The Electronic Journal of Knowledge Management publishes perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

Sharing Knowledge in the Organisation: a Retrospective Analysis and an Empirical Study  pp229-242

Haris Papoutsakis

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

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Abstract

Knowledge has long ago been recognised as an important asset for sustaining competitive advantage. Recently, the use of information technologies for knowledge‑sharing within an organisation is identified as an important tool for managing organisational knowledge in order to improve business performance. This paper starts with a retrospective analysis of the basic theories that during the course of the 20 century, gave birth to the Knowledge‑based Theory of the Firm. Then it focuses on Knowledge Sharing within the organisation, and the Knowledge Sharing Networks that facilitate this complicated task. Through an empirical study, it evaluates the role and the level of contribution of Information Technology functions and infrastructure among knowledge‑sharing groups, for their relationship and the organisation's performance. Finally, building upon both the theoretical analysis and the empirical results, the paper concludes with guidelines that help management to overcome existing barriers and at the same time, make Knowledge Sharing Networks the backbone of their knowledge‑sharing infrastructure.

 

Keywords: organisational knowledge, knowledge sharing networks, information technology, organisational performance

 

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Journal Article

Measuring the Effects of Knowledge Management Practices  pp161-170

Geoff Turner, Clemente Minonne

© Apr 2010 Volume 8 Issue 1, Editor: Ettore Bolisani, Enrico Scarso, pp1 - 180

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Abstract

Successful managers focus their attention on factors that are critical in establishing and maintaining an organisation's competitive edge. The knowledge and skill of employees is one of those factors and it requires proactive management attention. Conceptually, this is achieved through Knowledge Management, a term that has existed in the mainstream of business lexicon for quite some time. Despite this, there is the conspicuous absence of a common understanding of the term that frustrates many managers. Studies have clearly established that there are three interdependent and complementary pillars that support the concept of Knowledge Management. These are Organisational Learning Management (OLM), Organisational Knowledge Management (OKM) and Intellectual Capital Management (ICM). OLM, which has so far dominated both academic and practitioner debate, concerns itself with the problem of capturing, organising and retrieving explicit knowledge, or information, and has led to the simplistic misconception that Knowledge Management only involves the capture, or downloading, of the content of employees' minds. ICM is dominated by those particularly interested in defining key performance indicators that will measure the impact and the benefits of applying knowledge management practices. If management requires measurement this is an essential task but it can only be undertaken once an organisation has clearly established the strategy‑structure‑process parameters to ensure it accesses, creates and embeds the knowledge that it needs...the OKM pillar of knowledge management. This paper looks more deeply at this pillar and in particular the lack of a general integrative approach to enhancing organisational performance in this key strategic area. It considers to what extent such an approach may help an organisation more effectively manage its most relevant source of competitive advantage. With a greater awareness of the various factors allied to the managing and leveraging of human oriented and system oriented knowledge assets, some proposals are put forward to assist in developing or redefining an organisation's intellectual capital reporting models in search of a planning, control and performance measurement system that accounts for the management of an organisation's intellectual assets.

 

Keywords: organisational learning management, organisational knowledge management, intellectual capital management, performance indicators, competitive advantage

 

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Journal Article

The Application of Knowledge Management in Enhancing the Performance of Malaysian Universities  pp301-313

Mohd Ghazali Mohayidin, Nor Azirawani, Man Norfaryanti Kamaruddin, Mar Idawati

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

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Abstract

The government's aspirations of making Malaysia a leading international educational centre in the Asian Region has put a strong pressure on local universities to improve the quality of education they offer. One of the major steps that has been identified by the government to achieve this goal is to enhance the performance of local universities through the application and implementation of an excellent knowledge management (KM) system. An effective KM system requires every academician to practice appropriate management of knowledge in his or her teaching and learning activities, which includes, generating, acquiring, storing and disseminating knowledge effectively to users of knowledge, especially students. A study by the Centre for Academic Development (CADe) of Universiti Putra Malaysia in 2005 found that the level of knowledge management practices in Malaysian universities was merely moderate; and to meet the national aspirations, KM practices need to be developed further from various aspects of structure, facilities and culture among the academic players. The objective of this study is to evaluate the level of practice among the academicians and to determine factors contributing to the effectiveness of knowledge management practices at individual, faculty and university level. Eight local universities, both public and private participated in the study. Factor Analysis was used to determine factors affecting the practices of knowledge management while Multiple Regression Analysis was used to analyse and determine the importance of various variables that will add value, thus improve the performance of Malaysian universities. The results indicate that info‑structure support; infrastructure capacity; info‑culture; and knowledge acquisition, generation, storage and dissemination; are important factors in shaping the KM initiatives. Info‑ structure is found to be the most significant variable. This is consistent with other studies, which confirm that people and cultural issues are the most difficult problems to resolve, but tend to produce the greatest benefits.

 

Keywords: Organisational knowledge, knowledge management practices, infrastructure, info-structure, info-culture

 

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Journal Article

Unitas: Towards a Holistic Understanding of Knowledge in Organisations … A Case Based Analysis  pp143-155

Dr. Rebecca Purcell, Dr. Jamie OBrien

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

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Abstract

The aim of the paper is to present a holistic framework of knowledge in organizations. The language of duality and opposites dominates much of the knowledge based literature, whereby knowledge and knowing in organizations are framed as an either/ or dis cussion (Schultze and Stabell, 2004). This paper questions the usefulness of continued proliferation of such an approach, given the maturing nature of the field of knowledge management, and the ever increasing implementation of knowledge management acti vities by firms. The paper calls for a more unified interpretation of knowledge in organisations, which reflects the reality of the complex nature of knowledge and knowledge across the multiple levels of the firm. Hence the paper seeks to make a contribu tion by carrying out a multi case study of knowledge and knowing in organisations at multiple levels of analysis (that is at the individual, group and organizational level), with a view to supporting a unified framework on knowledge in organisations. Th e resulting framework is titled, Unitas, a conceptual framework on knowledge in organisations. The research was carried out in four case firms, across two industries, these beingmedical devices and pharmaceuticals. Fifty nine interviews were conducted, in tandem with documentation analysis, and observations. The resulting findings were analyzed using an interpretivist position. The paper concludes that multiple perspectives on organisational knowledge and knowledge activity are evident in the case organis ations at three main levels of analysis, namely the individual, group and organizational levels. The Unitas framework presents four knowledge positions which are all concurrently active in organizations. The main contribution of the Unitas framework on or ganisational knowledge is that it provides a holistic interpretation of knowledge and knowing activity in organizations.

 

Keywords: Organisational Knowledge, Knowledge Based View: Knowledge Strategy, Knowledge Framework, Case Analysis

 

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