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Saving IT's Soul: Human-Centered Information Management
Abstract
Argues that, unless information technology managers pay attention to how people share information, advanced technological systems cannot achieve their full potential. Outlines how organizations can rebuild their information cultures, integrating human flexibility and disorder into information systems and changing employee behavior. (JOW)
... A pesquisa qualitativa e empírico descritiva, aqui apresentada, se apoiou na revisão de literatura e no estudo de caso enquanto métodos científicos, com objetivo de conceber um arcabouço teórico sobre a gestão do conhecimento e sua aplicabilidade na gestão estratégica em campi avançados de uma universidade federal pública brasileira. Sabe-se que a gestão do conhecimento abrange um conjunto de modelos teóricos, dentre eles o ciclo KM proposto pelo modelo de Davenport (1994) com a proposta de criar, disseminar e utilizar o conhecimento como fator e³ -Revista de Economia, Empresas e Empreendedores na CPLP | V10N02 estratégico para as organizações. As etapas do estudo podem observadas na tabela 1. Onde a captura ocorreu através da análise de documentos e entrevistas para identificação do problema, o compartilhamento do conhecimento foi feito através da contextualização de conteúdo utilizando comunidades práticas e por fim a aplicação por meio da prototipação de uma solução de gestão da informação e conhecimento. ...
... Assim, a gestão do conhecimento reflete no conjunto de tecnologias e processos cujo objetivo é apoiar a criação, a transferência e a aplicação do conhecimento nas organizações (Alavi e Leidner, 2001). Dessa forma, Davenport (1994) propõe um Ciclo Integrado de Gestão do Conhecimento que pode ser visto na figura 1. Suas etapas envolvem três pilares que serão brevemente abordados a seguir. ...
... Fonte: Davenport (1994) O conceito de Ciclo Integrado do Conhecimento é uma abordagem estratégica que visa otimizar a gestão e a utilização do conhecimento dentro de uma organização. Esse ciclo engloba a coleta, a organização, a análise, a disseminação e a aplicação do conhecimento de forma contínua e integrada em todos os níveis da empresa. ...
The present study reports the experience of applying knowledge management techniques and tools, improving the effectiveness of processes and sharing information in an organizational context specific to the academic area. To achieve this, the three phases of the knowledge management cycle were adopted: capturing, sharing and applying knowledge. The research followed a qualitative and descriptive methodological approach, resulting in the creation of an effective knowledge management solution for the advanced campuses of a Brazilian federal university. This solution has the potential to contribute to the effectiveness and dynamics of teamwork. The results highlight the contribution of research to providing more efficient management of academic activities in these fields, especially with regard to the standardization of reports through an information system.
... Knowledge management (KM) is more complex than IM; it is comprised of strategic, marketing, and human components (Petrov et al., 2020). KM is defined as a systematic process of acquiring, sharing, and effectively using knowledge (Davenport, 1994;Mahdi et al., 2019); knowledge sharing is the most researched topic in KM (Edwards, 2022). KM includes transforming data into knowledge or valuable information for a company's advancement (Koehler et al., 2019) as well as optimizing its organizational knowledge in order to achieve predetermined goals, such as increasing innovation and efficiency in project delivery (Chen et al., 2023). ...
... This process was accelerated by the COVID-19 pandemic, which affected consumer behavior; that is, the increased use of digital platforms and digital commerce by customers (Dwivedi et al., 2020). Similar to EO, IS is strongly associated with human activities (Avgerou & McGrath, 2007;Davenport, 1994) as well as the management of an organization (Davis, 2000;Parent, 2020). ...
Entrepreneurship is one of the most common strategies that are followed by companies. In parallel, each company needs to effectively manage information and knowledge to successfully implement its strategy. Thus, this study focuses on the points where knowledge, information, and entrepreneurial management meet, with special attention paid to the relationship between information management (IM) and knowledge management (KM) as well as their mediating roles in shaping firm performance. This study aims to identify the role of information management (IM) and knowledge management (KM) in shaping performance in entrepreneurial firms. Moreover, the study aims to examine the causal relationship between IM and KM. Our sample consisted of 150 small and medium-sized firms that manufacture furniture in Poland. This is a mix-method study; it uses structural equi-
tation modeling (SEM), fuzzy-set qualitative comparative analysis (fsQCA), and interview-based qualitative analysis to examine the associations among entrepreneurial orientation (EO), IM, KM, and firm performance. In
particular, three types of outcomes are analyzed; namely, firm competitiveness (FC), firm growth (FG), and financial performance (FP). The results unveiled the impact of IM on KM; the findings also showed the positive role of EO in shaping IM and KM as well as firm performance. In general, IM and KM impact firm performance;
however, their individual impacts depend on the performance type (when they interact, they constitute a sufficient condition for achieving a high level of performance regardless of the type). These findings contribute to the IM and KM literature as well as entrepreneurship and small business research.
... A literatura (McGARRY, 1999;DAVENPORT;PRUSAK, 1998) reconhece a dificuldade em conceituar informação e conhecimento, destacando que a epistemologia concentra esforços na tentativa de estabelecer o significado de informar e conhecer. ...
... A importância das pessoas no compartilhamento da informação e do conhecimento é salientada por Davenport (1994) em outro trabalho, quando diz que: -as organizações devem começar a pensar como as pessoas usam a informação, e não como usam os recursos tecnológicos; ...
A inserção em rede é determinante para o compartilhamento da informação e do conhecimento. Isto porque as redes são espaços valorizados para o compartilhamento da informação e para a construção do conhecimento. Neste artigo, são abordadas as relações entre informação, conhecimento, aprendizagem organizacional e inovação, assim como o entorno em que as redes sociais se realizam. Essas relações constituem o foco das ligações que se estabelecem nas redes. A interação entre os atores promove o compartilhamento da informação e do conhecimento, fomentando o desenvolvimento de inovações. Palavras-chave Redes sociais; Compartilhamento da informação e do conhecimento; Aprendizagem organizacional; Inovação. From social networks to innovation Abstract Being engaged in a network is the key element in sharing information and knowledge, since these networks are valuable spaces to attain those purposes. This article addresses the relationship among information, knowledge, organizational learning and innovation, as well as the way they are perceived and practiced. These relationships constitute the focus of the connections established in the networks. Therefore, the interaction among the actors promotes the sharing of information and knowledge, fostering the development of innovations. Keywords Social networks; Information and knowledge sharing; Organizational learning; Innovation.
... Although innovation and operating efficiently require creating, transferring, and applying knowledge (Alavi and Leidner 2001), successful knowledge documentation remains a challenge for organizations (Pereira et al. 2021;Aboelmaged 2018). While knowledge management systems support knowledge management activities (Alavi and Leidner 2001), the missing link to applying knowledge management relies on human actions and their behaviors (Davenport 1994;AlShamsi and Ajmal 2018). ...
