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1.
The purpose of this study is to investigate the level of knowledge management (KM) maturity of credit unions. The application of a maturity model to 15 credit unions in North America revealed that an overall level of KM maturity is at an early stage of development, but there are signs of future improvement. Credit unions operate in a highly competitive, knowledge-intensive financial industry and experience various pressures to increase their efficiency, which they can achieve through the implementation of KM solutions. Despite the absence of official KM strategies, KM projects were introduced locally in order to fill particular knowledge gaps. The availability of IT infrastructure and the implementation of KM-related technologies alone are insufficient to ensure universal success of organizational KM activities. Credit union managers periodically access and use academic research in their decision making. At the same time, they prefer accessing scholarly knowledge in translated form from books, practitioner magazines, and consultants. It was concluded that organizations competing in the knowledge-intensive sector have an inner need for KM solutions.  相似文献   

2.
As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework.  相似文献   

3.
Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations.  相似文献   

4.
Translating formal and informal knowledge into public health (PH) action is essential given that PH professionals rely on up-to-date and context-specific information for effective programme planning, implementation, and evaluation. Knowledge management (KM) provides possible solutions to this challenge. We conducted an evaluation of a pilot implementation of four KM tools: (1) After Action Review; (2) Communities of Practice; (3) Peer Assist and; (4) Organizational Yellow Pages. The evaluation focused on fidelity, feasibility, and acceptability of the tools. Three main messages emerged from the study findings: (1) KM tools can be implemented in a PH context for the sharing of explicit and tacit knowledge, (2) enabling organizational environments were important for implementation, and (3) the provision of a facilitator during the implementation period was also important and appreciated by study participants.  相似文献   

5.
There is extensive coverage in literature of knowledge management (KM) implementation based on private sector entities. Although recent trends have been characterised by a shift towards understanding KM in the public sector organisations, there is very little focus on the public sector entities in Africa. KM has become popular in modern organisations because it is capable of enhancing the effectiveness and efficiency of entities if properly implemented. While the explosion of the internet has seen the emergence of public sector transformation programmes such as e-government plans, most African states have wholly adopted these without due consideration to the structural constraints they would face in their implementation. Having observed that e-government is technology-based and most African states lack the necessary information technology (IT) tools to effectively implement it, my proposition in this paper is that the most viable option of transforming the public sector in Africa could be through KM, rather than e-government. Nevertheless, e-government plans in African states should be implemented as a component of the overall KM strategy.  相似文献   

6.
Our aim is to shed light on the consequences of knowledge management (KM) strategies on firm's innovation and corporate performance. Organisations are not aware of the real implications that KM may have. Based on an empirical study consisted of 310 Spanish organisations and structural equations modelling, results show that both KM strategies (codification and personalisation) impacts on innovation and organisational performance directly and indirectly (through an increase on innovation capability). Also, findings demonstrate a different effect of KM strategies on diverse dimensions of organisational performance. Our conclusions may help academics and managers in designing KM strategic programs in order to achieve higher innovation, effectiveness, efficiency and profitability.  相似文献   

7.
The objective of the paper is to demonstrate how a sensemaking model of knowledge enables better and deeper understanding of knowledge management (KM) processes in organisations and the role of information technologies (IT) in these processes. Inspired and informed by a sensemaking view of organisations, the model identifies four types of knowledge, corresponding to four sensemaking levels: the individual, collective, organizational, and cultural. Each knowledge type, as the paper shows, is of different nature and has different characteristics but is constituted and affected by all other knowledge types. An organisation is thus seen as a ‘distributed knowledge system’ composed of numerous instances of these four knowledge types and their dynamic interplay. By drawing from three empirical studies, the paper illustrates how the sensemaking model of knowledge can be applied to investigate different ways companies (try to) manage knowledge and use IT-based systems to improve KM and ultimately company performance. A deeper understanding of these processes through the lens of the model reveals mechanisms and forces underlying KM phenomena that help explain why some processes were successful and others failed. The paper intends to make the following contributions: propose a theoretical framework of knowledge and KM in organizations, which is reasonably comprehensive and empirically grounded and also demonstrate its relevance and usefulness to both researchers and practitioners as they investigate and make sense of specific KM processes and IT applications in practice.  相似文献   

8.
Implementing knowledge management (KM) projects or knowledge-sharing philosophies in organizations require significant organization change. Because the introduction of change is difficult, leaders have been encouraged to proactively prepare their organizations and its members as they begin one of these initiatives. As the first step in this process, managers should comprehensively examine their organization's underlying readiness to embrace these initiatives. Unfortunately, the measurement of an organization's readiness for KM initiatives poses significant challenges because no known instrument is available to do so. Accordingly, this study drew on the KM and organizational change literature to take a first step in the development of a synergistic instrument that measures readiness for KM and applied it in an organizational setting.  相似文献   

