Working Knowledge
... According to Ong and Teh (2012), the reward is a benefit that the organisation provides to an employee. Davenport and Prusak (1998) have pointed out that organisation rewards could be in two types, monetary incentives and non-monetary awards. The salary and bonuses are examples of economic incentives and promotions and job security examples for nonmonetary awards. ...
... The amount of knowledge contributed to a knowledge management system is crucial in deciding the breadth and depth of the knowledge management system (Al-Busaidi, Olfman, Ryan & Leory, 2010). Further, scholars (Alavi and Leidner, (2001); Davenport and Prusak (1998)) explain in their studies that the repository knowledge management system is one of the traditional methods as well as the most popular way to develop the organisational knowledge management system. ...
... As Alavi and Leidner (2001) describe, the knowledge management system will help establish the organisation memory, which helps store the 23 Factors Associated with Knowledge Sharing Capabilities of IT Professionals in Sri Lanka organisation's explicit and articulated knowledge efficiently. The knowledge sharing process will be sped up and increased for the newcomers of an organisation when a repository knowledge management system used will help transmit the cultural rituals and routines in the organisations (Davenport and Prusak 1998). Kim and Lee (2006) found out that public and private employees of South Korea utilise IT applications such as internet-based services, intranets, electronic data management systems and knowledge management systems to share their knowledge in the organisations. ...
Knowledge sharing capabilities are the abilities of the employees to share their knowledge with colleagues and associates. IT professionals play a significant role in organisations as they share their knowledge with others. Although a few scholars in the western context discuss the organizational and technological perspective in employees' knowledge sharing capabilities, a vacuum remains to fill this subject matter in a Sri Lankan context. There are currently minimal and obsolete studies on how personal and organisational factors play an essential role in IT professionals' knowledge sharing capabilities. Therefore, the researchers investigated the personal, organisational, and technological factors in developing IT professionals' knowledge sharing capabilities in Sri Lanka. The study uses a self-administered questionnaire. The convenience sampling technique applies to collect data. Descriptive analysis, correlation coefficient and multiple regression analysis employ as the analysing techniques. Among the 368 IT professionals in eight ICT companies in the Western province, Sri Lanka, 59.5% were male, and most of the respondents are in the age group of 31-40. 44.8% of the respondents have work experience between 11 and 20 years, while 54% have obtained their postgraduate education. The findings highlight that IT professionals' level of knowledge sharing capabilities in Sri Lanka is moderately high. Further, It identifies that top management support and knowledge management system quality are critical in the Sri Lankan context. However, the study points outs that organisational rewards and KMS infrastructure are not significantly associated with the knowledge sharing capabilities of IT professionals in Sri Lanka. In addition, the education level and years of working experience acted as moderating variables between IT professionals' factors and knowledge sharing capabilities in Sri Lanka.
... Enterprise training is extensively classified and the requirements for each training are inconsistent. When training enterprises to train employees, they should grasp the following training principles [5]. First, training should meet the actual needs of enterprises. ...
... Enterprises generally use traditional training theories to guide training, including training needs analysis, training plan development, training activities organization and implementation and training effectiveness evaluation [5]. The traditional enterprise training model has problems, such as unclear training needs, imperfect training evaluation mechanism and lack of training platform transformation results of employees, which will lead to unsatisfactory training results and low training efficiency [5]. ...
... Enterprises generally use traditional training theories to guide training, including training needs analysis, training plan development, training activities organization and implementation and training effectiveness evaluation [5]. The traditional enterprise training model has problems, such as unclear training needs, imperfect training evaluation mechanism and lack of training platform transformation results of employees, which will lead to unsatisfactory training results and low training efficiency [5]. ...
... The sharing of tacit knowledge needs more time to be effective in comparison with the sharing of explicit knowledge. Szulanski (1996), Haldin-Herrgard (2000), Davenport and Prusak (1998) and Disterer (2003) Effective and efficient tacit knowledge transfer processes cannot be subject to failures in communication between the emitter and the receptor, hence, the terminology and the expressions applied, which very often assume their own connotations depending on the organisational context of application, should be broadly understood by both parties. ...
... confidence Roberts (2000) and Davenport and Prusak (1998) The risks and uncertainties present in the sharing of tacit knowledge fall to the extent that trust among the individuals participating in the organisation rises. ...
... Szulansky (1996), Davenport and Prusak (1998) and ...
The studies in the area of knowledge management, directed to non-profit organizations are scarce, as opposed to what happens in the private and public sector. The growing importance of the third sector and its institutions, in establishing a more just and balanced society, combating asymmetries and placing itself on the side of the neediest, justifies the attention of the academic community, in order to establish and adopt best practices to carry out their missions. The choice of a case study of organizations such as the Portuguese fire brigades, unique in their action and identity, accompanies the need increasingly recognized by Portuguese society to enable these organizations to perform best in the face of tragic events in recent years in Portugal, particularly in the case of large fires. This study focuses on analysing the sharing of tacit knowledge in non-profit organisations (NPOs) through the case of Portuguese volunteer firefighters (Vfs). A literature review on tacit knowledge sharing allowed the identification of indicators to share this knowledge. A quantitative methodology was followed, with data collection through questionnaires and the treatment of which was able to determine the indicators that influence each factor. We correspondingly applied exploratory factorial analysis to study the indicators for the tacit sharing of knowledge. This returned three factors as leading to the sharing of tacit knowledge within the scope of these organisations: organisational culture, individual characteristics and organisational structure.
... Knowledge is a valuable resource for business organizations. According to Grant (1996b) knowledge is considered as the firm's most important and precious asset to sustain its competitive advantage (Davenport & Prusak, 1998;Suppiah & Sandhu, 2011). Davenport and his colleagues found knowledge management as the improvement process of knowledge exercise for the organizations to achieve its organizational objectives (Davenport et al., 1998). ...
... According to Grant (1996b) knowledge is considered as the firm's most important and precious asset to sustain its competitive advantage (Davenport & Prusak, 1998;Suppiah & Sandhu, 2011). Davenport and his colleagues found knowledge management as the improvement process of knowledge exercise for the organizations to achieve its organizational objectives (Davenport et al., 1998). Knowledge entails iteration and interaction between individuals in the workplace (Howell & Annansingh, 2013). ...
Human Resource Management plays an essential role for attaining organizational goals. Nowadays, practitioners, researchers, and academicians around the world are emphasizing to transform and reshape the practice of human resource. However, very few research works have been done in the area of Transformational Human Resource Management (T-HRM). Hence, the aim of this chapter is to propose an integrated framework of T-HRM and organizational efficiency. In light of that, this study has proposed potential factors of the T-HRM. Secondly, this study presented positive effect of the factors of T-HRM on organizational efficiency management. Concept of knowledge management has introduced as a potential mediator, and ICT and organizational alignment has presented as a potential moderator of this study. Finally, knowledge of this study will provide better insights on T-HRM for ensuring organizational efficiency.
... Before defining Knowledge Management, let us first present what knowledge is. There are many authors who proposed definitions of the term "knowledge", we present here one of the definitions which is given by Davenport and Prusak [8]: knowledge "is a fluid mixture of condensed experience, values, context information and experimental insight, that offers a structure for evaluation and incorporation of new experiences and information". Nonaka et al. [9] pointed the social aspect of knowledge by reporting that knowledge is dynamic, since it is created in social interactions amongst individuals and organizations. ...
