Knowledge Value Chain

Is concerned with human value management, examines the relationships between organizations’ competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this article attempts to provide useful insights on the linkages between innovation and competitiveness. These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model.

Most business organisations often cite the staff as their greatest asset but have not appropriate mechanisms for managing the knowledge or intellectual capital that is embodied in these staff. The importance of Knowledge Management is now being realised and businesses are starting to formulate strategies and to invest in systems that will enable them to manage their corporate knowledge. This is a relatively new concept for construction organisations, which have a fundamental need to manage knowledge as they move from one project to another, working with different partners and supply chains. This paper examines the information technology (IT) and contextual issues involved in formulating an appropriate knowledge management strategy for construction firms. Basic definitions of knowledge and knowledge management are provided. Insights from ongoing research are used to discuss the context for knowledge management in construction, and the role of information technology (IT) as an enabler for knowledge management. The concluding section of the paper formulates guidelines that will enable construction organisations to more appropriately develop IT and knowledge management strategies that will enable them to improve their business performance.

This paper seeks to develop a theoretical model to explain the role of knowledge integration and knowledge options in the case of external knowledge acquisition via employee training. It considers types of knowledge acquired through specific or general training and heterogeneous or homogeneous production processes at companies. It also considers the possibility of opportunistic behaviour by trained employees. We propose key conditions that companies should consider when they acquire external knowledge by means of training. Insights are given into the process of and success conditions for dynamic value creation due to the adoption and the internal sharing of knowledge. Even at this early stage our theoretical model provides guidelines for decision-makers as to how to improve investments in training issues. The model leads to several propositions and provides a starting point for developing hypotheses that can be contrasted empirically in further research.

Knowledge sharing is the process of transform individual knowledge to organizational knowledge which can helps the organization to get maximum outcomes from the employees.The purpose of conducting this study was to identify the determinants of knowledge sharing in Universiti Sains Malaysia (USM) Penang.132 out of 351 respondents in USM participated in this study. Data has been analyzed by using SPSS software and the results found that three variables i.e. rewards, self-efficacy and shared goals have significant relationship with knowledge sharing. To conclude, emphasizing on the right determinants of knowledge sharing will motivate the employees to share the relevant knowledge with superiors, colleagues and subordinates.Introduction - Recently, knowledge sharing has become the subject that attracts researchers to explore.Knowledge is recognized as useful information to gain competitive advantage and sustainability in organization.Thus, the organization must ensure that knowledge sha...

The Human Resources Division of a company is a vital division. Most of the time, they perform their work manually, and therefore creating limitations to their capacity. The knowledge contained is very important for human resources development and subsequently for developing the company. In order to manage this knowledge well, the company shall require a knowledge management system. This knowledge management system would be a solution to be used for the company to manage all knowledge contained in that particular division. Phases in designing knowledge managements starts from analyzing knowledge sources of the company, knowledge identification and definition, and determining knowledge goals. Knowledge management systems contain many functions such as collecting, recording and managing the knowledge and sharing this to all related employees easily. The company may also use knowledge management systems to share and inform employees regarding updates of information, news and/or activity...

In recent years, the words -knowledge and managing knowledge are at the core of management thinking. Scholars and business strategists are trying to explore the real nature of knowledge and its management from the organiza-________________________ 1 Mr. Abu Saleh Md. Sohel-Uz-Zaman obtained his Ph.D. degree from the Wuhan University of Technology, P R China, where his specialization was knowledge innovation. Mr. Zaman also has an MBA from Middlesex University, London, UK with a major in General Management. He received Certified Financial Consultant (CFC) certification from the Institute of Financial Consultant (IFC), Canada.

Purpose – Shorter product life cycles, greater demands from consumers for sustainable and eco-friendly products and services, and thus the need for constant market observation make today’s business environment a rather complex one, the one that is characterized not only by a number of opportunities but also by a number of risks. These risks are increasingly related to knowledge which, in turn, underlines the need for an updated approach to risk management, i.e. one that covers knowledge risks as well. Although the role of knowledge in organizational performance is generally acknowledged and has been explored vastly, the study of risks related to knowledge or knowledge risk management is still in its infancy. Indeed, we lack an in-depth understanding of how organizations perceive and manage the possible downsides of knowledge. Therefore, the aim of this paper is to empirically investigate knowledge risk management in organizations. Design/methodology/approach – An international sampl...

