliers operating in high-tech manufacturing and service industries, this paper investigates the use of KMSs in the sample investigated.FindingsThe paper shows that suppliers are generally reluctant to use updated and innovative KMSs replacing traditional ones. This gap confirms that suppliers have difficulties in facing rapid technological changes. The field analysis also points out that suppliers investigated perceive knowledge management mainly as an issue of knowledge transfer and knowledge storage while appear to be neglected the phase of knowledge creation.Originality/valueMoreover, the paper highlights a misalignment between the intensity of use of knowledge management practices that support the phase of knowledge creation and knowledge management tools that should support such practices.

The School Manager and the Use of Knowledge Management Practices for Structuring Organizational Processes

Knowledge management gains space within the school organization and can contribute satisfactorily to the quality of teaching. The school manager in everyday routine intuitively uses knowledge management practices without exploiting the potentials they offer or allow. In this context, the purpose of this study is to identify the level of implementation of knowledge management practices aimed at structuring the organizational processes used by the public-school manager. The methodology adopted was exploratory, with a qualitative and quantitative approach. For data collection, a validated instrument with 27 questions was used. A total of 111 managers of the basic education schools that make up the public-school system in a city in the northwestern region of Paraná, Southern Brazil answered to the questionnaires. When analyzing the results, it was investigated only those practices that were related to the structuring of organizational processes. This decision is justified because of the responsibilities of the school manager in the execution of his/her work. The results indicated that the school in its daily routine use practices of Knowledge Management related to the structuring of the organizational processes and that many are already applied by the managers. https://doi.org/10.26803/ijlter.17.10.3

The mediating role of supply chain collaboration on the relationship between information technology and innovation

PurposeThe high level of competition in the globalized business environment forces companies to innovate to remain competitive. Previous literature often cites information technology (IT) and supply chain collaboration as direct contributors to product innovation and IT as a direct enabler of supply chain collaboration. This suggests that IT could have an indirect effect on product innovation through supply chain collaboration, although this relationship has not been addressed yet. This paper aims to analyze empirically the direct impacts of IT and supply chain collaboration on incremental and radical product innovation and the indirect effect of IT on both types of product innovation through supply chain collaboration by using data collected from a sample of 200 manufacturing firms.Design/methodology/approachStructural equation modeling was used to check the research hypotheses with a sample of 200 manufacturing companies.FindingsThe results show supply chain collaboration has a positive effect on technological innovation, showing that the collaboration with external agents foster both incremental and radical innovations. Furthermore, results show that IT directly enhances both types of product innovation (incremental and radical) indirectly through supply chain collaboration.Research limitations/implicationsThis article supports the pursuit of open innovation that suggests the need to acquire external knowledge to be able to develop innovation projects. The use of tools that facilitate this transmission of knowledge becomes indispensable in environments in which companies must be involved in supply chains in which different external agents intervene and in which collaboration can promote the creation of synergies and superior competitive advantages.Practical implicationsInnovation requires more and more the use of knowledge management practices that capture external information to be used in the creation of new products. In this case, collaboration within a supply chain facilitates incremental and radical innovations. However, to strengthen this transfer of information and the adoption of behaviors that stimulate innovation, the company must use ITs.Originality/valueThis paper focus on the indirect effect of IT on product innovation through the creation of the collaborations with external agents. In spite of the importance of this relation, it has been poorly studied by previous literature. The paper’s greatest interest lies in the fact that ITs not only facilitate the transmission of knowledge but also facilitate other types of behavior among supply chain agents that invite collaboration and generate innovations.

A utilização das práticas de gestão do conhecimento e facilitadores estratégicos em uma instituição de ensino superior

Este estudo visa verificar a utilização de facilitadores estratégicos como instrumento de apoio às práticas de gestão do conhecimento em instituição de ensino superior. É apresentado um referencial teórico sobre prática de gestão do conhecimento e os facilitadores estratégicos: liderança, cultura, tecnologia de informação e desempenho. A natureza da pesquisa é quantitativa e o instrumento utilizado foi uma versão modificada da ferramenta de avaliação da gestão do conhecimento desenvolvido pela Arthur Andersen Consulting e o Centro de Qualidade e Produtividade Americana (APQC) e os dados foram coletados entre os meses de setembro a novembro de 2015. Os resultados indicam que existem diferenças significativas no grau de importância e uso de práticas de gestão do conhecimento. Da mesma forma, a importância e a utilização dos principais facilitadores estratégicos revelam diferenças significativas, sugerindo que desempenho, cultura, liderança e tecnologia da informação são importantes para as práticas de gestão do conhecimento e os processos de conhecimento (geração, codificação e transferência) necessitam da tecnologia da informação como suporte de gestão e medição de desempenho.