... The author localized the Knowledge reuse phase between the application and sharing of knowledge. On the other hand, Davenport et al. [8] categorized Knowledge processes into two principal categories: knowledge creation (as in research or new product development) and knowledge reuse (as in sharing best practices or helping others solve common technical problems). ...
One of the main sources of knowledge in the web is the social networks and especially online communitie because they contain human experiences which are considered as a rich source of information. This knowledge is in the most cases unstructured and is in the form of discussions organized generally by topics. The aim of this paper is to propose a process of knowledge extraction and Management in Online or Virtual Communities. With the widespread of communities in social media due to the services provided by those technologies, many of those communities are in the form of Learning communities created by expert to share knowledge about a topic of their interest. The knowledge shared by members in the online communities is unfortunately not structured and not capitalized. Many members try to access and learn from the shared knowledge in the community but cannot benefit from it due to its unstructured form. If that knowledge could be represented and stored in order to be reused, it would facilitate the knowledge acquisition by members. For this purpose, the present paper try to analyze the studies that treat the question of extracting and managing knowledge in Online Learning Communities based on several criteria exposed all along this paper. Then we propose a framework for managing knowledge in Virtual Learning communities inspired from the different previous frameworks presented in the analyzed studies, and try to propose and approach to overpass the different challenges present in the actual knowledge Management processes of Virtual Communities.
... Já para Brooking (1999) o conhecimento é definido como informação que necessita de ser entendida e aplicada. Davenport e Prusak (2000) por seu turno, ligam o conhecimento a uma mistura fluida e estruturada entre as variáveis experiência, valores e informação contextual. Estes conceitos são assim o quadro de referência disciplinar neste campo da investigação científica que resultaram em múltiplas formas de definir conhecimento, ainda que este possa ser mais explícito (resultado por exemplo da apresentação de um relatório de pesquisa), tácito (resultante de discussões, histórias e interações pessoais ligadas a perspetivas pessoais, intuição, emoções, crenças, experiências e valores), implícito ou sistemático, dependendo do nível de enquadramento contextual que se queira considerar, que pode ser individual, grupal ou organizacional (Nonaka e Takeuchi, 1995;Inkpen, 1996;Davenport e Prusak, 2000;Dixon, 2002). ...
... Davenport e Prusak (2000) por seu turno, ligam o conhecimento a uma mistura fluida e estruturada entre as variáveis experiência, valores e informação contextual. Estes conceitos são assim o quadro de referência disciplinar neste campo da investigação científica que resultaram em múltiplas formas de definir conhecimento, ainda que este possa ser mais explícito (resultado por exemplo da apresentação de um relatório de pesquisa), tácito (resultante de discussões, histórias e interações pessoais ligadas a perspetivas pessoais, intuição, emoções, crenças, experiências e valores), implícito ou sistemático, dependendo do nível de enquadramento contextual que se queira considerar, que pode ser individual, grupal ou organizacional (Nonaka e Takeuchi, 1995;Inkpen, 1996;Davenport e Prusak, 2000;Dixon, 2002). ...
O Papel dos Consultores como Intermediários no Processo de Construção do Conhecimento: Uma análise à luz do campo de pesquisa da estratégia-como-prática The Role of Consultants as Intermediaries in the Knowledge-Building Process: An analysis in the light of the strategy-as-practice field of research Resumo: Numa retrospetiva histórica, embora a literatura existente apelide o setor de consultoria de gestão como um setor extraordinário e um fenómeno único no contexto empresarial, na verdade estas afirmações não vêm acompanhadas por um número de estudos académicos que realcem a importância do trabalho efetivo dos consultores de gestão. Para combater a falta de estudos nesta área emergente, este artigo resulta de um estudo amplo de três anos reproduzido numa tese de doutoramento e visa construir um modelo que permita combinar numa mesma estrutura, os papéis dos consultores de gestão, as variáveis a equacionar em cada um destes papéis e, o tipo de consultoria implícita em cada uma destas análises. Os resultados da análise empírica sob a forma de entrevistas semiestruturadas e questionários aplicados a consultores de gestão e gestores de PME em Portugal demonstram que os papéis dos consultores não podem ser apenas definidos nas variáveis visibilidade organizacional e estatuto do consultor, resultando deste estudo um modelo de determinantes ligado ao contexto organizacional de consultoria de gestão Palavras-Chave: Consultoria de Gestão, Gestão do Conhecimento, Estratégia-como-Prática
... Organizational rewards indicate that the organization value certain kind of behaviors from employees (Cabrera & Bonache, 1999). Organizational rewards range from monetary incentives such as increased salary and bonuses to non-monetary rewards such as promotions and job security (Davenport & Prusak, 1998;Hargadon, 1998). In addition, several organizations have introduced reward systems that are specifically designed to motivate employees to share knowledge (H. ...
... These items was studied the degree to which workers recognize support and encouragement of knowledgesharing from top management (Tan, 2003). Organizational rewards was measured using three items adopted from Hargadon (1998) and Davenport and Prusak (1998), which defined the degree to workers believe that they will obtain extrinsic incentives such as salary, bonus, promotion, or job security for sharing knowledge with others. In addition, ICT use was measured based on four items taken from Lee and Choi (2003), which referred to the extent of technological usability and ability about knowledge sharing. ...
The study was done to investigate the effect of individual predictors (enjoyment in helping others and knowledge self-efficacy), organizational predictors (top management support and organizational rewards) and technology predictors (information and communication technology use) on knowledge sharing processes and if the predictors lead to innovation capability. The result of the study indicated that one individual factor (knowledge self-efficacy) and two organizational factors (top management support and organizational rewards) significantly affect knowledge sharing. Future research can investigate how individual traits (such as age, education level, and work experience) and organizational characteristics (such as organizational size and type) may either mediate or moderate the relationships between knowledge enablers and processes. From the managerial viewpoint, the associations among knowledge sharing enablers, processes, and organization innovation capability may shed a light on how organizations can motivate knowledge sharing culture among their employees to maintain their performance. The results of this research provide a conceptual foundation towards the body of knowledge in the field of knowledge sharing and can also be utilized to investigate the relationships among knowledge sharing predictors, enablers, processes, and innovation capability. In terms of practical perspective, this research provided several predictors that are necessary towards successful knowledge sharing, and discussed the implications of the predictors in order to develop organizational strategies that encourage and improve knowledge sharing among employees.
... al., 2009). Since more than twenty years the flaws and weaknesses of the handicraft sector has been addressed and searched by the researchers the numerous factors that have found relate to the sickness of the sector are availability raw material, transportation facilities, lack of tourism, mechanical tools, financial support, middlemen exploitations, government delinquencies, stiff competition, marketing & distribution, machine-made goods and many more (Goldman, Nagel, & Preiss, 1995, Fisher, 1997, Davenport & Prusak, 1998, Driese, 2000, Chatur, 2005. Every factor mentioned above is important for the manufacturing process and is widely important for the survival of craftsmen including artisans and workers. ...