This paper examines the role of knowledge management and knowledge management systems for supporting knowledge work. In a work environment, knowledge is always situated in a specific context, so an organization benefits from a knowledge management system when such a system is focused on a specific task. Providing support for knowledge work at the task level complements the work practices of actors performing the task. The paper suggests that knowledge management systems can be implemented as intelligent decision support that establishes a joint cognitive process between the system and the actor performing the task. The proposed approach has been derived from our application of a knowledge management framework to a number of field studies. These applications come from various domains and highlight different aspects of the proposed framework. The focus on task performance, as a driving force for knowledge management, unifies these field studies. The paper identifies the issues that em...

In recent years, attempts to capture and leverage a firm' s knowledge resources have become a primary focus in the pursuit of competitive advantage. Business leaders increasingly look to their firms' bases of knowledge as their most critical strategic resource. This trend has led to the adoption of knowledge management initiatives aimed at leveraging the knowledge of individuals to advance the economic interests of an organization. Within such an effort, knowledge sharing behavior is an essential precondition for success. This study explores the determinants of knowledge sharing by applying Ajzen' s Theory of Planned Behavior to the context of knowledge management. The model provides support for an emphasis on relationship issues in the development of knowledge management programs. In addition, the model addresses both formal and informal features of organizational contexts that can affect knowledge sharing behavior. The model contributes to the study of knowledge management by addressing elements of a firm' s formal policies that may promote or inadvertently discourage knowledge sharing and by providing a robust framework for the analysis of knowledge sharing.

Context: The knowledge domain of software engineering (SE) gradually expands due to fast emerging technologies and complex organisational processes. The software industry represents a special focus of interest from a Knowledge Management (KM) perspective, as it is characterized by high employee turnover, a high level of outsourced projects, and an accelerated pace of technology innovations. Knowledge management can substantially influence SE knowledge's life cycle, contributing to better structuring of organisational processes of knowledge creation, knowledge transfer, and knowledge sharing. Reflecting on the trends for SE automation with artificial intelligence tools, KM approaches can enable companies and professionals to reconsider the future of SE work. Purpose: The present research aims to identify and investigate how implementing knowledge management principles and processes within the software engineering domain can facilitate the future transformation of software-related...

Management research has often overlooked the role of knowledge and knowledge management (KM) in the analysis of organizations and their performance. Also, the literature on KM is short of empirical evidence on the likely interrelatedness of the KM processes. This investigation adopted a research model and used data from 38 Egyptian software firms to examine: (1) the relationship of the KM processes of knowledge acquisition, documentation, transfer, creation, and application to organizational performance, and (2) a number of relationships within the KM processes themselves. The results suggest that knowledge application influences organizational performance, knowledge acquisition and knowledge creation influence knowledge application, and knowledge acquisition and knowledge transfer influence knowledge creation. Although they provide a limited support to the research mode, the results signify the value of continued examination and enhancement of such a model.

In this paper, we explore a specialized type of knowledge, namely, nomadic knowledge, to understand its implications in knowledge sharing. Nomadic knowledge is enacted in a discontinuous pattern with a changing set of actors and further flows on a defined trajectory. This knowledge is quite important but is required sporadically, so it has a varying level of importance for stakeholders at different instances of time. The limited interest of knowledge holders after the creation of this type of knowledge makes its sharing process complex. Furthermore, new sets of actors overloaded with tasks often ignore the knowledge sharing aspect of nomadic knowledge due to the urgency of the tasks at hand. Using a long-term field study, we illustrate practices concerning the sharing of nomadic knowledge, which, we argue, are to date not yet well supported technologically. The objective of this contribution is, therefore, to outline the concept of nomadic knowledge and associated implications, so that respective knowledge sharing practices can be supported by the knowledge management community with appropriate technology. The underlying complexity of knowledge sharing practices highlighted in this paper stresses the need for appropriate technological and social processes to facilitate the sharing of nomadic knowledge.