... Knowledge management, as a core capability of many organizations and a capability that fosters digital innovation itself (Buck et al. 2021), has been subject to major innovations in the last decades, from manual storage of documents to automated gathering of information using artificial intelligence (Di Vaio et al. 2021;Kauschinger et al. 2021;Manesh et al. 2021). However, despite the innovations in knowledge management, there is a lack of utilizing and applying knowledge documentation in organizations (Davenport 1994;Aboelmaged 2018;Pereira et al. 2021). Costs of unsuccessful knowledge documentation are concurrent with loss of knowledge and competence, increased project costs and risks (Jennex and Bartczak 2013), and the repetition of errors (Ferenhof et al. 2016). ...
Although innovation and operating efficiently require creating, transferring, and applying knowledge, successful knowledge documentation remains a challenge for organizations. While knowledge management systems support knowledge management activities, the missing link to applying knowledge management relies on human actions and their behaviors. This dissertation extends prior design knowledge about designing Behavior Change Support Systems in the context of knowledge documentation by developing theory and showing practical implementation. Combining technical and psychological models within information systems frameworks based on the principles of abstraction, originality, justification, and benefit, this dissertation draws on design science to propose prescriptive knowledge, for example, in the form of design principles and a specific artifact.
... A classic definition of knowledge management is the process of capturing, distributing, and effectively using knowledge (Davenport, 1994;Koenig, 2018). Knowledge resources represent unique, rare, and non-imitable tacit knowledge with the ability to provide a competitive advantage when integrated into a knowledge management strategy. ...
Cybersecurity continues to be a major concern and presents significant challenges for businesses, governments, nonprofits, and individuals. Organizations are working diligently to mitigate threats to these entities while the rate of cybercrime continues to increase in sophistication and reach. Current models in cybersecurity are becoming increasingly ineffective against the velocity, agility, and persistence of cyber adversaries. This challenge presents an opportunity to consider concepts and methods in knowledge management to strategically evaluate and prioritize adversarial cyber threat activities. This research aims to explore a conceptual framework designed to provide cybersecurity professionals with new models for knowledge management to increase the effectiveness of the detection, mitigation, and attribution of these threats. This conceptual approach draws from the literature on knowledge management and cybersecurity to integrate key concepts into a new theoretical framework. This paper presents a new hybrid model for cybersecurity that integrates core concepts of the classic Nonaka and Takeuchi Knowledge Spiral and the National Institute of Standards and Technology (NIST) Cybersecurity Framework augmented with emerging artificial intelligence and machine learning technologies. The development of a hybrid cybersecurity model combined with proven knowledge management strategies for continual knowledge creation and innovation represents an integrative model designed to address emerging cybersecurity challenges.
... Hence, KM is crucial for maximizing the utilization of data and information sources to establish a suitable knowledge system. Knowledge management involves the collection, sharing, and efficient utilization of organizational knowledge (Davenport, 1994). Through a review of existing studies, Schacht and Maedche (2016) proposed an integrated KM process comprising five phases: knowledge acquisition, knowledge documentation, knowledge transfer, knowledge reuse, and knowledge protection (Figure 1). ...
Innovation in knowledge management is crucial for organizations to efficiently leverage their knowledge resources. Nevertheless, there remains a gap between the requirement for knowledge management innovation and its implementation in practice. The article explores the practice of knowledge management innovation in Vietnam through in-depth interviews with a small sample group from higher education institutions, hospitals, and banks. The findings indicate that knowledge management innovation is still lacking comprehensiveness in the organizations included in the study. Concurrently, the study delves into the motivations and directions guiding knowledge management innovation in these organizations.
... Various definitions have been introduced over time. In our opinion, the most relevant is when we represent KM as a process: "Knowledge Management is the process of capturing, distributing, and effectively using knowledge" (Davenport, 1998) (López-Quintero et al, 2018). ...
Knowledge is one of the key elements that, through its effective sharing and use, enables organizations to be more innovative, competitive, and sustainable.
It is imperative to adopt formal knowledge management initiative within the organization, based on a logical and conceptual framework for an efficient corporate learning approach.
Regarding this need, it was time to deal with the definition of a reference system for a practical and appropriate “Corporate Knowledge management Model”.
The “S2P Learning Model” was originally designed to translate a conceptual framework for understanding and describing any formal learning initiative. It consists of the definition of three essential and complementary layers, namely: Learning Strategy; Learning Platform; and Learning Processes. These three layers interact into a frame of relationship “Definition-Support-Adjustment”.
This model can be improved for the corporate context, as a framework to support the effectiveness of Organizational learning, according to a formal KM approach.
In this paper, we try to focus on the mode of adjustment of the “S2P Learning Model” within the organizational context, to convert it into the “S2P Knowledge Management Model”. Then, it will be constructed on the three following complementary layers: The Corporate KM Strategy; the Corporate KM Platform; and the Corporate KM Processes.
... The formal establishment of the term sustainability is relatively new. The official starting point for sustainable social, economic, and environmental development could be established with the installation of the Brundtland Commission in 1987, defined as meeting the needs of the present without compromising the ability of future generations to meet their own needs, followed by the adoption of the Sustainable Development Goals (SDGs) in 2015 [5,6], while the knowledge management paradigm appeared in the same year, becoming public at a conference in Boston by Davenport in 1993, defining it as the capture, distribution, and effective use of knowledge [40,41]. This leaves a short period of 34 years on average for the intersection of the sustainable elements with the theory for managing, while for the SDGs, just 9 years. ...
Early studies on sustainability establish social, economic, and environmental improvement as the ultimate goal worldwide. This is true for nations or companies with significant economic and technological resources that apply indicators, data, and methodologies to manage harmonious, sustainable development; however, little is known about the management, integration, and measurement of unified social, economic, and environmental dimensions to achieve sustainable actions for agriculture. Therefore, under a qualitative-quantitative approach combining the knowledge management paradigm, sustainability criteria, and the log-linear statistical test, this paper investigates actions for sustainability around planting–harvesting–first disposal of the coffee circuit based on the tacit-explicit traditional knowledge of 55 members of its productive ecosystem from Guerrero, Mexico. The results show a statistical integration between environmental, economic, and social data with 0.000 (p < 0.05); a partial association on its effects with 0.209, 0.068, and 0.000, respectively (p > 0.05); the creation of on-site banks, training and assistance, and a state network for exchanging experiences as the conjectural actions that can show effects with 0.002, while the remaining were over >0.05 (p > 0.05). Governments, organizations, and researchers could extrapolate the model for sustainable agriculture management in the coffee-growing regions and for other crops.