... al., (2011). Creation of brand loyalty (Davenport & Prusak, 1998) The focus of this study is to analyze the impact of operational disruptions on the performance efficiency of the handicrafts sector. To determine the precise impact of chosen factors on the performance efficiency the steady has selected most influential factors of operational disruptions and the key factor for measuring efficiency of handicraft sector. ...
... As a result, OL is to be materialized and established across universities (Nakpodia, 2009). However, a good number of previous studies in this vein reported that leadership can play a critical role to make OL happen (Argyris & Schon, 1996;Davenport & Prusak, 1998;Edmondson, 1999;Lipshitz, Popper, & Friedman, 2002;Popper & Lipshitz, 2000;Schein, 1993;Senge, 1990;Sun & Anderson, 2011). According to Popper and Lipshitz (2000), leadership is such an aspect that promotes organizational learning by developing an appropriate organizational structure as well as by upholding the organizational values and culture. ...
... In the context of leadership and OL, previous studies revealed that leadership influences significantly to promote OL (Ayoubi, 2015). The majority of prior research works were based conducted on the theoretical issues (Argyris & Schon, 1996;Davenport & Prusak, 1998;Edmondson, 1999;Lipshitz, Popper, & Friedman, 2002;Popper & Lipshitz, 2000;Schein, 1993;Senge, 1990). The argument of previous works was mostly directed towards linking the impact of leadership in developing context of honesty and psychological wellbeing, which are regarded as the key aspects of OL (Argyris & Schon, 1996;Edmondson, 1999;Schein, 1993). ...
The study investigates the influence of leadership styles, i.e. transactional and transformational on promoting organizational learning in some selected private universities in Chittagong, Bangladesh. The study used a quantitative research design. Data have been collected from three private universities of Chittagong through a survey instrument. The study analyzed in total 147 matched completed questionnaires. The findings of the study revealed that contingent reward of transactional leadership and idealized influence and individualized consideration of transformational leadership played significant and positive influence on enhancing organizational learning. Although, findings of this research did not report any significant impact of management by exception-active and management by exception-passive as constructs of transactional leadership as well as inspirational motivation and intellectual stimulation as dimensions of transformational leadership style on organizational learning. The study extends present literature in the field by relating leadership styles and organizational learning focusing on emerging economies particularly in the context of Bangladesh. IIUC Studies Vol.14(2) December 2017: 09-34
... Las TIC son esenciales en el entorno actual de los negocios y se consideran una herramienta capaz de gestionar, adquirir y transmitir el conocimiento estructural (T. Davenport, 1998). ...
Due to the high energy consumption at the governmental level and the lack of an
energy performance system and energy efficiency measures that allow achieving cost
reduction through energy savings, this article presents ISO 50001 version 2018 is an
international standard developed by ISO, this version cancels and replaces the first edition 2011. This standard determines the requirements for energy management in an organization and its application in all types of companies and organizations regardless of their size or activity. The objective of this standard is to integrate energy Management within an organization with an efficient management system and the measures that a company adopts and implements an energy saving plan. A systematization of management processes that seeks efficiency and involves cultural changes that involve the responsibility of senior management and the participation of the entire organization, with planning of objectives, implementation of plans, review and continuous improvement. This work provides a guide for organizations to implement the standard.
... The ability to manage knowledge is becoming increasingly important in today's knowledge economy. In order to achieve and maintain competitiveness, modern organizations have to create and disseminate knowledge (Davenport & Prusak, 2000). In fact, the only sustainable advantage of a modern organization stems from what the firm knows, how effectively it uses what it knows, and how quickly it acquires and uses new knowledge. ...
This paper analyzes the influence and predictive effects of knowledge management on job satisfaction. The aim of this paper is to develop a model based on the effects of knowledge management on job satisfaction. The data were obtained by interviewing 520 managers of all levels from manufacturing enterprises in Serbia. The results showed that knowledge management has a complex influence on job satisfaction. It negatively affects the dimensions of Salary, Promotion, and Supervision and positively influences the Additional Benefits dimension, while having combined effects on the other dimensions. In a working environment where knowledge management levels are high, employees may perceive their salaries, rewards, and promotion opportunities as inadequate. This is because they feel they deserve more due to their knowledge, ability, engagement, and the enterprise's success. Serbian enterprises are often unable to pay their employees higher salaries. The theoretical importance of the results is precisely in the fact that the individual relations of the observed dimensions are determined and that the desired model is developed. The practical significance of the work is that leaders and managers, based on these relations, can see the possibilities and ways to improve certain aspects of knowledge management and job satisfaction.
... Despite the abundance of information in the globalised world economy, a competitive gap exists between nations and organisations. The most significant cause of this competitive gap is knowledge (Prusak and Davenport, 1998). Prusak (1996) made this more explicit when he explained that the only thing that endows a competitive edge on an organisation or a nation, is what it knows, how it uses what it knows and how fast it can know something new. ...
For nations to compete successfully in the long run, they must innovate; and innovating entails building new competencies, new capabilities and new knowledge. Starting with a brief review of the concepts of Science, Technology and Innovation, this chapter discusses the factors militating against the translation of scientific R&D outputs into innovations in Nigeria. The situation in selected Asian countries are reviewed to highlight the significance of specific factors such as institutional framework, adequate funding and knowledge pool in the process of building indigenous innovation capability for national development. Policies, strategies and structures that could facilitate the effective management of R&D and innovation, and enhance university-industry connections are suggested.
... (Thomas H. Davenport & Prusak, 2000) Mezcla fluida de experiencia estructurada, valores, información contextual e internalización experta que proporciona un marco para la evaluación e incorporación de nuevas experiencias e información. (Alavi & Leidner, 2001) Es información que se encuentra en la mente de los individuos, relacionada con hechos, procedimientos, conceptos, juicios e ideas. ...
Resumen: El trabajo aborda un conjunto de repositorios para facilitar a los investigadores y profesores con la gestión de su labor científica; así como, con la divulgación de sus resultados mediante el lanzamiento del boletín electrónico "Gestión por el Conocimiento". Summary: The work deals with a set of repositories to enable researchers and teachers with managing their scientific work as well as with the dissemination of its results through electronic bulletin release "by Knowledge Management." Introducción En las últimas décadas, ha crecido la importancia del desarrollo científico-técnico en la economía mundial, hasta llegar a ser hoy clave para el desarrollo de los países. Los cambios que ocurren a escala mundial provocan inesperadas formas de competencia y un mercado cada vez más impredecible. La rapidez de los cambios, la baja adaptabilidad de las organizaciones y su vida efímera en el mercado, inciden en la forma de negociar y en el establecimiento de ventajas competitivas estables. Estamos en presencia de un cambio radical y discontinuo, que además está centrado en la producción y uso del conocimiento. Algunas palabras claves son: dinamismo, flexibilidad, incertidumbre, riesgo y oportunidad. La cuestión básica que se desprende de todo esto se refiere a cómo deben prepararse los individuos y las organizaciones para enfrentar esta ola de cambios vertiginosos que están ocurriendo hoy en día, de los que no es posible escapar. El conocimiento se ha convertido en el factor fundamental de creación de riqueza en la sociedad de nuestro tiempo. Desarrollo La Gestión por el Conocimiento 1 (GC) es un tema del cual las organizaciones se están interesando cada vez más. Si bien, la gestión en las empresas se orienta a procesos de coordinación de los recursos disponibles (generalmente físicos) llevados a cabo para establecer y alcanzar los objetivos y metas previstos, dentro de políticas establecidas; 1 Aunque en la literatura se reconoce con el nombre de Gestión del Conocimiento, de la traducción del término en inglés Knowlege Management, en este trabajo de Diploma se emplea el término de Gestión por el Conocimiento, por la necesidad, importancia y relevancia de trabajar en función del proceso de confección del mismo.