The paradigm of work in the knowledge society is different from the industrial society. The change can be seen with the increasing interest in researching knowledge work from different perspec tives. The term 'knowledge worker' was first coined by Peter in the discipline of management. Knowledge work occurs primarily because of mental processes rather than physical labour. Knowledge work and knowledge workers are dealing with different types of knowledge, knowledge creation and sharing processes, and knowledge management in organisations. Organisational management includes the fields of knowledge management and organisational learning , where knowledge management is linked to two distinct streams, one from psychology and one from a more technical approach to management information. Papers on learning and knowledge in organisations have been published in jour nals about management studies, organisation studies and organisation science . Drucker (1959) defined knowledge workers as high-level workers who apply theoretical and analytical knowledge, acquired through formal training, to develop products and services. He noted that knowledge workers would be the most valuable assets of a 21st-century organisation because of their high level of productivity and creativity. Since the term was coined, the num ber of knowledge workers has continued to grow as organisations move towards a collaborative workplace that gives more autonomy to their employees. Knowledge work includes several activities connected to new knowledge ( Clegg et al.

The literature on the knowledge management relatively ignores an important concept, the individual knowledge management engagement-the degree to which a knowledge worker is involved with the knowledge management-related activities. This concept is imperative for nurturing the productivity of knowledge workers, knowledge management architecture effectiveness, and innovation. Therefore, this study proposes the mediating role of knowledge-worker productivity between individual knowledge management engagement and innovation. The data

Purpose This study aims to illuminate the currently poorly understood inflow of knowledge originating from project managers across the value chain of construction projects. The primary purpose is to identify the domains of knowledge that project managers’ need to share in their management activities, the skills they need to develop in their sharing practices and how these relate to each other across different phases of a construction project. Design/methodology/approach Knowledge domains, skills and the relationships between them were identified following an inductive methodology, a combination of grounded theory and case study, and through the analysis of semi-structured interviews with 21 project managers and participants within a single construction project. Findings The outcome is a novel framework that theorizes the dynamic interplay between knowledge domains and the skills that facilitate knowledge sharing (KS) for successful project work throughout the construction project. O...

The objective of this work is to examine the compatibility between knowledge management strategies and the nature of knowledge required by the business strategy. By using questionnaire oriented to sample of managers and experts in three organizations, we chose two types of the nature of knowledge required (existing knowledge and new knowledge) and two types of knowledge management strategy (codification and personalization). To analyze the data of this research and examine its hypothesis, we utilized t-test to test the differences between means of paired variables: (existing knowledge-codification strategy), (new knowledge-personalization strategy), mixed knowledge-mixed strategy). The findings of this research indicate that almost in all organizations studied, when the required knowledge is the existing knowledge, the strategy chosen is the codification strategy and when the required knowledge is the new knowledge, the strategy chosen is the personalization strategy and finally when the required knowledge is a mixed knowledge, the strategy chosen is a mixed strategy.

The problem of knowledge in business was born several years ago. Indeed, new forms of work generate informal learning situations. This is how individuals develop their knowledge and skills. These situations are recognized by companies doing knowledge management. They encourage and make all to build communities of practice and knowledge exchange networks. This makes it possible to formalize the procedures, the good practices and the failures (feedback of experiences) thus to constitute sources of exploitable data. At the university, like any organization, each teacher has his/her own knowledge, his/her know-how, and he/she develops skills on his/her field of work in order to make that knowledge collected. This tacit or implicit teacher knowledge is shared so that each student can appropriate it and use it. However, depending on the nature of knowledge, and given the peculiarity of the pedagogical flow and its dependence on individuals (teacher), creating collective knowledge is not simple. During retirements, transfers, position change or any other academic life event, causing teacher displacement, knowledge may be lost. To deal with this problem, an empirical study of educational system perception of higher education in Morocco was carried out. Emphasis was placed on: pedagogical knowledge management, educational and e-learning platforms and overall student satisfaction. According to obtained results, we propose a smart education knowledge management system based on Artificial Intelligence to avoid loss of pedagogical knowledge and cover learning environment complexities and users' constraints;