... Una noción teórica que permitirá comprender mejor esta idea de los conocimientos y habilidades necesarios de los servidores públicos en el proceso de implementación y operación del e-gobierno es la de gestión del conocimiento (GC), ya que un requerimiento fundamental para el éxito del egobierno que en parte contribuye a la perspectiva de las capacidades dinámicas de la organización y que favorece al proceso de identificar, organizar, almacenar y difundir el conocimiento y las habilidades requeridas dentro de una organización es esta noción de la GC. Para tener una mejor claridad de esta perspectiva teórica es importante partir por la definición clásica de gestión del conocimiento, la cual fue propuesta por Davenport (1994) quien explicaba que la gestión del conocimiento es el proceso de capturar, distribuir y utilizar eficazmente el conocimiento, por lo que, cuando el conocimiento no es fácilmente accesible dentro de una organización −y no lo es la mayoría de los casos en las organizaciones de la administración pública−, puede ser increíblemente costoso para esta, ya que se gasta tiempo valioso en la búsqueda de información relevante en lugar de completar las tareas centradas en los resultados. ...
Esta obra busca asimilar el origen del e-gobierno, pero también presenta una perspectiva técnica del funcionamiento de estas plataformas con la finalidad de implementar adecuadamente estas tecnologías. Intentando que los lectores puedan generar propuestas encaminadas a un e-gobierno exitoso, reduciendo el riesgo fracaso. Todo ello, entrelazando las prácticas de las ciencias administrativas para la implementación de las TIC en los procesos gubernamentales. Tomando en cuenta que, en estos procesos se requiere de ciertos factores que ayuden a minimizar el fracaso. Por ejemplo, la planificación estratégica; el uso de infraestructura tecnológica sólida y confiable; la creación de políticas que impulse la mejora y uso de las herramientas digitales, considerar el ambiente interno y externo de la organización en la implementación, las capacidades dinámicas, etc., lo cual, lleve a proporcionar servicios de e-gobierno integrados, eficientes y fáciles de usar. Finalmente, el conocimiento de todas estas nociones y fundamentos explicados son imprescindibles para elaborar estrategias y planes de acción sólidos para las iniciativas de e-gobierno.Esta obra busca asimilar el origen del e-gobierno, pero también presenta una perspectiva técnica del funcionamiento de estas plataformas con la finalidad de implementar adecuadamente estas tecnologías. Intentando que los lectores puedan generar propuestas encaminadas a un e-gobierno exitoso, reduciendo el riesgo fracaso. Todo ello, entrelazando las prácticas de las ciencias administrativas para la implementación de las TIC en los procesos gubernamentales. Tomando en cuenta que, en estos procesos se requiere de ciertos factores que ayuden a minimizar el fracaso. Por ejemplo, la planificación estratégica; el uso de infraestructura tecnológica sólida y confiable; la creación de políticas que impulse la mejora y uso de las herramientas digitales, considerar el ambiente interno y externo de la organización en la implementación, las capacidades dinámicas, etc., lo cual, lleve a proporcionar servicios de e-gobierno integrados, eficientes y fáciles de usar. Finalmente, el conocimiento de todas estas nociones y fundamentos explicados son imprescindibles para elaborar estrategias y planes de acción sólidos para las iniciativas de e-gobierno.
... 'Information technology has a polarising effect on managers; it either bedazzles or frightens. Those who are afraid of it shun it, while bedazzled IT departments frequently become prisoners of their own fascination, constructing elaborate technology architectures and enterprise information models' (Davenport, 1994). The level of inter group dissent highlights the need for a deeper understanding of how such groups separately and collectively influence the process of introducing IT into work organizations. ...
... KM is a process for gathering, distributing, and effectively using knowledge. Knowledge acquisition and allocation in higher education are intended to personalize the internal flow and use of information for corporate performance (Davenport, 1994). Liu (2007) described KM as a multidisciplinary strategy for attaining corporate goals by making the greatest use of knowledge in the context of LIS. ...
There is an exclusive chance for university libraries to contribute to the future reimagining of library services. In this regard, the job of KM might be extremely successful. As a result, university libraries may provide excellent user services by utilizing KM. This research is to explore the existing models of Knowledge Management (KM) and how the existing models of KM are implemented at university libraries, to recognize how KM is being implemented at university libraries as reported in earlier research, and the benefits of KM practices for creating service value for libraries. This research was performed following the “Preferred reporting items for systematic reviews and meta-analyses (PRISMA)” guidelines. The study found that a skilled workforce and expertise are required for effective KM implementation in university libraries. Outdated skills may serve as a starting point for KM in university libraries, but they are insufficient for providing service-based value. There is a need for Library and Information Science (LIS) professionals to develop additional competencies for KM practice in university libraries. Based on the findings and discussion, it can be concluded that all the authors have recognized the importance of KM in libraries. This finding would aid the university libraries and offer current KM knowledge to other libraries. Therefore, this research would be an excellent addition to the application of KM in university libraries.
... In such occurrences, HEIs realise the significance of knowledge management (KM). KM is the process of capturing, distributing, and effectively using knowledge (Davenport 1994). Furthermore, KM promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets (Duhon 1988). ...
Open educational resources (OER) are gaining popularity in higher education spaces and more attention in open distance e-learning (ODeL) institutions as they are gradually substituting printed prescribed textbooks in the teaching and learning space. The adoption and development of OER have been researched; however, the roles of knowledge management tools in storing and disseminating the resources are not well articulated. This research explores the use of knowledge management tools in an ODeL learning context. ODeL institutions use knowledge management tools and a host of other information and communication technologies (ICT) to deliver and facilitate synchronous and asynchronous learning and bridge transactional distance. Therefore, this study employed a qualitative approach to investigate ways in which lecturers use knowledge management tools to embrace and create OER. A case study approach was used at one ODeL institution. The knowledge management cycle (KMC) was chosen as the theoretical framework of the study. The key finding demonstrates that lecturers utilised a wide range of ICT tools for the storage, collection, and dissemination of OER as part of knowledge production. The study proposes the extension of the KMC from three cycles to four where “system” is added. There is a significant need for policy, impact, and the matrix to be covered under the system cycle. The study recommends that scholars who are investigating any IT artefact opt for an extended KMC where impact and user metrics will be evaluated, as this will enhance academic support.
... In such occurrences, HEIs realise the significance of knowledge management (KM). KM is the process of capturing, distributing, and effectively using knowledge (Davenport 1994). Furthermore, KM promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets (Duhon 1988). ...