... Finally, it alludes to the outcome of business sustainability, referring to the 'longterm survival of the organisation'. Davenport (1998) says that people possess innate abilities, behaviors and personal energy and these elements make up the human capital they bring to their work. Armstrong (2006) defines the human capital as knowledge and skills which individuals create, maintain, and use. ...
This research investigates the impact of human capital development on the manufacturing sector in Nigeria. It spanned through the period 1982 through 2016. The data used for this work were sourced from the Central Bank of Nigeria(CBN) statistical bulletin 2016 and the World Bank Development Indicators 2017. Adequate statistical measures(OLS) have been employed using a time-series analysis in the study. For objective two and three in this paper, one model was used to capture them and the variables of interest are government expenditure on education and government expenditure on health.
The results revealed for the second and third objective of the research, that human capital development has a positive relationship with manufacturing output, though the two variables are not statistically significantly different from zero. This brings to limelight that for the manufacturing sector to achieve steady state level of output and satisfactory level of economic growth and development, there is need for human capital development to take place.
... Davenport and Prusak in 1998 provided a very comprehensive definition of knowledge, accordingly, "Knowledge is the pool of recorded experiences, values, information related to organizational context and experts dealing with the situations, to become a benchmark for new experiences" [6]. The people know, knowledge originates within them, it is sometimes stored in documents, organizational routines, processes, practices and established norms [7]. ...
The paper aims to study Knowledge Management (KM) in the light of three theoretical frameworks, Resource-based View (RBV), Resource Dependence view (RDT) and Population ecology of the organizations. The paper is divided into four parts. In the first part, Knowledge Management is defined and described, the knowledge management process is defined, and the Knowledge management capability of the organizations is discussed. In the second part, knowledge management is discussed from the viewpoint of the Resource-based view of the organizations, Resource-based view from its origin is discussed and then knowledge management is viewed from the RBV perspective. In the third part, the Resource dependence view (RDT) is discussed and knowledge management is viewed from the RDT perspective. In the fourth part, the Population ecology of the organizations is discussed from its origin to present, and KM is viewed from the ecological perspective. The conclusion is drawn based on these three perspectives, that how these three perspectives view Knowledge management, how they make difference in their approaches and what is the basis, these three perspectives separately provide to the knowledge management construct or the field. Knowledge management is the basic resource as required by organizations to get competitiveness as per the RBV perspective. Organizations highly depend on their experienced employees and their structures to get sustainability as per the perspective of RDT. If the organizations do not make considerable efforts for knowledge management they become a victim to Immortality as per the perspective of the Population ecology of the organizations.
... Two different approaches to the subject of knowledge management dominate in previous research. The first approach is a technological approach (Davenport and Prusak, 1998;Liebowitz and Wilcox, 1997;O'Leary, 1998;Ruggles, 1998) and is focus on the databases, intelligent systems or ICT. This approach is based on explicit knowledge that is easy to codify and process (Nonaka and Takeuchi, 1995). ...
Smart solutions become an indispensable attribute of today life giving the opportunity to act in a significantly efficient way in both public and especially private sector. For this reason the “smart approach” to business is a crucial component in a process of building the advantage in a competitive services market. Taking this challenging aspect of companies’ activities, the authors present a concept of implementing a smart solutions for improving working conditions in a private dental clinic. Particularly, the smart solutions are based on integration of knowledge management constructs and information and communication technologies (ICT) that enable users to use knowledge contextually and in intuitive way. As a final part of the paper, three different practical ideas were discussed and evaluated.
... The notion of knowledge management (KM) has attracted a wide range of researchers and has been investigated both theoretically (Bose, 2004;Davenport and Prusak, 2000;Hansen et al., 1999;Nonaka, 1994;Wiig, 1997) and practically (Martin-de-Castro et al., 2007;Oliver and Kandadi, 2006;Smith, 2004). The emergence of knowledge management (KM) as a practical business discipline is connected to the growing realisation that knowledge is an essential resource for organisations to retain sustainable competitive advantages. ...
... Knowledge is one of the most valuable assets an organisation can possess . Knowledge is a mix of experiences, values, contextual information, or insights based on frameworks of understanding originating in the minds of individuals or groups (Davenport & Prusak, 1998). Knowledge can provide many benefits to organisations in terms of organisational growth and survival, innovation, effective performance, quality of service and competitive advantage (Grant, 1996). ...
... Es de importancia que en una empresa se considere el conocimiento como una ventaja competitiva, por el hecho que permite el desarrollo de la innovación de nuevos métodos o estrategias de negocio que faciliten sobresalir y superar a sus competidores (Nonaka, 1991;Davenport y Prusak, 1998). ...
Muchas organizaciones para mejorar sus servicios o productos han optado por herramientas que les brinden una ventaja competitiva o que les permitan realizar sus procesos más eficientemente. Una de las herramientas que han tomado importancia en las organizaciones es el registro de buenas prácticas o lecciones aprendidas, esto con el beneficio de que aprendan de experiencias pasadas posibilitando la creación de nuevo conocimiento útil en nuevos métodos o procesos. Ante la necesidad de mejora que tienen las organizaciones, el objetivo de este trabajo es proponer una estrategia que permita facilitar la captura de lecciones aprendidas y buenas prácticas en una empresa de desarrollo de software. Debido a la situación existente en la organización de estudio, se desarrolló e implementó una metodología que comprendiera identificar a expertos en los procesos organizativos; diseñar una estructura que facilite la captura de las lecciones aprendidas y buenas prácticas; e implementar la estructura diseñada en los empleados de la organización. Como principal resultado, se obtuvo el registro de éxitos, fracasos o experiencias que permitieran la creación de buenas prácticas y lecciones aprendidas, siendo de utilidad para la mejora de las actividades laborales dentro la organización de estudio. Palabras Clave: buenas prácticas, lecciones aprendidas, conocimiento, documentación. Many organizations have opted for tools that offer them a competitive advantage or allow them to carry out their processes more efficiently to improve their services or products. One of the tools that have taken importance in organizations is the documentation of good practices or lessons learned, this with the benefit of learning from past experiences enabling the creation of new useful knowledge in new methods or processes. Given the need for improvement that organizations have, the objective of this paper is to propose a strategy that facilitates the capture of lessons learned and good practices in a software development company. Due to the situation existing in the study organization, a methodology was developed and implemented that included identifying experts in the organizational processes; design a structure that facilitates the capture of lessons learned and good practices; and implement the structure designed in the employees of the organization. As a main result, the record of successes, failures or experiences that allowed the creation of good practices and lessons learned was obtained, being useful for the improvement of work activities within the study organization.