What should a good knowledge management strategy incorporate? This paper uses a study that compares a proposed set of knowledge management strategy components to the outcomes of knowledge management projects/initiatives. As expected it was found that highly successful knowledge management projects/initiatives are more likely to have the proposed set of knowledge management strategy components than less successful to unsuccessful knowledge management projects/initiatives. The conclusion of the paper is that the proposed set of knowledge management strategy components is an appropriate list that knowledge management practitioners and researchers can use to construct an organization's knowledge management strategy.

This paper explores the emergent nature of organizational knowledge, which has not been addressed sufficiently in the current Knowledge Management (KM) research. For the task, we reconsider the concept of knowledge by looking at four distinct discourses on knowledge; namely, knowledge as object, knowledge as interpretation, knowledge as process, and knowledge as relationship. Then the fundamental nature of the emergence of knowledge will be discussed where we will argue that human interaction is the source of knowledge emergence. Based on the theoretical discussions, we examine a case study of a fire crisis threatening the supply chain between Aisin Seiki and Toyota in Japan. It demonstrates significant self-organizing, emergent KM practices that effectively coordinated various human and physical resources and contextual information in this chaotic situation. Finally we discuss the implications for future KM practices, by considering in particularly the institutional aspects of information and communication technologies in KM practices.

Emerging digital technologies play a key role in the development of enterprises. Their uses demand a transition on the part of knowledge workers, however. Web 2.0 is an emerging communication technology that supports collaborative knowledge sharing in corporate learning paradigms, changing tailor-made, expensive and high learning curve digital systems to simple but well-accepted ones . These platforms revolutionise how participants share, communicate and create knowledge in a corporate setting . The use of Web 2.0 to support Knowledge Sharing (KS) has been extensively investigated . Studies that use a task-technology fit model on systems such as decision support [6] and eLearning demonstrate that a good fit between tasks and digital technologies is able to improve performance of knowledge workers. This research reports the outcomes on the fit between task categorization and knowledge sharing systems. The task categories and Web 2.0 functions used in knowledge sharing practices were consistent. The outcomes highlighted that intuitive design, ease of use and a low learning curve were able to elicit both tacit and explicit organizational knowledge. Text analysis demonstrated that new knowledge was created, exchanged and shared. The study concluded that knowledge sharing activity and the fit between Web 2.0 functions and task categories were consistent and significant.

Studies on knowledge management have generated an awareness that it is fundamentally important for small-and medium-sized enterprises (SMEs) to be able to exploit sources of knowledge outside the firm by means of external relationships, but this understanding has not been followed up by an adequate theoretical and empirical research effort to analyse the role of relationships in an SME's knowledge management processes. The present contribution first sketches this gap on the grounds of the available literature reviews. Then it proposes a frameworkfocusing the concept of absorptive capacitywith a view to filling this theoretical gap. Finally, based on the proposed framework, two specific topics of considerable importance to SMEs are discussed: (i) how capabilities are developed in the start-up phase of a new venture; and (ii) knowledge processes in geographical clusters.

Purpose– This paper proposes a knowledge-exchange framework for value co-creation in franchise network.Design/methodology/approach– This conceptual study integrates literature on franchising, knowledge based view of the firm, absorptive capacity, and service dominant logic to propose a theoretical framework for value co-creation in franchising using knowledge as an operant resource.Findings– The proposed framework suggests that in a franchise network value is co-created by three key actors – franchisor, franchisees, and the customers; the operant resource these key actors bring to the value creation process is knowledge; and the absorptive capacity of principal actors and the appropriation hazard affect the flow and sharing of knowledge.Research limitations/implications– The authors hope that the proposed knowledge exchange framework for value co-creation in franchise networks provides an impetus for future research in this critical aspect of franchising – i.e. viewing knowledge as ...