Intellectual capital, knowledge management practices and firm performance

PurposeThe purpose of this paper is to examine the association of different configurations of intellectual capital (IC) and knowledge management practices (KMP) with firm performance. Do firms with different profiles concerning their overall levels of IC and KMP differ in terms of innovation and market performance?Design/methodology/approachFirst, the firms were distributed into four distinct profiles based on their overall level of IC and utilization of KMP. Then, the four different IC/KMP profiles were evaluated with regard to their innovation and market performance.FindingsConsistent with the extant research, this study finds that the firms characterized with high levels of IC and high use of KMP are likely to outperform the firms with low overall levels of IC and KMP. On more interesting note, this study also demonstrates that firms characterized with high level of IC but only low utilization of KMP can match the innovation performance of the firms with high levels of IC and KMP.Practical implicationsWhile the results indicate that the level of IC alone could predict the innovation potential of the firm, the firms should use KMP to leverage the IC and to capitalize the knowledge potential. This result shows the merits of letting innovation flourish without strict managerial control, while pinpointing the relevance of knowledge management (KM) in exploitation of IC.Originality/valueAs one of the first attempts to merge the IC and KM approaches to find out which configurations could influence firm performance outcomes, this study provides the research community with valuable insights and sets the tone for further discussion.

The use of knowledge management practices by Brazilian startup companies

To be competitive in current knowledge economy, startup companies should effectively use available knowledge to implement their development strategies. Consequently, it is necessary to identify which knowledge management (KM) practices are used by startup companies. This paper aims to identify KM practices used to overcome critical factors of startups’ development in Brazil. It will be discussed the relation between the critical factors of startup development and the KM practices used. Interviews were conducted with startups established in business incubators in the southern region of Brazil. Results demonstrated that the main KM practices used to overcome critical factors of startup development – Opportunity Recognition, Entrepreneurial Commitment, Credibility and Sustainability – are related to company's internal knowledge. Internal knowledge is a company asset, which includes not only R&D activities but also its actions and routines. An important remark was that even though startups are not aware of KM practices, they have organized routines and standards aligned with current KM theories.

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

This paper deals with knowledge management (KM) in small and medium enterprises (SMEs). Through a literature review, three research questions have been identified concerning the barriers hindering the spread of KM practices in SMEs, the main knowledge management systems (KMSs) adopted by SMEs and the impact of the use of KM practices on SME performance. The research questions were subsequently addressed through a field analysis conducted on a sample of SMEs. The empirical evidence highlights that the scenario has changed in the space of but a few years. Although SMEs are generally characterized by poor financial and human resources, they are able to overcome the barriers preventing the spread of KM practices. The SMEs investigated perceive the strategic value of KM and consequently adopt a variety of KMSs. Nevertheless, such systems are generally outdated in comparison with cheaper, more recent, and user-friendly applications. Finally, the paper emphasizes that the use of KM practices can contribute to the overall growth of SMEs by simultaneously and significantly enhancing their performance.

The role of knowledge-oriented leadership in knowledge management practices and innovation

This study aims to examine the role of a specific type of organizational leadership – knowledge-oriented leadership – in knowledge management (KM) initiatives that seek to achieve innovation. An analysis of the knowledge-based view of the firm gives rise to several hypotheses, with structural equation modeling (SEM) analysis through partial least squares (PLS) providing the methodology to test these hypotheses. This approach yields results for a sample of empirical data from technology industries. This paper presents empirical evidence of the mediating effect of KM practices in the relationship between knowledge-oriented leadership and innovation performance. In line with previous literature, results show that, although KM practices themselves are important for innovation purposes, the existence of this kind of leadership encourages the development and use of KM exploration (i.e., creation) and exploitation (i.e., storage, transfer, and application) practices. A major implication is that, as a result of this development and the use of KM practices, the firm is able to improve its performance in product innovation.

Turning Knowledge Into Success: The Role of Collaboration in Knowledge Management Implementation

This case study describes five phases that a community college went through in developing its use of knowledge management practices to improve their student outcomes and recommends how other colleges can similarly benefit from knowledge management in meeting their goals.

