The Need of Knowledge Management in Organizations

2006

The purpose of this paper is to discuss the issues on knowledge management that effect organizations embarking on a Knowledge Management journey(KM).KM is defined as the "conceptualization of an organization as an integrated knowledge system and the management of the organization for effective use of that "knowledge". "Knowledge" here refers to the "human cognitive and innovative processes and artifacts that support them.In an information society today, daily additional information and raw data are made available for employees.Organization converts knowledge and other resources into goods and services. The human mind stores data, generates information and forms fantastic ideas. Information once translated and transformed can mean revenue.Knowledge sharing can bring synergistic effect on organizations.Managers today realize that their own organization possess untapped resources-the human capital.A business entity has a tremendous capacity to create the r...

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH, 2019

Knowledge sharing has become the leading factor for a success in an organization. The ability to acquire and disseminate valuable knowledge for competing in the challenging market has raised the awareness to focus on the sharing of knowledge among employees. The nature of knowledge whether explicit or tacit has paved the way for a new dimension of method of sharing in many industries. The ability of an organization to retain and acquire new knowledge enables it to outperform and compare to others and determine its sustainability. Tacit knowledge, being the hardest to retain, requires a different way of disseminating knowledge and method of sharing within different contexts of organization. This disquisition provides an in-depth review on how tacit knowledge is retained and controlled in different contexts of industries, focusing on the organizational, group and individual levels. Several implications are obtained from this review, as such to promote the integration of organizational success and capability of organization in coping with the current technological advancement.

International Journal of Cognitive Research in Science, Engineering and Education

Authors introduce a theoretical model of knowledge sharing in an organization through individual perspective. The social exchange theory offers a clarification of fundamental assumptions regarding individual action and is therefore appropriate for explaining why and when an individual is ready to share her/his knowledge in an organization. The article aims to reveal what shapes employees’ decisions to share knowledge in a work situation and what is needed in an organization to facilitate individuals to share and not to hoard their knowledge. These assumptions have never been included in the literature of knowledge management up until now.

2011

The effectiveness of a knowledge sharing activities in organization has the potential of improving customer services, bringing new product to market and reducing cost of business operations. Recently, Information Technologies are often used in knowledge management in informing customers and employees of the latest innovation or development as well as sharing knowledge among the employees. In knowledge management, effective knowledge sharing is considered to be one of the most vital components of KM success. Knowledge sharing practice helps organization to improve performance and achieve their mission. However, many researchers and authors agree and disagree with each others about embedding knowledge sharing practice in workplace. Therefore, this paper discusses generally about knowledge sharing practices in organization to investigate whether knowledge sharing is practiced and embedded sufficiently in organization.

░ Abstract: Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.

E+M Ekonomie a Management

Sharing knowledge among employees reduces the risk of losing unique knowledge, contributes to higher productivity and to higher quality, to better problem-solving, to reducing costs, and to organizational innovativeness. Knowledge sharing is driven by employee motivation for it. Nevertheless, motivation is not a simple construct. Therefore, the goal of this study was to fi nd out which kind of motivation is essential to knowledge sharing. An inventory taking into account three types of motivation (hedonic intrinsic, normative intrinsic, and extrinsic) was constructed and a principal axis factor analysis was done. 229 participants from nine organizations fulfi lled the questionnaire aimed at their motivation to knowledge sharing. The factor analysis confi rmed the questionnaire construction and the inventory demonstrates a high reliability. Based on the mean of the indexes that were calculated, hedonic intrinsic motivation seemed to be the main driver of knowledge sharing. However, the relationship between motivation for knowledge sharing and the intensity of knowledge sharing in the organization was examined as well (N = 99). Motivation for knowledge sharing and all its factors were identifi ed to be signifi cantly related to knowledge sharing. All of these correlations were positive, and in the case of normative intrinsic motivation the correlation was moderate. That is why rather normative intrinsic motivation (and not hedonic intrinsic motivation) is essential. Additionally, the results showed no signifi cant correlation between hedonic intrinsic motivation and extrinsic motivation. The study indicates that managers in the Czech Republic should support employee organizational commitment if they want to achieve a higher intensity of knowledge sharing.

2021

With the increase in number of organisations and institutions have realised the importance of simulated learning to embolden knowledge sharing for competitive advantage. Knowledge has become one of the vital factor which further leads to organisation’s impetus and works as a part and parcel with the enterprise’s effectiveness and competitiveness of its actions and behavior. These days’ organisations highlighting upon to create new knowledge to retort swiftly and effectively to a changing environment which cultivates from organizational knowledge sharing behavior (KSB). Conversely, this job cannot be simply achieved through grouping employees and influencing them to share their knowledge. The current study is focused on how knowledge sharing behavior of employees is affected by organisational culture, and reward system. The main concept lies on the fact to find out the relationship among organisational culture and reward system with respect to knowledge sharing behavior. The research...

Knowledge workers represent more than half of all employees in advanced economies. In general knowledge workers are people who, when working, use their brain more than their muscles. Agricultural and industrial worlds depended on the work of manual workers and the life standard of their inhabitants and the success of agricultural and industrial organizations grew due to the increase of manual worker productivity. Existing knowledge economy depends on the work of knowledge workers and the labour productivity they can achieve. Knowledge is a major resource and tool that knowledge workers use to create values. Therefore, the way work with knowledge is organized in an organization influences the productivity of knowledge workers. This article discusses the results of research on knowledge management in organizations in the Czech Republic. This research started at the University of Economics, Prague in 2004 and continues today.

Knowledge can refer to the theoretical or practical understanding of a subject. Knowledge means empowering a person and hones his/her skill in specific subject. It can be implicit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); and it can be more formal and systematic (Oxford Dictionary).According to the philosopher Plato, knowledge is defined as justified true belief.Management, in general, can be defined as the process of planning, organizing, leading and controlling.One can define knowledge management asthe justified true belief that is acquired in a planned way of collecting data, conceptualized and organized according to specific context. Knowledge management is like a building block for any further augmentation of that specific knowledge.However, managing knowledge is something intangible and very challenging. The real change has come from the necessity for less information and more knowledge. There has been a shift from information to knowledge. Shift from bureaucracies to networks. The traditional hierarchical designs that served the industrial era are not flexible enough to harness an organization's full intellectual capability. The preview of the discussion in this paper will be knowledge management as a need of the day and not a trend of the society.

IJSRCSAMS, 2018

Knowledge management has emerged as a new discipline in managing organization. Organisational factors have a crucial role in the process of knowledge management. In order to be successful organisational factors such as leadership, culture, organisational structure and information and communication technologywhich create the condition for creating sharing and using knowledge in organisation. Apart from the creation, transfer and use of knowledge, is essential that it promotes and creates new knowledge that will contribute to creating value for the organisation. The aim of this work is to point out the importance of organisational factors in knowledge management process. This research is theoretical in nature and method of study is purely based on reviews. It can be concluded that sufficient attention should be given to leadership, culture, organisational structure and Information and Communication Technology.