Open educational resources (OER) are gaining popularity in higher education spaces and more attention in open distance e-learning (ODeL) institutions as they are gradually substituting printed prescribed textbooks in the teaching and learning space. The adoption and development of OER have been researched; however, the roles of knowledge management tools in storing and disseminating the resources are not well articulated. This research explores the use of knowledge management tools in an ODeL learning context. ODeL institutions use knowledge management tools and a host of other information and communication technologies (ICT) to deliver and facilitate synchronous and asynchronous learning and bridge transactional distance. Therefore, this study employed a qualitative approach to investigate ways in which lecturers use knowledge management tools to embrace and create OER. A case study approach was used at one ODeL institution. The knowledge management cycle (KMC) was chosen as the theoretical framework of the study. The key finding demonstrates that lecturers utilised a wide range of ICT tools for the storage, collection, and dissemination of OER as part of knowledge production. The study proposes the extension of the KMC from three cycles to four where "system" is added. There is a significant need for policy, impact, and the matrix to be covered under the system cycle. The study recommends that scholars who are investigating any IT artefact opt for an extended KMC where impact and user metrics will be evaluated, as this will enhance academic support. Mncube, Nkambule, and Ngubane 2
... An effective organizational environment and the implementation of KM processes should increase the quality and quantity of both explicit and tacit knowledge of individuals, teams, and the whole organization (Omotayo, 2015). Davenport (1994) succinctly defined KM as "the process of capturing, distributing, and effectively using knowledge." Alosaimi (2018) further opines that KM is the systematic management of all activities and processes referred to generation and development, codification and storage, transferring and sharing, and utilization of knowledge for an organization's competitive edge. ...
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.
... 1. Build a culture of trust 2. Facilitate a stronger information-sharing culture 3. Attempt to create a common place for communications 4. Inform the Library as a whole, not as individual groups 5. Share abbreviated unit meeting agendas and minutes across the board Framed as "guiding principles," the Dean charged a seven-member Knowledge Management Task Force with recommending a knowledge sharing system that would meet the organizational communications outcomes articulated by Library employees. The Knowledge Management Task Force used as its framework Davenport's (1994) definition of knowledge management [KM]: "the conscious process of defining, structuring, retaining, and sharing the knowledge and experience of employees within an organization." The three main elements of KM are accumulating, storing, and sharing knowledge. ...
Communication is one of the most important elements affecting productivity and work climate in any organization. Effective organizational communication can contribute to organizational success in many ways including building employee morale, satisfaction, and engagement; giving employees a voice; reducing the chances for misunderstandings; and improving processes and procedures that ultimately create greater efficiencies. Toward that goal, creating a single internal communications hub can drastically reduce the volume of “noise” employees must wade through to access important information. CSU San Marcos Library has documented its seven-year transformation from decentralized and ineffective communication outlets to a single hub of organizational communication using a knowledge management initiative. Knowledge management is defined broadly as “the conscious process of defining, structuring, retaining, and sharing the knowledge and experience of employees within an organization” (What is knowledge management?, n.d.).
... This was a result of the post-war socioeconomic and business environment, the emergence of information technology in the 1950s, and the establishment of operations research and systems thinking in the 1960s. From this viewpoint, 'knowledge management' has progressively been used to describe the process of handling, acquiring, constructing, circulating and using knowledge of all kinds to meet existing and emerging needs ( Quintas et al., 1997 ;Davenport, 1994 ) in both public and private organisations. 'Knowledge management' therefore encompasses creating and mobilising knowledge for certain purposes ( Lee & Choi, 2003 ). ...
... Businesses have placed such a premium on knowledge that the field of Knowledge Management was created to emphasize linkages between organizational knowledge and success (Greco, 2009;Hawley, 2003). Davenport (1994) defined knowledge management as "the process of capturing, distributing, and effectively using knowledge." Within organizations, knowledge is commodified for distribution and consumption. ...
Business management within the United States of America contains unacknowledged, inherent contradictions that constrain individual and collective action, and form barriers against the development of authenticity and solidarity within organizations. The Emersonian themes of conformity, consistency, and knowledge, as developed in his 1841 essay Self Reliance, were used as constructive points of philosophical inquiry around which to interrogate the theory and praxis of current American business management. The need for such an examination of management is observable in recent social phenomena. Specifically, the great resignation was explored as a potential representative response to dealing with the contradictions between management as currently practiced within the United States and the existential needs of those subjugated by and to its praxis. Philosophy emerges as an effective way to assess the degree to which organizations can achieve their emancipatory potential using the current theory and praxis of business management.
... This study has findings consistent with those from previous research that showed that there was involvement of expected reciprocal benefits with the degree to which an individual considered that the sharing of knowledge would result in mutual benefits (McLure-Wasko and Faraj 2005;Hsu and Lin 2008). However, if the factor of the methods and techniques (see H5) is implemented whilst there is neglect of other motivational factors for KS, then that would result solely in reinforcement of existing behaviour (Davenport 1994). Clearly, tools and technologies may play a role that is significant in the support of KSB; however, proof has been provided in previous research that if methods and techniques are present, they are no guarantee of the desired KSB occurring (Ruggles 1998;McDermott 1999;Cross and Baird 2000;Orlikowski et al. 2016). ...
The aim of this study is to provide an examination of the factors that have a bearing on KSB, based upon attitudes amongst academics in developing countries, using a particular focus upon academics within the University of Baghdad. With the research study, structural equation modelling was undertaken by using a questionnaire survey for examination of attitudes to microfoundations with regard to KSB amongst a total of 326 academics based at the University of Baghdad. With regard to KSB, it was found that three of the hypothesised factors (anticipation of extrinsic rewards, anticipation of reciprocal relationships and perception of reciprocal benefits) were significantly and positively related. No significant relationship, however, was found to exist between KSB and interpersonal interactions. Based upon the results, a refined, valid model succeeds in exhibiting good explanatory power for the prediction of the intentions for the KSB of academics. Furthermore, it was suggested by the results that academics who were less educated had a greater willingness for knowledge sharing than those who were more highly educated. Based upon the unprecedented data, the paper makes a contribution to growing KSB-theory-related research, particularly with respect to the planned model of behaviour, and puts forward empirical evidence in support of the relationship between attitude and the KSB of academics.
... La noción de gestión del conocimiento implica identificar, capturar, distribuir, valorar, transferir, compartir y utilizar eficazmente el conocimiento desde una lógica de procesos 60 Vol. 13 No. 24. Enero-Junio 2022 (Davenport, 1994;Davenport y Prusak, 2000;Koenig, 2012;Shujahat et al., 2019); además de las prácticas que facilitan a las organizaciones administrar los activos intelectuales para lograr ventajas competitivas que están basadas en el conocimiento (Hussinki et al., 2017) y, por consiguiente, involucra crear y gestionar una cultura organizacional centrada en fomentar y facilitar la creación de conocimiento y su intercambio (Walczak, 2005). ...