... Organizational knowledge is when individuals not only judge significance based on context and theory but also consider generalized rules within an organization (Tsoukas & Vladimirou, 2001). Such generalized rules are oftentimes captured in organizational routines and processes, which foster collective understanding and represent the organizational knowledge (Davenport & Prusak, 1998). Thus, for this paper we define organizational knowledge as the sum of what individuals within the company know as well as what is embedded in the codes and routines of the organization itself (Kogut & Zander, 1992). ...
... Adoption of lifestyle modification to prevent chronic disease requires knowledge acquisition in order to effectively implement action plan for healthy living. Davenport and Prusak [29], defined knowledge as a fluid mix of framed experience, contextual information, values and expert insight that provide a framework for evaluating and incorporating new experiences and information. ...
... Adoption of lifestyle modification to prevent chronic disease requires knowledge acquisition in order to effectively implement action plan for healthy living. Davenport and Prusak [29], defined knowledge as a fluid mix of framed experience, contextual information, values and expert insight that provide a framework for evaluating and incorporating new experiences and information. ...
... In this research particularly, in order to identify whether students' responsibility towards the environment and biodiversity conservation could develop a lifelong attitude of their pro-conservation behavior or vice-versa, the students' commitment towards the environment were measured. According to Davenport and Prusak (1998), "Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information". It basically means that knowledge is the understanding and skills that an individual has gained through learning or experience. ...
Human behavior has caused negative impact on our environment. The exploration, exploitation and destruction of our planet occurred merely to satisfy the desires of human being. Thus, to sustain a better future particularly in terms of healthy lifestyles and maintain environmental sustainability, the human behavior towards conservation must be changed. Therefore, this quantitative research involved secondary students in order to identify and explore the level and influence of students’ interpretation, commitment, knowledge and pro-conservation behavior. The respondent consists of 500 students from selected urban secondary schools in Sabah, Malaysia. Questionnaire adapted from previous researches was the instrument used to collect the data. Descriptive and inferential statistics were used to analyze the data. The results revealed that there was significance influence of student’s knowledge and commitment on pro-conservation behavior. The research findings revealed that the students’ interpretation, commitment, nature conservation knowledge and their behavior were important and needed more attention from various parties in order to develop their lifelong attitude towards environment and biodiversity conservation. Hence, the environmental organizations need to design and organize a lot of conservation programmes in schools in order to promote conservation and build positive impact on the students’ behavior towards environment and biodiversity conservation.
... This definition stresses the role of human capital in dynamically developing and changing environment in the area of creativity and innovativeness (Sung, Sun Young, Choi, & Jin Nam, 2018). Davenport and Prusak (1998) see human capital as the innate abilities, behaviours, personal energy possessed by people and these elements make up the human capital which they bring to the workplace. To Armstrong (2009) human capital is the knowledge and skills which individuals create, maintain and use. ...
Human capital refers to all the competences of employees. It is a resource of knowledge, skills and attitudes existing in every human being and society as a whole, which defines capability of work and adaptation to changes in the environment, and possibility of creating new solutions. The paper is theoretical and empirical in nature and presents the role of human capital in the implementation of personnel policy in an organisation. The aim of the paper is to present diagnosis of the level of human capital that contributes to the implementation of personnel policy of public administration on the example of integration and welfare institutions examined. Empirical part of the paper presents analysis of the survey results within selected aspects of human capital management in the institutions examined. Primary data collected during a quantitative study using questionnaire surveys, with a survey questionnaire as a research tool. The questionnaire was addressed to randomly selected employees of public administration organizations of the type integration and welfare institutions located in Silesian Voivodeship (Poland). Results of research: in the area of a strategy for human capital management there is a clear lack of a comprehensive approach which would enable a consistent use of modern tools for human capital management in this type of institutions. Keywords: human capital, human resources management, public administration.
... Intangible intellectual assets, such as knowledge and information, have increasingly replaced physical assets as the most valuable element in organizational productivity in today's knowledge economy (Davenport & Prusak, 2000). Thus, turning their knowledge stock into profitable resource represents a crucial issue that contemporary organizations face. ...
... In the literature, knowledge management is described, among others, as a business process based on targeted experience, useful information, professional approach and value (Davenport and Prusak, 1998) focused on knowledgeable resources (internal and external, existing and non-existent, known and hidden) and tasks and instruments of organizing and communicating (Perechuda, 2005) leading to the selection, storage, organization, and transmission of information important to the business of the enterprise (Bergeron, 2003), through which companies create and use their institutional, shared knowledge (Sarvary, 1999), generating -on this basis and other intellectual resourceswealth (Bukowitz and Williams, 2000). ...
Proper, effective knowledge management is possible only through the implementation of mechanisms and systems tailored to the specifics of the company’s operations and the nature and quantity of its resources. Drawing from the experience of others is advisable, however, to some extent difficult due to the specific uniqueness of many elements of knowledge management in enterprises resulting, for example, from the size of the organization. The study attempts to identify characteristic features of the solutions used in Poland, depending on the size of the enterprise and the nature of its activities. The survey used a questionnaire, which was addressed to the representatives of the top management of 105 enterprises. Based on the obtained results, the characteristics of the identified phenomena and trends were characterized and the limitations of the conducted study were indicated.
... Agile practices enhance knowledge management activities that include both tacit and explicit knowledge. If we base our line of arguments on the work of Davenport and Prusak (1998), agile practices contribute to the creation of a knowledge intensive culture. As highlighted in our findings, knowledge management is emphasized through communication, iterative development, knowledge repositories, and engineering practices. ...
Knowledge represents a sustainable asset for innovative firms and specifically software industries working in unpredictable environments. Until the late 90’s, the most widely used software development approaches advocated extensive documentation and traceability. The emphasized knowledge is mainly explicit. However, with the dynamics of progress of technologies and the market changing demands, extensive planning and documentation are quickly becoming obsolete. As such, more flexible methods, called agile methods, have gained popularity. These methods value collective learning and close collaboration between team members. To this day, little research has shown how agile software development supports knowledge management initiatives. This research helps fill this gap by reviewing the related work on agile software development by focusing on and examining knowledge management initiatives in agile organizations. Our findings highlight the way knowledge management is embedded in agile practices, including continuous communication, iterative development, knowledge repositories and engineering practices. It also emphasizes the importance of knowledge management in Information Technology development organizations.
... Among the goals of KM are to improve the visibility of knowledge, to create a knowledge-based culture and to build a structural framework for knowledge (Davenport & Prusak, 1998). There is a high degree of variation in the level of adoption, depth of sophistication and commitment of financial resources to KM from company to company. ...
The purpose of this study is to contribute to the understanding of knowledge management and its relationship to the management of risks that organizations encounter. In this research, we have selected cyber risk in the utility industry as a surrogate for organizational risk. Using publicly disclosed secondary data that includes information on cyber risk, we explored for evidence of what role, if any, investment in knowledge management (KM) plays in the management of risk. Methodologically, we employed a textual analysis of the Item 1A section of annual 10-K reports. We found manifestations in the disclosure data of risk management (RM) and KM, and also investment in KM activities. Further, we show that KM and RM coalesce in the firm as a unified risk-response-resolution sequence, in which investment in KM influences RM mitigation. Our research supports the assertion that "RM is KM", and offers a response to the issue of how KM can contribute to enterprise risk management.