Knowledge is the most important resource needed for project management. The aim of this article is to present a full, consistent model of project knowledge management. There are two basic types of project knowledge: microknowledge, needed for performing a single task (or its part), and macro-knowledge (in other words, all the knowledge possessed by people from a given organizational level). Project knowledge is managed at four distinct levels: individual, project, organization, and global. The article describes the micro-knowledge life cycle and macro-knowledge life cycles from each organizational level, as well as the processes of vertical knowledge flow between organizational levels.

In the era of global software engineering (GSE), where development teams are distributed across diverse geographic, cultural, and linguistic boundaries, effective knowledge management (KM) is essential to ensure project success and maintain productivity. However, GSE presents unique challenges for KM, including issues with time-zone synchronization, cultural misunderstandings, and difficulty in transferring tacit knowledge across remote teams. This paper explores these challenges and examines existing KM models in the context of GSE, identifying critical gaps where traditional approaches fall short in distributed environments. We propose an enhanced framework tailored for GSE, integrating agile practices, standardized documentation protocols, and a combination of synchronous and asynchronous collaboration tools. By addressing the specific needs of globally distributed software teams, this framework aims to improve knowledge flow, reduce information silos, and facilitate smoother collaboration across borders. Our findings suggest that when applied systematically, these KM strategies can significantly enhance efficiency and cohesion within distributed software projects, ultimately contributing to more consistent project outcomes in global software engineering.

Many organizations employ distributed teams for development of enterprise information systems. The trend of distributed teams or Global Software Engineering (GSE) has been on the rise for the last decade or so. Improved resource allocation, cost savings and learning of best practices are some of the benefits that cause this increase. When dealing with distributed teams these organizations face several project management challenges such as communication and coordination issues, cultural differences, knowledge management. Lack of knowledge sharing is one of the most critical issue that needs to be addressed. It is difficult to ensure availability of right knowledge at the right time to the right person. The knowledge needs to be shared across the organization but limitations of knowledge sharing tools or dispersed knowledge sharing media makes it more challenging to share knowledge. In addition, lack of tool support for knowledge sharing further aggravates the problem. This paper presents a unified knowledge sharing framework to facilitate knowledge management in global software engineering environment. The framework aims to mitigate the shortcomings of knowledge sharing tools and dispersed availability of knowledge sharing media by providing communication, collaboration, organizational memory and project management aspects on one platform. The proposed framework is based on the existing knowledge sharing frameworks and will be validated using the criteria formulated on the set of activities which are required or beneficial for knowledge sharing.

's research focuses on the social and organisational processes that shape the processes of sharing practical and codified knowledge. He is currently using this angle to examine the 'transfer' of management and operations concepts from developing to highly industrialised economies in commodity industries.

Purpose-In an interconnected world, projects span boundaries bringing together multiple organizations that enable cross-boundary teams to contribute their collective knowledge assets. Herein lies the theoretical and managerial challenge; to date no-one has identified the ''knowledge boundaries'' of projects. This means knowledge resources may be duplicated or ineffectively managed, impacting on project and organizational success. This paper seeks to demonstrate how ''knowledge boundaries'' can be identified and to illustrate how knowledge can be more effectively and efficiently used by cross-boundary projects. Design/methodology/approach-The research question: ''How can the knowledge boundaries of networked projects be identified?'' was addressed through a set of case studies spanning the Ministry of Defence (MOD)/Defence-Industry boundary. Individual and shared knowledge assets, and the interrelationships between them, were identified via parallel coding of interview data and the analysis of the survey results. The knowledge boundary of the networked project was therefore determined and its interconnections and managerial implications unraveled. Findings-Knowledge boundaries, as opposed to project or organizational boundaries, define the self-sustaining knowledge core required by a project to access and use all the complementary and interconnecting knowledge it needs. Project knowledge is a linked, interdependent typology that spans boundaries; it must either be managed across boundaries, or all the organizations involved must invest over the odds to maintain it. Project team members need differently shaped knowledge but with enough overlap to communicate effectively thus linking knowledge together. Originality/value-The paper introduces the ''knowledge boundary'' concept to define the self-sustaining knowledge core a project requires to access, and use, all the knowledge it needs. Projects that understand their knowledge boundaries can use knowledge far more efficiently and effectively than those that do not.