El objetivo de este trabajo es contextualizar las organizaciones basadas en el conocimiento (OBC) desde la mirada de las escuelas que conforman la teoría general de la administración (TGA), ya que existe la convicción de que en esta subyacen tanto precursores como ideas y otros elementos que dan sustento a este tipo de organizaciones. La investigación tuvo un enfoque cuantitativo y fue de tipo documental con alcance descriptivo y un diseño de investigación no experimental, transeccional-descriptivo. Los principales hallazgos giraron alrededor de que la actividad empresarial en las organizaciones basadas en el conocimiento requiere asumirse desde una óptica más amplia que la tradicional, a efecto de privilegiar la creación, la utilización y la aplicación del conocimiento sobre la base de las cualidades de las personas; esto implica aprovechar los talentos no explotar a las personas.
... Knowledge management is a broad term which requires the systematic efforts of an organisation to manage its institutional knowledge through a broad range of direct and indirect methods such as specific types of information and communication technologies (ICT) management of social processes, structuring of organisations in a particular pattern or via the use of particular culture and people management practices (Hislop, 2009;Abila and Kantola, 2013). Davenport (1994) defined knowledge management to encompass the entirety of processes an organisation engages in to capture, develop, share, and utilise its body of knowledge effectively. The knowledge management approaches, systems, and tools being deployed must be related to the organisation's core goals (Gupta and Sharma, 2004). ...
... Knowledge management processes should be determined by the strategic direction of the organization in that the process(es) employed depend on the organization's strategic intent and its embedded business model (Greiner et al., 2007;Hansen et al., 2013). Thus, knowledge management processes should consider the policies, procedures, and technologies employed (Anthes, 1991); capture, distribute, and effectively manage knowledge (Davenport, 1994); and consolidate existing knowledge so it is accessible and evolves with the business as it implements new strategies (Birkett, 1995). At senior management level, there must be a process of building mutual respect and trust, but also the sharing of difficult issues, challenging each other as to the best response, and implementing the appropriate actions based on the food safety knowledge available at the time and to determine which aspects of food safety knowledge are valuable and which have become redundant, or simply no longer useful. ...
Strategically unlearning specific knowledge, behaviors, and practices facilitates product and process innovation, business model evolution, and new market opportunities and is essential to meet emergent supply chain and customer requirements. Indeed, addressing societal concerns such as climate change and net zero means elements of contemporary practice in food supply chains need to be unlearned to ensure new practices are adopted. However, unlearning is a risky process if crucial knowledge is lost, for example, if knowledge is situated in the supply base not the organization itself, or there is insufficient organizational food safety knowledge generation, curation, and management when new practices/processes are designed and implemented. An exploratory, critical review of management and food safety academic and gray literature is undertaken that aims to consider the cycle of unlearning, learning, and relearning in food organizations and supply chains with particular emphasis on organizational innovation, inertia, and the impact on food safety management systems and food safety performance. Findings demonstrate it is critical with food safety practices, such as duration date coding or refrigeration practices, that organizations “unlearn” in a way that does not increase organizational, food safety, or public health risk. This paper contributes to extant literature by highlighting the organizational vulnerabilities that can arise when strategically unlearning to promote sustainability in a food supply context. Mitigating such organizational, food safety, and public health risk means organizations must simultaneously drive unlearning, learning, and relearning as a dynamic integrated knowledge acquisition and management approach. The research implications are of value to academics, business managers, and wider industry.
... It is derived from information and context through learning and judgement. Davenport defined KM as the process of capturing, distributing and effectively using knowledge (Davenport, 1994). ...
Nowadays most of the public sector organisations are implementing a knowledge management system (KMS) to assist the systematic creation and sharing of their knowledge resources. The recent technological needs, collaboration and cooperation among public sector organisations (PSO) serve a vital role in the development of knowledge management systems (KMS). However, in order to establish a successful and standardised collaborative KMS amongst Malaysian PSO (MPSO), proper governance needs to be in place. The aim of this study is to identify governance components for collaborative KMS (CKMS). Accordingly, the journal articles published within the period 1998-2013 were identified and analysed. The articles were sourced mainly from Knowledge Management Research & Practice, Science Direct, Emerald, MIS Quarterly, as well as from some other academic databases. Keywords used during the literature search were “governanceâ€, “knowledge management systemâ€, “collaborationâ€, “collaborative knowledge management systemâ€, “knowledge sharing†and “knowledge management governanceâ€. Moreover, expert opinion from the public sector expert teams and academic experts was also acquired from several consultation sessions to ensure that the components obtained from the readings meet the requirements of KMS collaborations. Based on the analysis and consultation, a conceptual model for governance of CKMS is constructed.
... Knowledge management (KM) is defined as the process of utilizing existing knowledge and the creation of new knowledge to solve problems and build capabilities to face challenges. KM is explicated by its major processes: knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification, and knowledge retention (Davenport, 1994;Duhon, 1998). Knowledge acquisition (KA) is the procedure by which knowledge is acquired (Huber, 1991). ...
... 79). According to this definition, KM comprises several stages which, if developed jointly, will allow acquiring a series of advantages for the entire organization to generate productivity, efficiency, cost reduction, and better organization performance (Metha & Tariq, 2020;Davenport, 1994) stated that KM divides into three stages, namely: acquisition, sharing, and use of knowledge. Later, Duhon (1998) divided KM into five stages: identifying, acquiring, assessing, retrieving, and sharing information and, by doing so, generating knowledge. ...
Higher education institutions are essential generators and disseminators of knowledge; however, they must create conditions to lay the foundations supported by knowledge enablers and manage knowledge efficiently. In addition, intellectual capital and innovation are elements that help this process; if everything is correctly articulated, the academic staff and institution will promote better performance. This article analyzes how three knowledge enablers (leadership, culture, and organizational incentives) influence the knowledge management process. In turn, this process encourages the development of better intellectual capital and innovation in the teachers of Higher Education Institutions. A survey applied to 434 academics made it possible to collect information that, through structural equation models of partial least squares, allowed validation of the proposed hypotheses. The study results indicate that organizational culture and leadership significantly influence the knowledge management process. In addition, this process significantly influences intellectual capital and innovation. Finally, the vital link between the variables studied is demonstrated.
... Knowledge management (KM) can be defined [1] as: "the process of capturing, distributing, and effectively using knowledge". Wisdom, Knowledge, Information, and Data are key words and also fundamental concepts in knowledge management. ...
This report summarizes methods, data and results obtained by the ARCH project to generate relevant information and knowledge to support decision making process related to the resilience of historic areas to climate change and other hazards.
In particular the report reports on:
• The established interoperability between the ARCH Information System and the ARCH Decision Support System (DSS) for the exchange of information
• The great potentialities in terms of knowledge management and knowledge generation that might arise from:
o the implementation of ontology-based and semantic-based spatiotemporal assessment towards enhancing the awareness and the capacity building on disaster resilience at historic area-level;
o automated approaches for 3D modelling and the automatic crack/damage detection based on deep learning towards the preventive conservation of cultural heritage buildings.
