The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Knowledge Sharing Practices: Analysis of a Global Scandinavian Consulting Company  pp109-116

Aurelie Arntzen Bechina, Thommy Bommen

© May 2007 Volume 4 Issue 2, ICICKM 2005, Editor: Charles Despres, pp91 - 216

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Abstract

In a knowledge economy landscape, successful global consulting firms are the ones putting focus on effectively and efficiently organising and managing the highly distributed diversified knowledge in the organisation. In order to sustain their competitive advantage, knowledge‑companies need to harness knowledge and to analyse knowledge sharing mechanisms and learning in the whole organisation. Knowledge sharing in global firms is a not only a cross‑department process but it should also take place within the same department. It is well recognised that the knowledge sharing mechanism is a highly complex process to put in place and to promote in the organisation. The primary goal of our research is to empirically investigate knowledge sharing and learning mechanisms within a global consulting company. The phenomenology discipline has guided our research methodology because it is the most appropriate approach for coping with the social complexity of management and business. Our research approach intends to make social sense from the knowledge sharing practices and observations conducted in order to understand how and what is shared.

 

Keywords: Knowledge sharing, learning organisation, phenomenology, information communication technology, culture, empirical knowledge sharing investigation

 

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Journal Article

The Dissemination and Adoption of Knowledge Management Practices Behavioural Model  pp131-142

Raul M. Abril

© May 2007 Volume 5 Issue 2, ICICKM 2006, Editor: Dan Remenyi, pp131 - 254

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Abstract

Moving a global consulting organisation from an attitude based on individuals' "knowledge is power" to the advocated principles of knowledge sharing is a challenge that requires facilitation. This paper studies a real global consulting organisation that recognised that important firm resources like processes, technology and capital were not enough in order to drive the required attitudinal change. Details are presented about the lessons learned from a couple of unsuccessful past knowledge management programs and from a successful implementation of a knowledge enablement program involving agents as facilitators of attitudinal change. Some of the lessons learned were that (i) action research components were of help harvesting knowledge assets from tacit knowledge, (ii) perceived value moderates the motivation of associates to participate in the knowledge enablement program, and (iii) knowledge practice owners should perform their agentic task as consultants. A topic for discussion is if the prior knowledge of knowledge practice owners on a given knowledge domain is a requirement to facilitate an attitudinal change.

 

Keywords: driving attitudinal change, knowledge practice owners, ethnography, knowledge enablement, global consulting organisation, action research

 

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Journal Article

Assessing Success Factors of Knowledge Management Initiatives of Academic Institutions — a Case of an Indian Business School  pp273-282

Bhaskar Basu, Kalyan Sengupta

© Aug 2007 Volume 5 Issue 3, Editor: Charles Despres, pp257 - 347

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Abstract

Effective knowledge management is considered to play an increasingly important role in creating competitive advantage. Knowledge is becoming a driving force for organisational change and wealth creation. As a result, organisations are at varying stages of planning and implementing knowledge‑based strategies in efforts to improve their competitiveness, productivity, organisational effectiveness and customer service. However, KM initiatives are both expensive and risky propositions. Financial resources put a ceiling on what can be expended on knowledge activities. There is a huge demand for skilled managers in the global economy, including India. This necessitates a re‑look at knowledge management initiatives in business schools, which can be considered to be knowledge intensive organisations. This paper is a result of an exploratory study that tries to explain the factors influencing the success of knowledge management initiatives in a business school to distinguish itself in the academic market place. A generalised model has been constructed highlighting possible antecedents and consequences of a business school in its quest for becoming a learning organisation. This model is then applied in a reputed business school in India as a test case.

 

Keywords: Knowledge management, organisation learning, business school, academic capitalism

 