Knowledge management models are outlined, which make it possible to effectively manage knowledge in the organization and improve its performance. The elements of the knowledge management system at the enterprise are defined. Methods of assessing employees' knowledge are described. It was established that the concept of knowledge management at the enterprise is a system that helps to effectively manage knowledge in the organization in order to increase its efficiency and obtain a competitive advantage. The main elements for implementing the concept of knowledge management at the enterprise are described. Generalized the main strategies of knowledge management of the enterprise. The structure of the company's knowledge management system and its main components have been determined. The main technologies of knowledge management at the enterprise and components of corporate knowledge management systems are outlined.

In terms of the organization, the human capital theory and human resource management raises a number of issues, namely: human capital issues (they relate to attracting, maintaining, developing and rewarding human resources in order to create and maintain a skilled, dedicated and motivated personnel); issues related to the structural capital (with reference to the size and development of organizational structures that stimulate the processes of creating, capturing and sizing of knowledge); issues of organizational capital(those related to knowledge management). Therefore, organizational context, several questions arise: What knowledge do we have? What knowledge do we need now and in the future? How can we create an environment and a culture that encourages individual and organizational learning? How can we do so that both explicit and tacit knowledge to be captured stored and used judiciously? This paper focuses on human capital theory, but there will also be raised concepts associated to the human resources and knowledge management. Therefore, in this paper we try to identify ways in which human resources (HR) specialists can support the KM strategy to drive value within organisation, by revising the practices in order to ensure the knowledge focus.

Knowledge has been utilized as a leverage by many businesses organization In the Era of Knowledge economy, as it is considered scarce, valuable and cognitive asset. Accordingly, managing that knowledge is considered a fundamental challenge for business managers to obtain the greatest value from it because of its profound impact on employees, business processes, and products, as well as to give organizations a sustainable competitive advantage in light of the hyper competition between businesses. This study aims to integrate cloud computing services within the life cycle of knowledge management, with the aim of benefiting from the cloud computing services model (IaaS, PaaS, SaaS) as a breaking-through technological infrastructure to support the four processes of knowledge management (discovery, capture, sharing, application). It is expected that the proposed framework will serve as a reference for employees in knowledge economy organizations to infuse cloud computing services within the processes of creating, possessing, transferring and applying knowledge, which will have a fundamental impact on management practices in the areas of planning, problem-solving, decision-making and policymaking.

"Knowledge management (KM) system" is a phrase that is used to describe the creation of knowledge repositories, improvement of knowledge access and sharing as well as communication through collaboration, enhancing the knowledge environment and managing knowledge as an asset for an organization. In this paper, we analyze the KM concept, system and architecture; then we propose a framework of KM system implementation in collaborative environment for Higher Learning Institutions (HLI). We also discuss various issues involved in this field that will help organizations to increase productivity and quality as well as to achieve return on investment (ROI). Issues that are highlighted in this paper include how best to acquire and disseminate knowledge; how to determine the best way for approaching and acquiring knowledge effectively including motivating people to share and access knowledge through the system; how to determine metrics for evaluating KM efficiency; how to identify how people create, communicate and use knowledge; and how to create more inclusive and integrated KMS software packages.

Knowledge is recognized as the most important asset of companies and other organizations. However, the potentials of this commodity have not been fully utilized in line with the growing needs of the k-economy. Knowledge resides in an individual's mind and brain in addition to the explicit knowledge distributed all over the organizations. The need to move towards knowledge management is inevitable and not an option anymore. It is crucial for organizations to be able to tap and map the knowledge within their organizations and this call for the process of defining the knowledge flows and how it could affect the whole range of activities involved in the business and administrative transactions as the basis from which knowledge mapping can be conducted. Knowledge Mapping processes require a team specifically responsible in conducting the mapping procedures. It can be carried out through the whole spectrum of identifying the organizational objectives, addressing the establishment of t...