... KM is concerned with obtaining, sharing and using knowledge within an organization Davenport (1994). It is also studied as a process of shifting tacit into explicit knowledge to ensure an unrestricted flow within an organization (Nonaka and Takeuchi, 1995). ...
Purpose
Based on the sharp decline in the quantity and quality of natural resources, many organizations are shifting their operations to an eco-friendly system. However, this objective cannot be achieved without capitalizing on green knowledge and innovation. The purpose of this study is to examine whether green knowledge management (GKM) strengthens organizational green innovation capabilities, leading to green performance. Moreover, considering culture as the buffering condition, the authors took it as the conditional boundary between GKM and green innovation and investigated if it impacts their relationship.
Design/methodology/approach
The authors focused on the manufacturing and services firms’ managerial and non-managerial staff and collected data following the non-probability convenience sampling technique. The collected data were examined through structural equation modeling.
Findings
It is found that GKM is a significant positive predictor of organizational green innovation and green performance and strengthens their abilities in these areas. However, green innovation partially mediates between GKM and corporate green performance. It is also found that green culture strengthens the relationship between GKM and organizational green innovation.
Originality/value
This study’s findings provide confidence to organizational managers and related stakeholders to achieve sustainability goals by capitalizing on GKM and promoting green culture in their setup. This study is also among the pioneer studies investigating GKM as a unified system and linking it with environmental performance domains.
... Information: According to Davenport andPrusak (2000, cited by Hajric, 2018, p. 9), data must be contextualised, categorised, calculated, and condensed to produce information. In addition, information refers to the conclusion formed because of the data obtained (Fernanda & Salwa, 2018); iii. ...
Although Knowledge Management was introduced as a Key Performance Indicator (KPI) for all senior management in South Africa 15 years ago, its implementation has been slow and inconsistent. This paper aimed to identify the factors that contribute to or deter the implementation of Knowledge Management in the South African government. The issue was explored through a review of literature on Knowledge Management, as well as results of an interview and questionnaire completed by government officials doing Knowledge Management practitioner work in the South African government. The quantitative data was analysed using DATAtab. The findings identified two key factors that deter the implementation of Knowledge Management in the South African government: most departments in the South African government do not value Knowledge Management, and public officials responsible for implementing Knowledge Management in their departments lack implementation skills. A lack of research on Knowledge Management in developmental governments exists. More research on this subject is necessary. The research will benefit Knowledge Management and Public Administration practitioners alike.
... While the approach applicable to KM has evolved over the last 30 years, in particular thanks to technology, the definition by Tom Davenport of 'Knowledge Management [as] the process of capturing, distributing, and effectively using knowledge' (Davenport 1994) still captures the gist of how we understand KM today and still practice it. Visualization, taxonomies and knowledge graphs should not remain empty terms/ phraseology coined to sell KM as a valuable function. ...
With this article, we aim to bring our voice as practitioners and knowledge management (KM) lawyers to the innovation table. To facilitate the retrieval of legal knowledge and its mapping, we have tested different forms of visualization of law and we have been exploring how, in our context, technology could be used or has already been used to support the work of lawyers. We have summarised our insights to foster further conversations on this key topic. We wish to steer the conversation towards what its practitioners need and how data scientists and technology experts can cater better for these needs.In a two-step approach we present our angle as KM lawyers. First, we explain what we call the ‘Knowledge Formula’, showing four scenarios in which varying degrees of technological support were deployed and, as a result, the access to legal knowledge differed. Second, we provide two examples as to how knowledge visualization can be applied to support legal KM.We employ a mathematical formula to describe our understanding of the current opportunities and limitations and to draw some of the boundaries of the map of legal knowledge visualization. Then, we provide an analysis of two specific visualization case studies. The results of this conceptual and practical exercise stress the essential role visualization plays in increasing the readability and understanding of law. Furthermore, we formulate some of the needs practitioners may have. We show potential solutions for the issues encountered during the process of visualizing law, with a particular focus on the challenges and limitations.Visualizing the knowledge encapsulated in law brings us closer to the objective of assisting better drafting. Better drafting will translate into more effective legal interpretation, more efficient production and increased impact on the practitioner’s day-to-day business. In addition, it will facilitate any sharing of knowledge and its understanding, improve collaboration among key stakeholders and nurture legal work to make it fit for the third decade of the twenty-first century.
... According to Davenport (1994), knowledge management can be defined as the process of capturing, distributing, and effectively using knowledge in supporting corporate activities such as decision making, corporate strategy planning, problem-solving, or as a component of the dynamics of organizational learning. Based on this concept, knowledge is an intangible resource that needs to be appropriately managed. ...
Studies on the internationalization process of SMEs have fascinated the attention of researchers around the world. The dynamics in the internationalization process of SMEs have attracted researchers' interest in analyzing the behavior and the factors that influence it with various theoretical approaches to contribute to the development of international business studies. This paper intended to provide an overview of the various theories applied in investigating SMEs' internationalization process. The review was conducted on 100 journal articles between 2013 and 2020. The investigation results show that 17 different theories have been identified in the internationalization process of SMEs and we classified them into five streams. Based on our findings, from those 17 theories, the five primary published theories in order are (1) Uppsala theory, (2) Network theory, (3) Resource-based theory, (4) international entrepreneurship theory, and (5) institutional theory. This study also provides suggestions and implications for future research. Keywords— Internationalization process; Internationalization SME theory; Small and Medium Enterprises (SMEs)
... According to previous studies, motivational factors can significantly affect employee's participation (Fenwick and Olson, 1986) and among the motivational factors, it has been observed that rewards and incentives have played a major role in improving employee's behaviour towards work culture (Robbins and Judge, 2007). A study conducted by Davenport (1994) showed that managers obtain information or data from IT professionals. However, most managers give preference to the reports generated by experts such as IT professionals. ...
The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.
Children with autism spectrum disorder (ASD) are four times more likely to have unmet healthcare needs compared to their neurotypical peers. This underscores the urgent need to address healthcare disparities and improve access to services. However, primary care physicians express concern about their ability to adequately serve patients with ASD and their families, indicating a potential capacity issue in the current healthcare system (Yerramsetti, 29.5 The other patients: caregiver and clinician stress in treating autism spectrum disorder. J Am Acad Child Adolesc Psychiatry 56(10). https://doi.org/10.1016/j.jaac.2017.07.176, 2017). Additionally, specialists such as neurologists and psychiatrists acknowledge difficulties in addressing the secondary conditions associated with ASD (Kohane et al., PLOS ONE 7(4):e33224, 2012). The knowledge gap within the medical community and overarching health services system has resulted in barriers to treatment and disparities in healthcare access for children with ASD. Accordingly, this chapter aims to emphasize that ASD is a complex, multidimensional, multifactorial, and enduring condition requiring comprehensive and integrated services. Moreover, we submit that beyond compassionate interactions within individual relationships, what is essential for families with children with ASD are compulsory, skilled, and responsive systems of care. In this chapter, we present a novel, interconnected ecosystem for chronic care based on a medical neighborhood model comprised of four integral components. These components include (1) comprehensive assessment and care planning, aiming to develop individualized, holistic care plans derived from extensive patient evaluations; (2) care navigation and coordination, which employs a dedicated coordinator to facilitate communication among healthcare providers and resources; (3) anticipatory guidance, intended to empower patients toward active self-management and early intervention for potential complications; and finally, (4) technology-enabled clinical decision support and humanistic artificial intelligence systems, to provide evidence-based recommendations and personalized, empathetic patient plans of care. These four components synergistically operate to promote patient-centered care, enhancing outcomes and the overall quality of care. This chapter concludes with an outline of the requisite metrics for evaluating the impact of the proposed model of care and a payment structure to produce a high-performing healthcare system for children with ASD and their families.