9.
Knowledge management (KM) in information technology outsourcing (ITO) is important to the organizations which pursue long-term strategic benefits and innovation. Effective KM mechanism in outsourcing enables both parties to continuously exchange knowledge and promotes collective learning. This paper investigates the role of Lean principles in supporting KM in ITO relationships. Drawn from the knowledge-based view of the firm, knowledge accessing and knowledge integration and utilization are identified as two key KM processes in outsourcing. Three case studies conducted in different service industries with 18 interviews indicate that the two KM processes were supported by four Lean principles: respect for people, continuous improvement, systems thinking, and proactive behavior. Those principles can be implemented with different tools at different organizational levels. This study reveals the relevance between Lean and KM in ITO relationships, which has not been reported by the KM literature. It also provides implications to ITO practitioners for the implementation of Lean principles.  相似文献   

10.
The last two decades have witnessed a significant increase in discussions about the different dimensions of knowledge and knowledge management (KM). This is especially true in the construction context. Many factors have contributed to this growing interest including globalisation, increased competition, diffusion of new ICTs (information and communication technologies) and new procurement routes, among others. There are a range of techniques and technologies that can be used for KM in construction organisations. The use of techniques for KM is not new, but many technologies for KM are fairly new and still evolving. This paper begins with a review of different KM techniques and technologies and then reports the findings of case studies of selected U.K. construction organisations, carried out with the aim of establishing what tools are currently being used in U.K. construction organisations to support knowledge processes. Case study findings indicate that most organisations do not adopt a structured approach for selecting KM technologies and techniques. The use of KM techniques is more evident compared to KM technologies. There is also reluctance among construction companies to invest in highly specialised KM technologies. The high costs of specialist KM technologies are viewed as the barrier to their adoption. In conclusion, the paper advocates integrated use of KM techniques and technologies in construction organisations.  相似文献   

11.
Customer relationship management (CRM) and knowledge management (KM) have become key strategic tool for all companies, especially in the current competitive environment. Moreover, customer knowledge is an important issue for CRM implementation. Reviewing the literature, we found many studies that analyze the crucial role played by KM initiatives as determinants of the success of CRM. Moreover, we found also diverse studies that show high rates of failure when implementing that strategy, so there is still no integrated conceptual framework to guide companies to their successful implementation. In this paper, with data of 153 Spanish hotels, we examine the relationships between KM and CRM success using a structural equation model. The main contribution is that having knowledge management capabilities is not sufficient for the success of CRM, but there are other factors to consider. In particular, organizational factors indeed impact CRM success and they appear to be intermediaries of the impact of other factors (KM capabilities/technological/customer orientation factors) in the success of CRM (in financial and marketing terms).  相似文献   

12.
While most of the research in Knowledge Management (KM) has focused on business communities, there is a breadth of potential applications of KM theory and practice to wider society. This paper explores the potential of KM for rural communities, specifically for those that want to preserve their social history and collective memories (what we call heritage) to enrich the lives of others. In KM terms, this is a task of accumulating and recording knowledge (using KM techniques such as story-telling and communities of practice) to enable its retention for future use (by interested people perhaps through KM systems). We report a case study of Cardrona, a valley of approximately 120 people in New Zealand's South Island. Realising that time would erode knowledge of their community a small, motivated group of residents initiated a KM programme to create a legacy for a wider community including younger generations, tourists and scholars. This paper applies KM principles to rural communities that want to harness their collective knowledge for wider societal gain, and develops a community-based framework to inform such initiatives. As a result, we call for a wider conceptualisation of KM to include motives for managing knowledge beyond business performance to accommodate community (cKM).  相似文献   

13.
This paper provides a systematic review of the literature on knowledge management (KM) in small and medium enterprises (SMEs) and SME networks. The main objective is to highlight the state-of-the-art of KM from the management point of view in order to identify relevant research gaps. The review highlights that in recent years the trend of papers on the topic is growing and involves a variety of approaches, methodologies and models from different research areas. The vast majority of papers analysed focus on the topic of KM in the SME while there are only few papers analysing KM in networks populated by SMEs. The content analysis of the papers highlights six areas of investigation from which were derived ten research questions concerning three perspectives: the factors affecting KM; the impact of KM on firm’s performance; the knowledge management systems.  相似文献   