... (Vail, 1999) (Nonaka & Takeuchi, 1995) (Paiva, Roth, & Fensterseifer, 2007) Se encuentra fuertemente ligado a las creencias y compromisos de una persona, relacionándose directamente con la acción humana y la agregación de valor en la empresa. (Thomas H. Davenport & Prusak, 2000) Mezcla fluida de experiencia estructurada, valores, información contextual e internalización experta que proporciona un marco para la evaluación e incorporación de nuevas experiencias e información. (Alavi & Leidner, 2001) Es información que se encuentra en la mente de los individuos, relacionada con hechos, procedimientos, conceptos, juicios e ideas. ...
Resumen: El trabajo aborda un repositorio con la información de las revistas para facilitar a los investigadores y profesores la gestión de la divulgación de sus resultados científicos y el lanzamiento de un boletín electrónico sobre gestión del conocimiento. Introducción En las últimas décadas, ha crecido la importancia del desarrollo científico-técnico en la economía mundial, hasta llegar a ser hoy clave para el desarrollo de los países. Los cambios que ocurren a escala mundial provocan inesperadas formas de competencia y un mercado cada vez más impredecible. La rapidez de los cambios, la baja adaptabilidad de las organizaciones y su vida efímera en el mercado, inciden en la forma de negociar y en el establecimiento de ventajas competitivas estables. Estamos en presencia de un cambio radical y discontinuo, que además está centrado en la producción y uso del conocimiento. Algunas palabras claves son: dinamismo, flexibilidad, incertidumbre, riesgo y oportunidad. La cuestión básica que se desprende de todo esto se refiere a cómo deben prepararse los individuos y las organizaciones para enfrentar esta ola de cambios vertiginosos que están ocurriendo hoy en día, de los que no es posible escapar. El conocimiento se ha convertido en el factor fundamental de creación de riqueza en la sociedad de nuestro tiempo. Desarrollo La Gestión por el Conocimiento 1 (GC) es un tema del cual las organizaciones se están interesando cada vez más. Si bien, la gestión en las empresas se orienta a procesos de coordinación de los recursos disponibles (generalmente físicos) llevados a cabo para establecer y alcanzar los objetivos y metas previstos, dentro de políticas establecidas; la gestión orientada al conocimiento trasciende y va mucho más allá porque se toma en cuenta un elemento (intangible) que siempre ha existido pero que, sin embargo, hoy se le da la importancia y el cuidado debido: el conocimiento (cuadro 1). Cuadro 1. Conceptos de conocimiento. Autor Definición (Machlup, 1980) Crear e innovar y por lo tanto desarrollar nuevas ideas. (Muñoz Seca & Riverola, 1997) Capacidad de resolver un determinado conjunto de problemas con una efectividad determinada". Flujo mixto de experiencia, valores, información contextualizada y visión experta que provee de un 1 Aunque en la literatura se reconoce con el nombre de Gestión del Conocimiento, de la traducción del término en inglés Knowlege Management, en este trabajo de Diploma se emplea el término de Gestión por el Conocimiento, por la necesidad, importancia y relevancia de trabajar en función de ese conocimiento.
... (Thomas H. Davenport & Prusak, 2000) Mezcla fluida de experiencia estructurada, valores, información contextual e internalización experta que proporciona un marco para la evaluación e incorporación de nuevas experiencias e información. (Alavi & Leidner, 2001) Es información que se encuentra en la mente de los individuos, relacionada con hechos, procedimientos, conceptos, juicios e ideas. ...
Resumen: El trabajo aborda un conjunto de repositorios para facilitar a los investigadores y profesores con la gestión de su labor científica; así como, con la divulgación de sus resultados mediante el lanzamiento del boletín electrónico "Gestión por el Conocimiento". Summary: The work deals with a set of repositories to enable researchers and teachers with managing their scientific work as well as with the dissemination of its results through electronic bulletin release "by Knowledge Management." Introducción En las últimas décadas, ha crecido la importancia del desarrollo científico-técnico en la economía mundial, hasta llegar a ser hoy clave para el desarrollo de los países. Los cambios que ocurren a escala mundial provocan inesperadas formas de competencia y un mercado cada vez más impredecible. La rapidez de los cambios, la baja adaptabilidad de las organizaciones y su vida efímera en el mercado, inciden en la forma de negociar y en el establecimiento de ventajas competitivas estables. Estamos en presencia de un cambio radical y discontinuo, que además está centrado en la producción y uso del conocimiento. Algunas palabras claves son: dinamismo, flexibilidad, incertidumbre, riesgo y oportunidad. La cuestión básica que se desprende de todo esto se refiere a cómo deben prepararse los individuos y las organizaciones para enfrentar esta ola de cambios vertiginosos que están ocurriendo hoy en día, de los que no es posible escapar. El conocimiento se ha convertido en el factor fundamental de creación de riqueza en la sociedad de nuestro tiempo. Desarrollo La Gestión por el Conocimiento 1 (GC) es un tema del cual las organizaciones se están interesando cada vez más. Si bien, la gestión en las empresas se orienta a procesos de coordinación de los recursos disponibles (generalmente físicos) llevados a cabo para establecer y alcanzar los objetivos y metas previstos, dentro de políticas establecidas; la gestión orientada al conocimiento trasciende y va mucho más allá porque se toma en 1 Aunque en la literatura se reconoce con el nombre de Gestión del Conocimiento, de la traducción del término en inglés Knowlege Management, en este trabajo de Diploma se emplea el término de Gestión por el Conocimiento, por la necesidad, importancia y relevancia de trabajar en función del proceso de confección del mismo.
This article addresses the challenges of R&D–sales cross‐functional cooperation by exploring how HR practices encourage knowledge transfer, minimising peer‐to‐peer friction and maximising the effectiveness of the exchanges for performance innovation. We combined document analysis of professional HR management magazines and semi‐structured interviews at a Finnish digital media firm, in order to identify manifestations of institutional work expressing and legitimising knowledge transfer‐focused HR management practices, and how employees make sense of them. Our findings identify manifestations of institutional work expressing, sustaining and legitimising knowledge transfer and relate these manifestations to distinct dimensions of human resource management practices. We integrate prevailing institutional expectations and employees' attributions of knowledge transfer‐focused human resource practices, which highlights the connections between human resource management and the knowledge management field, as well as the dichotomy between the more humanist knowledge transfer strategies and those that are information technology‐oriented. Our original integration of institutional expectations and a case analysis of employees' attributions of knowledge transfer‐focused human resource practices contribute directly to management practice dealing with the effects of organising strategically for knowledge‐based innovation outcomes. This has implications in terms of the development of interpersonal skills, the engagement and development of cross‐team work; the design of participative mechanisms; and the implementation of knowledge transfer principles, practices and systems.