Exploring the use of knowledge management practices in an academic library in a changing information environment

Some academic libraries have significantly developed and are applying some knowledge management (KM) principles and practices in the provision of library services. KM has been implemented in commercial and business environments towards achieving operational advantages. Its principles and tools can help libraries to improve performance and fulfil their mandate. By using a case study approach, the objective of this research was to find out how knowledge is identified, captured, shared and retained in order to enhance performance and improve the quality of service in the Metropolitan College of New York (MCNY) library. A web-based questionnaire, some institutional documents, observation and face-toface interviews were used to collect data. Data was analysed both quantitatively and qualitatively. The findings indicate that the MCNY library practices are not deliberately informed by KM principles, but are amenable to KM principles. It is recommended that KM, with its potential to turn individual knowledge into organisational knowledge, should be used in positioning the MCNY library in a changing information environment.

Match Planning Sophistication to Organizational Evolution

DONNA SOLLENBERGER AND ALAN ZUCKERMAN, in their respective articles, have presented their readers with an interesting point-counterpoint underscoring the juxtaposition between research and theory and practical application. On the one hand, Zuckerman presents us with the results of his research and field experience suggesting a disconnect between the practitioner's perceived state of the art of healthcare and the ten best in healthcare planning. He goes further to argue that a yawning chasm exists between the best practices in healthcare and the state of the art in outside of healthcare. In the course of this discussion he addresses four stages in the evolution of and suggests that most healthcare institutions have not evolved past stage two and that stage-four organizations tend to operate outside of healthcare. Stage three is defined as strategic and stage-four is characterized by aspects of some or all of the following five qualities: 1. systematic, ongoing data gathering, leading to use of knowledge management practices; 2. encouragement of innovation and creativity in approaches; 3. more bottom-up than top-down planning; 4. evolving, flexible, continuously improving processes; and 5. a shift from static to dynamic planning. Zuckermaris points are well taken. The process of planning, including its death at one point, has been the focus of extensive research and writing over time. The concept of evolution in the process has also been well studied. Gluck, Kaufman, and Walleck (1980) 25 years ago described four phases in the evolution of planning. Phase I is defined as basic financial planning designed for operational control and to meet the budget. For many companies with strong leadership and singular focus, this level of sophistication may serve the organization well. As companies and markets become larger and more complex, they tend to migrate to more effective processes to accommodate that level of complexity. Phase II is then defined as forecast-based planning and recognizes the need for more effective for growth. When rapid change becomes the hallmark of an industry, forecasting contributes less value to the decision-making process and a new focus predominates the process. Labeled Phase III, this focus is defined as externally oriented planning that forces management to think strategically. At this stage of an organization's evolution, the complexity of its business and the markets in which it operates dictate that alternative paths be considered and that difficult choices be made. Unfortunately, these issues become compounded when the right hand doesn't fully appreciate, or communicate in advance, the effects decisions will have on the left hand. As this realization sets in, the process evolves to an even higher plane. Phase IV is defined as strategic management, and when effectively integrated into the organization, Phase IV allows management to create the future. The words of Gluck and colleagues are illustrative here: Phase IV joins and management in a single process. Only a few companies that we studied are clearly managed strategically, and all of them are multinational, diversified manufacturing corporations. The challenge of for the needs of hundreds of different and rapidly evolving businesses, serving thousands of products/markets in dozens of distinct national environments, has pushed them to generate sophisticated, uniquely effective techniques. However, it is not so much technique that sets these organizations apart, but rather the thoroughness with which management links to operational decision making. This is largely accomplished by three mechanisms: 1. …

Empirical evidence regarding the tension between knowledge sharing and knowledge expropriation in collaborations

AbstractInterfirm collaborations can raise a fundamental dilemma. To create value, collaborators may have to adopt a variety of practices to facilitate knowledge transfer. Deploying these practices may increase the likelihood that economically valuable knowledge, which is (1) beyond the scope of the collaboration, and (2) difficult to legally protect, is expropriated. How can firms manage this dilemma? The purpose of this paper is to empirically examine the veracity of a chain of propositions addressing this dilemma based on a novel joint knowledge‐based view/transaction cost economics framework. A plausible chain of relationships is briefly summarized and explored in detail empirically using unrelated datasets. The chain links two knowledge‐based attributes of collaboration—knowledge tacitness and problem‐solving complexity—to the use of knowledge management practices—high‐bandwidth communication channels and co‐specialized communication codes. These practices are economic responses to knowledge‐sharing difficulties as measured by tacitness and complexity. Increasing knowledge transparency via knowledge management practices, however, gives rise to opportunism hazards, which are safeguarded against via economizing governance choice. Our empirical effort examines the effects that two knowledge attributes of collaborations have on governance choice, first directly and then indirectly through the intervening linkages. Empirical results from both datasets indicate substantial support for the proposed chain of relationships. The results are provocative in that they offer the first preliminary evidence for a plausible reconciliation of two perspectives previously treated exclusively as adversaries. Copyright © 2004 John Wiley & Sons, Ltd.