The need for developing countries to empower themselves through knowledge management cannot be underestimated. Knowledge utilization is the process where the benefits of knowledge management systems (KMS) are actually realized. This study investigated the effects of knowledge quality, system level, system form, service quality, management support, knowledge trust and rewards policy on knowledge utilization behavior, and the benefits of knowledge utilization from a repository KMS in an Omani organization. Findings suggested that determinants of knowledge utilization were not related to system technical characteristics or information technology service quality; they were related to knowledge quality, management support, knowledge trust, and rewards policy. Results also suggested that knowledge utilization results in individual benefits. Findings implied to practitioners that the development of high-level KMS does not guarantee their success. Organizations need to establish a knowledge-oriented culture and develop standards that ensure high knowledge quality to promote KMS and knowledge utilization behavior.

The objective of this research is to outline the critical factors to knowledge workers' adoption of "public-good" Interorganizational knowledge sharing systems (IOKSS). Public-good IOKSS is one that is open to all firms in a specific sector. Publicgood IOKSS is valuable and critical for effective social and economic development of any sector, especially knowledge-based sectors. However, the deployment of inter-organizational knowledge networks and collaborations may incur costs, challenges and risks to organizations and their individuals. To deploy a sustained inter-organizational electronic knowledge sharing, these obstacles must be overcome. Prior knowledge sharing research has mostly focused on the within-firm context. Prior research on inter-organizational systems (IOS) has focused on organizational adoption, and most empirical studies have mainly focused on supply-chain organizations, those that are vertically-linked. Based on KM and IOS literature, the critical factors to knowledge workers' adoption of public good IOKSS can be related to individual factors, their relationships with peers, the organization, the proposed IOKSS system, and the sector.

This study investigated the motivators knowledge workers employ when sharing knowledge though enterprise social media (ESM) in a telecommunications context. A questionnaire was distributed among knowledge workers in one of the leading telecommunication companies in the Sultanate of Oman. Based on the Structural Equation Modelling-Partial Least Squares (SEM-PLS) analysis of 100 responses from knowledge workers, results showed that technological motivators had significant effects on knowledge workers’ knowledge sharing through ESM. Further analysis based on the knowledge type indicated that technological motivators and organizational motivators significantly impact knowledge workers’ tacit knowledge sharing, whereas only technological motivators impact knowledge workers’ explicit knowledge sharing. This study provides decision makers with useful insights on the motivators of sharing knowledge through ESM and further advances knowledge workers’ learning and business operations, especia...

Learning organizations create a phenomenal amount of scholarly knowledge as part of their academic discourse and research activities. This scholarly knowledge must be preserved and made accessible to other members. The absence of tools and strategies to facilitate the storage and accessibility of knowledge and information resources poses lots of challenges for the growth of learning organizations, particularly, learning organizations in Ghana. This study, therefore, sought to assess the deployment of knowledge repositories in learning organizations toward effective knowledge creation, use, sharing, retention, and retrieval. The study employed the triangulation design and online survey research. The triangulation helped in the collection of quantitative data followed by qualitative instruments (interviews) to find answers to pertinent questions and issues that were insufficiently addressed in the questionnaire responses. Nine (9) learning organizations in Ghana participated in this study. The study established that knowledge repositories and technology played critical roles in managing knowledge in learning organizations. However, the knowledge repositories were not user-friendly and fully utilized or accessible for knowledge management practices at the learning organizations. Also, the absence of fully integrated ICT Tools and Infrastructure inhibited the effective promotion of knowledge management initiatives at the learning organizations. The study concludes by developing a knowledge repository architecture for knowledge management in learning organizations.

Knowledge is universally considered to be a public good and something that should be developed and supported. The information explosion and enabling technologies (such as the Internet and cellular technologies) of the past decade has firmly established the Age of Knowledge. Knowledge has normative value that extends far beyond a single discipline and the Age of Knowledge has resulted in a paradigm shift with regard to the way in which knowledge is generated, applied and stored. As the custodians of knowledge, universities should pay particular attention to the management of knowledge as they take the lead not only in generating new knowledge, but also in converting new and existing knowledge into innovative ideas, products and practices that benefit society at large. Knowledge should, for this reason, be strategically managed to be of value to universities. It is thus imperative that universities should ascertain the nature and extent of their knowledge resources and pay special att...