The COVID‐19 global pandemic has adversely affected educational institutions worldwide, resulting in frequent mandatory lockdowns and social distancing rules. After waiting for a brief period, most organizations, including educational institutions, moved their operations from traditional in‐class to virtual, web‐based teaching‐learning. As a result of unprecedented change, faculty, students, and administrators faced several challenges. However, how the educational institutions were coping with this challenging situation remained an important question. To address this, we present Knowledge Management Process (KMP), Knowledge Management System Infrastructure (KMSINF), and Knowledge Management System Quality (KMSQU) as resilient strategies to convert the challenges into opportunities. Using the KM processes and practices, a complex model is constructed to positively influence employee commitment, performance, and job satisfaction. A survey instrument was used to collect data from 747 faculty members from 14 higher educational institutions in the southern part of India. After testing the measurement properties using the Lisrel package of structural equation modeling, the complex model was tested using Hayes PROCESS macros. The results indicate (i) KMP is positively related to performance and employee commitment, (ii) employee commitment mediates the relationship between KMP and performance, (iii) KMSINF moderates the relationship between KMP and employee commitment, (iv) KMSQU moderates the moderated relationship between KMP and KMSINF in influencing the employee commitment, and (v) performance is positively related to job satisfaction. The results suggest that KM processes, system infrastructure, and system quality are effective, resilient strategies to bring educational institutions to normal functioning during the present global pandemic. The implications for KM, employee commitment, and job satisfaction are discussed.
Knowledge sharing has been acknowledged as the right mechanism for public servants to share best practices in performing work among workers. The sharing of best practices on learning by actions (doing) seems to enhance motivation among public servants to provide quality services. Thus, the purpose of this study is to examine the relationship between knowledge sharing and public service motivation among civil servants in the Department of Student Affairs, UiTM Merlimau and Public Works Department (JKR), Jasin, Malaysia. A total of 150 questionnaires were distributed but only 118 questionnaires were validly returned and used. The findings demonstrate that the level of knowledge sharing practices in both organisations is at moderate level. Pearson correlation analysis shows that policy making, commitment to public interests, social justice, civic duty, compassion and self-sacrifice have significant relationships with knowledge sharing practices. Meanwhile, multiple regression analysis reveals that only commitment to public interests, social justice as well as civic duty significantly influence the practices of knowledge sharing. The findings conclude that knowledge sharing is key element used by civil servants in producing public service motivation.
Despite the growing importance of volunteers to many organizations, there has been little research into how they share their knowledge and develop the skills they need. Moreover, the focus of existing research has been on short‐term episodic volunteering. This article addresses these deficits by examining the significance of knowledge sharing to volunteer development and also the relative importance of individual processes. A case study approach is adopted, which focuses on a major heritage site that is heavily reliant on a volunteer workforce. Development of volunteers is particularly relevant to the heritage sector where organizations need a sizeable, stable, and well‐trained volunteer workforce. We performed semi‐structured interviews with six managers as well as conducting five focus groups with volunteers from diverse work areas in the National Trust. The Volunteer Development through Knowledge Sharing Model is proposed. This is the first conceptual model to summarize the processes in volunteer development. Processes are clustered as follows: informal learning, formal training, learning resources, and research by volunteers. Informal learning through tacit knowledge sharing is pre‐eminent and knowledge created by volunteer research was highly significant for educating visitors. The characteristics of the volunteer workforce were found to affect all these processes. Implications for practitioners are also discussed.
Smart manufacturing is a key element in Industry 4.0. However, studies on the relationship between manufacturers' network structure and their technology standardization capability are not available. As such, this paper develops a model to explore the relationships among enterprises' network structure, their knowledge acquisition capability and their technology standardization capability. A survey on manufacturers in China is conducted. Hypotheses are developed, and structural equation modelling is applied to analyse the model. The results indicate that the three dimensions of enterprises' network structure are positively related with their technology standardization capability. Enterprises' knowledge acquisition capability mediates the relationship between their network structure and their technology standardization capability.
Creative renewal in industries, organizations, and teams is the key to strategic thinking and acting in the entrepreneurial millennium. Routines of creative renewal are simple processes that create and exploit knowledge within large organizations. In these entrepreneurial times, when new ventures and start‐ups threaten incumbents, knowledge management attempts to contribute to theory and practice of strategy. During the 1990s knowledge management focused on achieving operational excellence through explicit knowledge, closed systems for information processing and over looked the fact that knowledge resides in contexts.
The objective of this commentary is to provide educators with suggestions for courses that focus on publicly engaged research. We present an engagement tool that can be used to contrast traditional versus engaged approaches to research and help students understand the role of the researcher in public engagement and develop their position with respect to publicly engaged research.
The XY University Library has two branches located in two campuses owned by XY University, namely The X Campus Library and The Y Campus Library. The library has a mission to provide information that supports the teaching and learning process for its academics. But before reaching the user, a piece of information is first processed internally. The process of internal information dissemination is the focus of this research. The aims are to find out the dynamics of information dissemination in the XY University Library and its impact on staff and users. This study uses a qualitative approach with descriptive methods. In-depth interviews and observations were made to obtain data. The results obtained are the Campus X and Campus Y libraries that have different habits in disseminating information. This habit has a different impact on their work and the way
of providing service to users.
In this paper, we propose a model of learning forces to measure and accelerate the speed of learning in knowledge initiatives. The model is built on the assertion that the speed at which companies learn and how they manage underlying learning forces determines their competitive position. Borrowing analogies from the field of physics, we introduce learning forces, learning acceleration, and knowledge value growth concepts to explain the transitions in knowledge capabilities. It is argued that these transitions can have different speeds, vectors (magnitude and direction), and trajectories (path). Further, we consider the changes in the efficiency and effectiveness of knowledge sharing to examine such transitions. The paper builds the argument that the speed and the success of learning depend on whether the vector of knowledge transition and the forces applied are aligned with the direction of the business strategy and whether or not the generated knowledge supports core capabilities (existing or potential) of the organization. Further, we examine how managing forces of friction, unlearning redundant knowledge, and creating a leaner knowledge strategy can improve learning processes.
Knowledge management is a process that effectively creates, captures, shares and uses knowledge to improve the organization’s performance. The success of libraries depends on their ability to utilize or share the information and knowledge especially for its staff to better serve the needs of the organization and users. Partnerships open up opportunities for organizations to gain knowledge and leverage strengths. Knowledge partnerships are associations and networks of individuals or organizations that share a purpose or goal and whose members contribute knowledge, experience, resources, and connections and participate in two-way communications. The lead users are providing new product concept and design. Knowledge is of limited value if it is not shared. As a result, libraries are beginning to implement information systems designed specifically to facilitate the generation, integration, sharing and dissemination of organizational knowledge.
The assessment of technology-based new ventures is a particulary challenging task for expert judges, such as venture capitalists. We can mainly distinguish between two types of judgments, clinical judgment relying on tacit knowledge ("inside the head") and actuarial judgments, predominantly relying on explicit knowledge. The mainstream view in venture capital investment is that venture capitalists mainly rely on tacit knowledge. We compared expert judgment models with expert system models and tried to codify experts' knowledge
El ambiente donde las empresas comerciales, organizaciones sin fines de lucro, las entidades y agencias del Estado llevan a cabo sus actividades, está sobrecargado de complejidad, variedad, cambio, y sobre todo, de mucho ruido. El manejo exitoso de dicho ambiente por parte de la organización, ha requerido de la observación detallada de las variables y categorías de estudio que le dictan a la empresa cómo llevar a cabo su dinámica empresarial. En este caso, el éxito se constituye en gestión acertada, y la gestión acertada se compone de cambios dinámicos que le permitan a la empresa: crear, desarrollar y sostener una serie de prerrogativas esenciales que le habilitan tanto la cooperación, como la competición, con saldos positivos y obtención de beneficios, todo esto mientras asegura permanencia dentro del contexto. Este artículo trata de cómo las organizaciones inteligentes establecen un modelo de gestión que les permite lidiar con los desafíos que le presenta el contexto ambiental.