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Journal Article

Education of Employees in Organisations Operating in Slovakia  pp210-220

Dagmar Caganova, Milos Cambal, Katarina Stachova, Zdenko Stacho

© Jul 2014 Volume 12 Issue 4, ECIC 2014, Editor: Dagmar Caganova, pp187 - 272

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Abstract

Abstract: Education of people is among the basic goals as well as outcomes of modern society. It is conditioned by the current demanding and turbulent environment requiring constant improvement, enhancement, adaptation and development of the level of edu cation. It means that education needs to be permanent, reflecting all current needs resulting from the reality of changes. Education of employees can be characterised as a permanent process in which adaptation and changes of work behaviour, level of knowl edge, skills and motivation of employees of an organisation by means of learning on the grounds of using various methods occurs. It results in reducing the difference between the current competence of employees and requirements posed on them. The objectiv e of the article is to characterise the level of the focus of organisations operating in Slovakia on continuing education and development of employees. This article aims at presenting the results of research conducted in 2012 at the School of Economics an d Management in Public Administration in Bratislava and at the Institute of Industrial Engineeering and Management, the Faculty of Materials Science and Technology in Trnava. The set of respondents comprised 340 randomly selected organisations operating i n Slovakia. The key condition posed on them was the size of at least 50 employees. The analysis was used for information collected from literary sources or questionnaires. All the knowledge was dealt with in smaller parts in order to enable a more detaile d focus. As to statistical methods, distribution characteristics were used to express the median. Most of the collected values were expressed in % upon the results summarisation. The methods of induction and deduction were used in the article upon derivin g the conclusions. The method of comparison was used upon the evaluation of the present state, comparing organisations paying sufficient attention to human resources management and organisations not dealing with it at all. To evaluate the data, the SPSS 1 9 statistical programme and MS Excel 2007 were used. However, the research showed that only 9 % of respondents are heading towards the learning organisation successfully, i.e. 8 % of organisations apply the approach of targeted educational concept, and 1 % of organisations declared their approach to education to be the learning organisation concept. Unfortunately, more than 60 % of respondents are at the very beginning in the sphere of education, as they only restrict their educational activities to compu lsory trainings enforced by legal regulations and to unscheduled courses.

 

Keywords: Keywords: Education of employees, development of employees, learning organisation, human resources management, organisations operating in Slovakia

 

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Journal Article

Knowledge Management and Sharing in Local Government: A Social Identity Theory Perspective  pp131-142

Nico Schutte, Nicolene Barkhuizen

© Aug 2015 Volume 13 Issue 2, Editor: Ken Grant, pp101 - 171

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Abstract

Abstract: Service sectors, like local governments, offer various services to assist and develop communities and, as such, society at large. Therefore the interaction between people, knowledge, and technology play a vital role in attaining high service qua lity, economic development, and growth. Knowledge management (KM) techniques and tools can be applied in local government systems to improve service delivery and create service excellence. In addition a social identity theory perspective could give an i ndication of how local government officials categorise themselves in their social environment and as a salient group influence KM management and ‑sharing. The main objective of this paper was to investigate the extent to which social identity theory influ ences knowledge management and sharing in a South African local government institution. Semi‑structured interviews and focus groups were used to obtain data from 22 government officials. The findings highlight some of the issues interlinking KM with self‑ categorisation, group identity, and local government service delivery improvement, giving a framework for adopting KM in local government.

 

Keywords: Keywords: Knowledge management, social identity theory, knowledge sharing, learning organisation, public service, organisational effectiveness

 

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Journal Article

Reframing the Knowledge Debate, with a little help from the Greeks  pp33-38

Hilary Kane

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

Knowledge is a topic that covers many disciplines with writers attempting to formulate an understanding of it and its relevance to their field. Philosophical frameworks may offer a way to gain a deeper appreciation of its relevance to management and organisations, looking in particular at Socrates, Plato and Aristotle.

 

Keywords: philosophy, management, knowledge, organisations

 

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Journal Article

Management Consultancies and Technology Consultancies in a Converging Market: A Knowledge Management Perspective  pp39-52

Jason Kirk, Ana Vasconcelos

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

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Abstract

This paper looks into the consultancy processes and professional practices of management consultants and of technology consultants from a knowledge management perspective. The process of consultancy in both cases was characterised by the following categories drawn from the analysis of interviews: boundaries, actors, process and information. The findings for each type of consultancy were synthesized into two different narratives. Considerable differences in the way they operate were identified in terms of: the definition of the context of the problem and risk assessment; negotiation through the client system and the use of language and vocabulary in the consultancy process, leading to the development of different professional discourses and different approaches to the facilitation of organisational learning

 

Keywords: Consultancy processes knowledge transfer organisational learning professional discourses power Grounded Theory narratives

 

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Journal Article

Knowledge Management Development Challenges of Transition Economy Organisations Representing Different Value Creation Models  pp157-166

Tiit Elenurm

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

This paper addresses knowledge management assumptions and development visions in the following types of organisations: organic product‑focused and organic service‑focused organisations, mechanistic bureaucratic and mechanistic product‑focused organisations that represent different models of value creation. These types of organisations are identified and examined in relation to the changing knowledge management context of the transition economy in Estonia. Knowledge management priorities assessed by representatives of 95 organisations are then discussed in the qualitative research and learning framework.

 

Keywords: knowledge management, value creation, know-how, know-why, transition economy, learning organisation

 

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