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People-Focused Knowledge Management : How Effective Decision Making Leads to Corporate Success / K.M. Wiig.

Authors:
  • Knowledge Research Institute, TX, USA email: kmw@krii.com

Abstract

The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and services-all hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people-the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act-in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.
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... They claimed that issues such as trust, and interactive dynamics which are vital to knowledge development in the organisation makes the process difficult. Many researchers Takeuchi, 1995, Davenport andPrusak, 2000;Hall, 2001;Wiig, 2004) referred to knowledge transfer, exchange, translation, sharing, mobilisation, and knowledge utilisation interchangeably as the donation of knowledge from one person to another. These researchers argued that knowledge sharing is the core of knowledge management Davenport and Prusak, 2000;. ...
Thesis
Culture, social media and knowledge sharing have been established to promote competitive advantages for organisations and employees. This thesis hence aimed to examine the impact of national and organisational culture on Community of Practice (CoP) knowledge-sharing behaviours through social media in enhancing organisational learning. It also investigated the role of organisational cultures (collaborative, competitive, creative and controlling) on CoP knowledge sharing in enhancing organisational learning with social media as a mediating variable. The study also assessed the role of national culture on organisational learning using social media and the impact of CoP knowledge-sharing behaviours on the relationship between social media and organisational learning in Ghanaian organisations. A sample of 415 employees from three sectors in Accra, Ghana was used. Collected data were then analysed using a Structural Equation Modelling (SEM) Partial Least Squares technique. National and organisational culture, CoP knowledge sharing behaviour, social media and organisational learning were all found to be positively related to each other. The results also showed that social media positively mediated the relationship between creative and competitive organisational cultures and CoP knowledge sharing but negatively affected controlling and collaborative organisational culture and CoP knowledge-sharing behaviours. The findings of the study showed that different cultural types can co-exist in one organisation with one being dominant and more supportive of knowledge sharing of community of practice through social media than others. Ethnicity might have impacted the findings as data was gathered from a multicultural region in Ghana. Collectivist culture had a negative impact on community of practice knowledge sharing through social media in enhancing organisational learning, which is not supported by the extant literature. Also, competitive organisational culture was positively related to community of practice knowledge sharing and social media which was equally unsupported. These findings can inform organisational managers and policymakers who are looking to promote performance, innovativeness, job satisfaction and competitiveness by establishing strategies that harness the human capital of their organisations through technologies, promoting social networks and cultural harmony. They should also facilitate flexibility, collaboration, trust, and freedom for them to freely engage with other community members to encourage knowledge sharing. Employees should be encouraged to use social media platforms more and get trained on information technologies for easy usage. Keywords: Culture, social media. Community of practice, knowledge sharing, organisational learning
... • Sharing knowledge: consists in sharing knowledge by other members of the organization, thus allowing knowledge to be present where it can and should be applied (Alavi & Leidner, 2001;Gupta & Govindarajan, 2000). For effective sharing, communication and information flows between organizations are important (Bergeron, 2011;Jallow et al., 2017;Wiig, 2012), as making knowledge available may not be sufficient to promote its distribution, and thus requires involving people in the process and motivate them to seek, transfer and use the available knowledge; ...
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Knowledge management (KM) is crucial to ensure that business enterprises effectively leverage existing knowledge within the organization and produce faster and more effective decision-making. This article analyses the importance of KM in the construction industry in Portugal and investigates the perception of experienced professionals on the implementation of KM in this industry, its benefits, and restrictions to its implementation, and how knowledge is obtained and shared. A survey was conducted among experienced professionals working in the largest construction companies in Portugal—administrators, project managers, and budget officers. The validity and reliability of the results were achieved by statistically evaluating the respondents’ answers to the variables under study. From the analysis of the results, the relevance of KM is evident, and its greatest benefits are the sharing of information and the exchange of experiences. The lessons learned from completed projects and work meetings are pointed out as the most effective and usual ways to obtain knowledge, but there is a pressing need for a change in mentality to overcome the main barrier to the implementation of KM. This study aims to help construction companies in Portugal to develop strategies to implement KM and knowledge sharing.
... As Kolb (1983) forwards in his theory of experiential learning, knowledge retrieval, creation and application requires engaging knowledge as a process, not a product. A large number of thought leaders in knowledge management and related fields tie knowledge to action (Argryis, 1993;Bennet, 2005;Devlin, 1999;Huseman and Goodman, 1999;Sveiby, 1997;Wiig, 2004). ...
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Chapter
This chapter begins with a brief discussion of the basic concepts related to the unconscious life of an organization, and then addresses specific aspects of knowledge, learning, and memory, developing a language and framework for comprehending their application to organizations. Knowledge is addressed in terms of an information part and a proceeding part. Tacit knowledge is divided into embodied, intuitive, affective, and spiritual parts, with each of these aspects carried over to corresponding descriptions of memory. Organizational memory is then considered in light of a rapidly changing, uncertain environment. It is forwarded that organizational sustainability in an uncertain world requires a dynamic and responsive organizational memory. This highlights the challenge of keeping tacit memory updated as experienced personnel retire. Ideas and actions are briefly suggested to enhance and sustain organizational memory.
... He considered two dimensions -the complexity of the work performed (from performing routine procedures to expert activity) and the level of independence from other employees (from an individual activity to large group interaction). Wiig [53] proposed a more detailed classification of work complexity -from routines to actions in a completely unpredictable situation. Based on the integration of the approaches of these researchers, it is possible to construct a classification of information systems that are used to support various types of activities related to information processing (Fig. 3). ...
Chapter
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