Urban planning deals with multiple layers of information stemming from concurrent activities and stakeholders intervening in urban development. For a better management of complexity more comprehensiveness and data integration are needed. This study develops an adaptive and iterative mixed-method approach for knowledge production in urban transformation processes. Specific research questions relate to data integration from different sources and facilitation of co-production of knowledge beyond triangulation. A new multi-layer framework, GISualization, has been developed in the context of a research project exploring compact city qualities. The framework is structured through five data layers, representing different methods for data collection and different grades of complexity, richness and interpretation: basic statistics; advanced statistics; exogenous quali-quantitative descriptions; exogenous qualitative descriptions; and endogenous qualitative descriptions. Thus, data stem from both quantitative and qualitative sources. Our study has proven that GISualization is a methodological framework that enables analysis and visualization of complex data in a rich format. The approach is closely related to analytical eclecticism and abductivity. It embodies a collaborative communication platform that provides a language to navigate between heterogeneous data, information and methods. The GISualization framework opens up for broader stakeholder involvement and community participation extending research into the domain of transdisciplinary knowledge production.
En este artículo de revisión, se abordan en primer lugar los antecedentes, buscando identificar cuáles fueron las primeras universidades corporativas, posteriormente se hace una aproximación a la definición del concepto de universidad corporativa y se propone la definición que orientará el documento; como resultado de la revisión bibliográfica se elabora la propuesta de un modelo de Universidad Corporativa, que muestra la relación entre cuatro procesos de la universidad corporativa clave, la dirección y el compromiso de la alta dirección; la gestión del conocimiento y el aprendizaje organizacional; la gestión humana; y las tecnologías para la gestión del conocimiento, y sus variables muestran la relación entre cuatro procesos claves de la universidad corporativa: la dirección y el compromiso de la alta dirección; la gestión del conocimiento y el aprendizaje organizacional; la gestión humana; y las tecnologías para la gestión del conocimiento, finalmente se elaboran unas conclusiones, entre las que se destacan que las universidades corporativas deben hacer frente a nuevas misiones, tales como la elaboración de programas con los clientes internos, acompañamiento individual y de equipo, consejería y coaching de proyectos y acompañamiento del cambio, o también la gestión de proceso de innovación con los clientes.
In this review article, we first address the antecedents, trying to identify which were the first corporate universities, then an approach to the definition of the concept of corporate university is proposed and the definition that will orient the document, result of the revision a proposal for a model of Corporate University shows the relationship between four processes of the key corporate university, the direction and commitment of top management; knowledge management and organizational learning; human management; and technologies for knowledge management, and their variables show the relationship between four key processes of the corporate university: the direction and commitment of senior management; knowledge management and organizational learning; human management; and technologies for the management of knowledge, finely Elaborate conclusions, among which it is emphasized that Corporate universities must face new missions; such as the elaboration of programs with internal clients, individual and team accompaniment, advice and project coaching and accompaniment of the change, or also the process management of innovation with the clients.
Streszczenie: Dzielenie się wiedzą stanowi ważny element sukcesu innowacyjnych przedsiębiorstw. Jednym z podstawowych warunków dzielenia się wiedzą jest zaufanie organizacyjne. Artykuł bada związki zaufania organizacyjnego z dzieleniem się wiedzą w przedsiębiorstwach informatycznych (IT) działających w Polsce. Analiza zjawiska została przeprowadzona w oparciu o dane uzyskane z badań ilościowych przeprowadzo-nych na 59 pracownikach przedsiębiorstw z branży IT. Wyniki badań wskazują na róż-nice w poziomie dzielenia się wiedzą w zależności od poziomu zaufania w organizacji. Rezultaty badania sugerują, że kształtowanie zaufania w organizacji jest istotnym aspek-tem zarządzania. Opisane zostały podstawowe elementy tworzące kulturę zaufania. Słowa kluczowe: zaufanie, dzielenie się wiedzą, zarządzanie wiedzą, kultura organizacji. JEL Classification: M12, M14. Wprowadzenie Gospodarka XXI w. jest gospodarką opartą na wiedzy. Sukces współcze-snych przedsiębiorstw w dużym stopniu bazuje na efektywnym wykorzystaniu informacji [Scott Holste, Fields, 2010]. Wiedza jest zasobem, który w miarę przetwarzania nie kurczy się, lecz wręcz przeciwnie-im więcej się nim zarzą-dza i go transferuje, tym więcej go przybywa. Stąd też zarządzanie wiedzą sta-nowi istotny aspekt funkcjonowania współczesnych, innowacyjnych organizacji. Wydajne przetwarzanie wiedzy umożliwia uzyskanie przewagi konkurencyjnej [Halawi, Aronson, McCarthy, 2005]. Jedną z branż, w której zarządzanie informacjami w znacznym stopniu decyduje o wynikach przedsiębiorstwa jest branża informatyczna (IT) [Lee, Wen-Jung, 2005; Wang, Chang, 2005].
Summary: Knowledge sharing is an important success factor for innovative enterprises.
One of the basic condition that enable knowledge sharing is an organizational trust. This
paper aims to explore the links between trust levels and knowledge sharing in IT enterprises
operating in Poland. The topic was examined trough the data provided by 59 specialist
and managers. The results implicate that there is significant difference between
knowledge sharing in organizations with low or high levels of trust. The paper describes
basic elements that create e-culture.
Keywords: trust, knowledge sharing, knowledge management, organizational culture.
Con el presente trabajo se pretende ayudar a los gestores de empresas deportivas a lograr mejores resultados en sus empresas. A partir de la creación de valor para los clientes las organizaciones deportivas van a lograr mejores resultados, y para ello, la gestión del conocimiento y, en concreto, la creación del mismo, se presenta como un antecedente de la creación de valor para el cliente. El presente trabajo contribuye a explicitar y a proponer cómo las organizaciones deportivas pueden mejorar sus resultados, por lo que se considera de especial interés para los directivos y gestores deportivos. La creación del conocimiento, a partir del proceso de capacidad de absorción, se convierte en un vehículo y antecedente para la creación de valor, y poder lograr mejores resultados y ventajas competitivas sostenibles para las empresas del sector deportivo. Este trabajo se propone como una propuesta conceptual, a partir de la revisión de la literatura anterior realizada por los autores que investigan sobre estas variables, para ser contrastada de modo empírico en un próximo estudio.
Abstract: The aim of this work is intended to help managers of sports companies to achieve better results in their companies. Starting with the creation of value for the clients the sports organizations will achieve better results, and for that, the knowledge management and the knowledge creation is presented as an antecedent of the creation of value for the customer. The present work contributes to explain and to propose how the sports organizations can improve their results, so it is considered of special interest for the executives and sports managers. The creation of knowledge and the absorption capacity process becomes a vehicle and an antecedent for the creation of value and helps to achieve better results and sustainable competitive advantages for the companies of the sports sector. This work is proposed as a conceptual proposal, from the review of previous studies, to be contrasted in an empirical way in an upcoming later study.
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