The advent of Industry 4.0, characterized by integrating cutting-edge technologies such as the Internet of Things, artificial intelligence, robotics, and big data analytics, has brought about significant transformation in the global industrial landscape. As one of the fastest-growing economies in the world, India is also embracing this digital transformation with the confident adoption of knowledge management (KM) to steer new skills and capabilities among people, which provides evidence that KM not only offers competitive advantages. However, to fully leverage the potential of Industry 4.0, organizations need to manage their knowledge resources effectively. Knowledge management is crucial, enabling organizations to create, store, share, and utilize knowledge effectively. The primary purpose of the book chapter is to familiarize the reader with the knowledge management activities of the Indian industry to meet the requirements of Industrial Revolution 4.0 necessaries and comprehensively discuss the problems and prospects related to the kind of alignment.
Recently, several research practitioners were recommended that artificial intelligence (AI), knowledge management practices (KMP) and balanced scorecard (BSC) should be taken into consideration collectively to more accurately predicts the consequences that they can have in terms of organizational performance (OP). Consequently, this research aims to answer these calls by providing and empirically testing a conceptual model that simultaneously take into account AI, KMP and BSC with regard to their interactions with and effects on OP. The main aim of this research is to assess the association between AI and OP; and whether this association is mediated through the bank’s KMP and through BSC implementation. To achieve this aim, nine hypotheses have been formulated and tested through a web-based survey that was distributed to 594 employees working in commercial banks operated in MENA region. The data have been analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. The findings demonstrate the positive impact of the adoption of AI on KMP, BSC and OP along with the impact of KMP on BSC and OP. The findings also reveal that KMP act as a mediator through which AI influences BSC and OP. Further, the findings show that BSC has a significant positive effect on OP and act as a mediator through which AI influences OP. Hence, this research demonstrates that banks interested in using AI to improve performance must be very careful when taking KMP into account as a mediator mechanism.
This chapter considers the effect of subcultures in large complex organizations upon knowledge management. It is found that subcultures offer both advantages and disadvantages to organisations with knowledge management processes. On the one hand, the diversity of subcultures also offers a diversity of approaches and focus of knowledge management within subcultures. On the other, subcultures are found in the literature to present boundaries to cross-subcultural knowledge transfer. In essence, knowledge management is enhanced within subcultures, and there is a diversity of knowledge management processes as well as conversion of different types of knowledge specific to each subculture type, but knowledge sharing and transfer between subcultures is problematic. Through the examination of previous empirical studies and evidence from the author's own study, strategies are suggested along with a proposed model for managing knowledge across subcultures in large complex organisations, and further implications are highlighted for researchers and practitioners.
Cardiovascular Disease, a very serious noncommunicable global illness in medical/health science that is caused by many factors (such as environmental pollution) has been one of the highest fatality rates among many nations, numerous ethnic groups and even among younger population. This chapter reports parts of a bigger scale study to develop methodological framework for HEIs to monitor/evaluate learning outcomes integrating technology-enhanced transdisciplinary approaches in Environmental/Health Science and Biotechnology related studies in line with Sustainable Development Goals. Mixed-research method including multiple-case studies is the research design involving both qualitative/quantitative data collection and analysis. The has also shared recent innovation transforming toxins with nature's touch using biocatalysts as case exemplar. Suggestion will be made to develop framework bridging ‘Health-Education/Entrepreneurship-Technology' for the design of product to promote healthy lifestyle.
Integrating transdisciplinary approaches to learning outcomes via emerging technologies in line with SDGs is the current concern in many ASEAN countries and beyond. This Chapter reports studies by co-authors who led technology-enhanced programmes related to science and social science studies from Thailand, Malaysia, Singapore, Indonesia, China and India. Qualitative case study as research design was implemented involving mixed-mode of data collection and analysis. Literature review is made on pertinent terminologies e.g. transdisciplinarity, open and distant learning (ODL) also emerging technologies, local wisdom/culture, etc. Cross-Case Analysis (CCA) was conducted to outline the common features of selected technology-enhanced programmes organised involving emerging technologies. Exemplary-Case Analysis (ECA) is also elaborated focusing on selected programmes supporting SDGs. Promoting transdisciplinary studies leads to implications worth deliberated and recommendations are made for future studies.
It is a widespread opinion that knowledge management (KM) is a strongly interdisciplinary field of study. Over the years, this characteristic has become more marked, and it is now possible to identify more than one hundred different definitions of the term coming from distinct subject areas, e.g., business management, accounting, education, human resources, information, computer science, healthcare, and library science. The number of papers related to KM has grown notably, and they now amount to tens of thousands. Looking at the literature, KM appears to be a pervasive concept that can be applied to any human activity, and conversely, any dimension related to human activity affects the adoption of KM. Although multidiscipinarity is not necessrily a negative characteristic, there is a risk that the concept itself of KM becomes misunderstood or used in a generic way and may lose its original significance. In other words, the proliferation of works that refer to KM is a positive signal but also raises the question of whether the discipline is consolidating or diluting its identity. The paper stimulates a discussion on this by going a little deeper into the abovementioned pervasiveness. An analysis of various reviews of the literature on KM is done to verify if KM is conceptualized and applied in a common way or if it is splitting into different but increasingly inconsistent streams.
Negative work behavior (NWB) occurs with concerning frequency in virtual work environments. Despite their prevalence and a substantial, multidisciplinary research literature on virtual negative behaviors in general, we lack clear answers regarding if, how, and why conditions differentiating virtual (i.e., computer-mediated) from face-to-face (F2F) work impact perpetrators’, victims’, and bystanders’ involvement in NWB. These questions remain because of an assumed isomorphism (i.e., identical form) within the literature on NWB in F2F and virtual work. We explain why we cannot assume that what is known about perpetrator engagement, victim experience, and bystander intervention from studying F2F NWB applies uniformly to virtual negative work behavior (VNWB). Specifically, we identify how eight conditions of the virtual workplace facilitate three psychological enablers (i.e., ambiguity, anonymity, and (un)accountability) of perpetrators’, victims’, and bystanders’ involvement in VNWB. In doing so, this integrative conceptual review advances a coherent understanding of what is (un)known about VNWB, integrates fragmented theoretical literature, and guides practical intervention. Importantly, we identify limitations of existing research practices that threaten the validity and generalizability of empirical findings. If not addressed, these issues will continue to undermine theoretical development and empirical investigations of F2F NWB and VNWB. Finally, this review points to new areas of inquiry that will meaningfully advance the understanding of NWB in the modern, increasingly virtual workplace.