In an increasingly knowledge-based global economy, social capital and knowledge sharing, particularly amongst small business, have become critical sources of competitive advantage, but how can such knowledge sharing be enabled? The objective of this research was to explore the effect of knowledge sharing enablers on knowledge sharing in female small business networks. This research addresses the call for research into the antecedents of social capital. Specifically, Trust, Social Identity, Social Media Usage and Shared Goals were included in the conceptual model for the study. Together these social capital enablers were found to be significant predictors of knowledge sharing behaviour although unique contributions varied. The research contributes to the growing body of literature on the dimensions of social capital and how they affect knowledge management, and is of use to practitioners involved in supporting female entrepreneurial networks.

The last years have born witness to immense shifts in the workplace environment; the way people work, their work expectations and work engagement have been modified by both internal and external factors. Distant or hybrid work is no longer a novelty. With increasing remote work becoming a norm, the need for knowledge management (KM) is more evident than ever before. In an era of digitalisation, information technology, social networking and artificial intelligence (AI) software, where the active workforce and knowledge capital of an organization is comprised by four different generations (Baby Boomers, Generation X, Millennials and Generation Z) the organizational memory and intellectual capacity have to be readdressed. Sustaining a long-term, competitive advantage entails, after all, knowledge management efficacy. How KM processes (knowledge creation, sharing/transfer, acquisition, storage/retrieval and application) are administered and organised is important. For the above reasons,...

Recently, both in academic and business domains, "Knowledge" or/and "Learning" in organizations have been focused on. A lot of psychologist or sociologist have suggested that researcher and practitioner should assume that knowledge is dynamic, is not static when they study about knowledge. However in Management researches, knowledge has been tended to consider it static, such as concepts of "Intellectual Asset" or "Intellectual Capital". And also there are few empirical studies about knowledge in organizations. We attempted to survey from the point of view that was knowledge as a serial utilized activity in real work context, not as an amount of storage. 308 Japanese companies attended. In this paper, we report about knowledge acquisition behaviors in problem solving, and a state of important knowledge in organizations. Former, it was found that workers accessed and used some information sources properly according to situation in order to solv...

This study aims at revising the history of knowledge management in service design organizations to discover what sources, technologies, tools, and users have been used and how knowledge management may thus help to improve consultants’ performance. Also, this study sheds light on the importance of decomposing knowledge (knowledge-leveling being said in this article) before tackling knowledge management. Moreover, this study provides a real case study investigation of knowledge management in a service design organization. Through this investigation, the authors propose their knowledge-leveling classification model and how knowledge management activities satisfy each class. Thus, the authors showcase the essentiality of knowledge leveling in knowledge management.

This research study aims to link the study of Knowledge Creation through Quality Management Practices by using one of the four hypotheses proposed by Linderman, Schroeder, Zaheer, Liedtke, Choo 's model and validating the model by its application to the UAE hospitality sector. The purpose of this paper is to emphasize the achievement of organizational excellence due to the augmented integration of quality management practices viz continual improvement practices with knowledge creation. Several quality thought leaders have considered the role of knowledge in quality management practices. For example, Deming proposed The Deming System of Profound Knowledge™ that dealt explicitly with knowledge. However, various authors in the quality field diverge considerably when contemplating knowledge. Therefore, they propose an integrated view of quality and knowledge using Nonaka's theory of knowledge creation. This integrated view helps illuminate how quality practices can lead to knowledge creation and retention.

The development of systemic support for knowledge management is a major mechanism for establishing knowledge practice. Information technologies that contribute to knowledge management solutions, such as KMS, improve the enterprise's business intelligence and its collaboration capabilities. A knowledge management system will be a powerful tool to increase team effectiveness and efficiency inside organizations or their extended environment. The acceptance by knowledge users determines the success or failure of a knowledge system.