14.
国外供应链知识管理研究综述   总被引：1，自引：0，他引：1  
从供应链知识管理的内涵、供应链中知识管理的热点问题、供应链中知识管理的实现以及知识管理与供应链绩效的关系等几个方面对国外供应链知识管理的研究进行论述,以期拓展我国供应链知识管理的研究领域,为企业进行知识管理实践提供指导和帮助．  相似文献   

15.
基于LWD算子和LOWA算子的企业知识管理绩效评价   总被引：2，自引：0，他引：2  
从生产管理、人力管理、信息管理、技术管理、企业文化、外部关系等角度出发,分析了评价企业知识管理绩效水平应考虑的7个主要绩效指标。在此基础上,采用一种基于语言评价信息的多指标综合评价方法,即LWD算子和LOWA算子的综合评价方法,对企业知识管理的绩效水平进行了评价。最后,给出了一个算例说明该方法在企业知识管理绩效评价中的适用性。  相似文献   

16.
Researchers have emphasized on the need for advances in knowledge management (KM) research to better understand how organizations accrue benefits from their knowledge resources. Thus, an integrated approach, rooted in the theoretical streams of knowledge-based view, KM and institutional theory, is proposed to explain how a successful KM program creates value. The approach discusses four organizational capabilities that firms need to develop simultaneously to create KM-enabled value, and identifies possible organizational actions to develop these capabilities. Various feedback and feed-forward processes, originating inside as well as outside the firm, integrate these capabilities into a KM-enabled value creation cycle (VCC). Key propositions were developed, and were examined with the help of three case studies.  相似文献   

17.
Knowledge management (KM) has matured to the point that many organisations either believe they have such practices in place or at least understand they are relevant to the knowledge work commonly undertaken in many industries. What is lacking from the literature, however, is a solid foundation for the philosophies underpinning KM and particularly for how tacit knowledge informs the KM space. Research over decades shows tacit knowledge underpins all other forms of knowledge, enabling the interpretation and judicious application of knowledge, leading (at its highest levels) to the concept of wisdom. As an academic discipline, artificial intelligence (AI) was established before KM, has been grounded in the computing discipline for many decades, and is applied broadly in many domains. This paper explores how AI can inform the KM debate. Rather than simply provide examples of AI success stories as applied to KM in practice, it explores the theoretical and practical limitations of AI and KM in unison, providing at the same time a strong epistemological understanding of both disciplines as a means of furthering the knowledge debate, with particular emphasis on the role of tacit knowledge within this jurisdiction.  相似文献   

18.
Knowledge as a valuable asset of organizations is increasingly incorporated into thinking about strategy. Studies of knowledge management (KM) suggest that executives engaged in decision making often have a slender understanding of the strategic significance of knowledge. When addressing the challenge of explicating and designing a knowledge strategy, logics of codification and personalization have been differentiated and commended. The paper draws upon evidence from four case studies to identify factors that shape the evolving contexts of knowledge strategies. It is in these contexts that the challenge of continuously reviewing and revising the mix of codifying and personalizing aspects of strategic KM is practically accomplished. The cases are analysed with reference to external competition, leadership, organizational politics, culture and technology as a basis for advancing a more dynamic framework for the analysis of knowledge strategies.  相似文献   

19.
The main purpose of this paper is to empirically analyse relationships between human resource (HR) and knowledge management (KM) practices and their effect on the firm’s innovation performance. From the knowledge-based view of the firm, hypotheses based on the specific interactions between an integrated set of KM and knowledge-oriented HR practices were established and statistically tested in a sample of 111 Spanish companies from technological industries. Survey methodology was used with the aim to gather data about KM practices and other related organizational aspects. Overall, this paper provides empirical evidence of a moderating effect of a set of knowledge-oriented HR practices in the relationship between KM exploitation practices and innovation performance. In line with previous research, we suggest that although KM practices are important in themselves for innovation purposes, when specific organizational conditions are properly established by managers the innovation capacity of the firm will significantly be improved and more successfully utilized.  相似文献   

20.
Knowledge management (KM) is crucial for organizations to enhance competitive advantage. While the issues of KM have been widely discussed by numerous researchers, there is a paucity of studies pertaining to KM adoption and practice for the life insurance industry. Therefore, this paper aims to investigate the main factors affecting the life insurance business in adopting and applying KM. An exploratory field study utilizing an inductive methodology involving a multiple-case study approach was undertaken by conducting interviews with 10 key knowledge workers from life insurance enterprises in various stages of KM development and use. We utilized content analysis techniques to identify the factors with their associated variables and further developed a research model. This study offers a comprehensive model for future KM research and provides managerial implications for organizations, particularly life insurance enterprises, to better realize the worth of KM and the possible impediments involved in the processes of adopting and implementing KM.  相似文献   

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