Until the late 2000s, it was conventional to frame organizations as ideal types: hierarchy, market, and network. In the volatile, uncertain, complex, and ambiguous (VUCA) world of the 21st century, however, organizations increasingly engage in triadic forms of organizing so they might match the requirements of a situation. Therefore, the purpose of this study was to close the gap in knowledge of what context-specific modes of leadership can help manage organizations. A vital research question relates to what leadership management framework for sense-making and decision-making can help organizations meet challenges and reap opportunities in simple, complicated, complex, and chaotic contexts. With social constructivism, the research question was grounded by interviews of 12 subject matter experts. The participants to the study queried and qualified the relevance of traditional (20th century) styles of leadership in a VUCA world; volunteered that metagovernance, complexity leadership, and sense-making can help to jointly characterize the new operating environment for organizations; determined that context should bear on sense-making and decision-making; and considered that a context-specific leadership management framework can support metagovernance of situationally-determined combinations of hierarchy, market, and network forms of organizing. This exploratory study articulated a knowledge claim vis-à-vis organizations of the future and a framework for how they might be led, with extensive and topical ramifications for theory, practice, and follow-on research.
Knowledge, both tacit and explicit, has become a valuable commodity for any organisation's survival and competitive advantage within the age of the fourth industrial revolution. The organisational culture within HEIs, however, can be quite hierarchical, highly individualistic, and self-directed, with the focus for advancement being the main driver on research and publishing. HE in the UK has undergone a series of transformations over the years, with the duality of HE abolished in 1992, and a single system for Technikons and Universities being introduced. The way in which teaching and research were being evaluated changed to include the REF, and lecturers required to evidence being able to teach by undertaking a PGCE recognised by the HEA. The administrators were advised to treat students as “customers,” contentious words, as student satisfaction became another measure to evaluate higher education institutions. This chapter introduces knowledge cafés as vehicles for knowledge sharing among academics.
Although knowledge sharing has been discussed quite a bit in the literature, the mediating and moderating mechanisms that influence team members in knowledge sharing to move from connecting with each other to building social capital and consequently engaging in knowledge sharing are still largely unexplored. This paper aims to shed light on the currently poorly understood knowledge flow of project managers across the value chain in the food-mass-production industry and to show the significance of competitive intelligence for plants in in the mass-production industry, the influence of competitive intelligence on strategic decisions, especially on positioning decisions, and the extent to which this process is influenced by the development of external influences and framework conditions. The findings are based on a literature review and the author’s five years of action research in the foot-packaging industry, supplemented by his annual audits. Unfortunately, literature examining the influence of organizational culture on knowledge sharing behaviours is not widely available. Thus, this paper is a methodological-theoretical attempt to review the literature on knowledge sharing examples, and thoroughly parses the knowledge gaps and potential pitfalls of misunderstanding. Unfortunately, literature examining the influence of organizational culture on knowledge sharing behaviours is not widely available. The results of this paper enrich the theory of organizational culture and knowledge management and help policy makers in providing measures to develop knowledge sharing behaviours.
En el contexto mundial, la calidad de la educación de los habitantes de la tierra cobra cada vez más un valor insoslayable. Vivimos un cambio vertiginoso en la gestión del conocimiento, que se encuentra vinculado al desarrollo tecnológico. El conocimiento se produce, difunde e intercambia al mismo tiempo que las tecnologías del conocimiento de una sociedad, porque estas lo conforman y determinan la naturaleza de los saberes socialmente válidos por las instituciones sociales que los gestionan (Castells, 2000).
Современная информационная культура в своем развитии прошла долгий путь становления: от зарождения первых технологий первобытного общества до культурно-плюралистических моделей, господствующих в современном мире. Авторами предпринята попытка отметить и выделить неоспоримые приоритетные особенности, исследовать доминирующие концепции культуры информационного общества. Рассмотренные концепции позволяют констатировать, что информационная культура на всех этапах являлась движущей силой общественного развития. Доступность современной информационной культуры, возникающая благодаря новым технологическим условиям, непрерывно возрастает, однако на этом фоне все чаще возникают разнообразные проблемы, имеющие диффузный характер. Всевозрастающая скорость информации и собственно доступность информационного обмена и общения с любым человеком мирового сообщества, народа, страны, говорит о качественных и количественных характеристиках транслируемой информации, о фундаментальности феномена современной информационной культуры.
Introduction
The aim of this study was to conduct a systematic review to describe and explore the current state-of-the-art of sport mega-event knowledge management research.
Methods
Following the PRISMA protocol, the authors conducted a systematic search of academic and gray literature in sport, social sciences, and humanities databases. From the initial 1,751 studies reviewed, 16 met the inclusion criteria.
Findings
In these studies, knowledge management in sport mega-events was mainly researched in the context of the Olympic Games. Compared with other events, the Olympic Games built a more formal knowledge management programme, which may explain why it attracted more attention.
Discussion
Most of the studies highlighted the importance of tacit knowledge and individuals, as well as the needs of different stakeholder groups. Findings showed that social, cultural, political, and historical differences between hosts weaken the effect of knowledge management. Many of the published empirical studies are descriptive investigations and lack support of related theories or conceptual frameworks. The impacts of knowledge management process on the host regions and knowledge transfer between events and local stakeholders have been little explored.
L’alignement stratégique du système d’information est une problématique récurrente en entreprise, de nombreux projets opérations à dimension système d’information ne permettant pas d’obtenir les gains attendus par les Directions Générales. Face à ces nombreux constats d’échecs, plusieurs variables explicatives peuvent être invoquées. Cette recherche vise à en tester une, celle du mépris des faisabilités opérationnelles. Le terme de mépris a été choisi à dessein afin d’insister sur la dimension « incarnée » de la manoeuvre d’alignement, et notamment des « conditions que l’on puisse faire » qui sont exprimées par les différentes parties prenantes. Fondée sur une double définition du mépris interrogeant le thème de la « prise » comme de la « mé-prise », les résultats obtenus dans le cadre de cette recherche exploratoire font du mépris des faisabilités opérationnelles un objet en sciences de gestion et montrent que le mépris des faisabilités opérationnelles peut être l’une des variables explicatives du désalignement stratégique.
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