A Brief Summary of Knowledge Management Domain: 10-Year History of the Journal of Knowledge Management

Koç, Tuğba; Kurt, Kadir; Akbiyik, Adem

doi:10.1016/j.procs.2019.09.128

Cited by 10 publications

(9 citation statements)

References 35 publications

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“…In addition, KSHR significantly mediates the relationship between organizational factors (both OGCUL and LMS) and innovation, suggesting organizational factors are a valuable source of KM and, subsequently, innovation. Our study provides consistent results with previous studies that have found organizational factors encourage dialog between employees or groups, which is the basis for knowledge creation and innovation (De Long and Fahey, 2000; McDermott and O’Dell, 2001; Lee et al , 2012; Lee and Choi, 2003; Hsu et al , 2014; Wang et al , 2011; De Long and Fahey, 2000; Koç et al , 2019; Lin, 2007; Lee et al , 2012; Noruzy et al , 2013; Lee and Choi, 2003; Chang et al , 2015). Overall, the results confirm the theoretical view that knowledge is an asset that resides in individuals’ minds, groups or organizational processes.…”

Section: Discussionsupporting

confidence: 92%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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Purpose The purpose of this study is to empirically investigate the mediating role of knowledge management (KM) in the linkage between organizational factors, namely, organizational culture (OGCUL) and leadership and management support (LMS) and innovation in medium- and large-scale manufacturing firms in Ethiopia. Design/methodology/approach A sample of 200 firms has been used to gather data using simple random sampling and to test the proposed hypotheses. Structural equation modeling and cross-sectional design were used to analyze the data using LISREL 8.80 SIMPLIS program software tool. Findings Organizational factors (i.e. OGCUL and LMS) are positively associated with KM and innovation. KM constructs, namely, knowledge sharing, knowledge conversion and knowledge storage, have a significant positive influence on innovation. Knowledge sharing mediates the relationship between organizational factors and innovation. Research limitations/implications This study has three potential limitations: first, this study is based on a cross-sectional research design. Future research should include longitudinal design to get in-depth insights into the causal inferences. Second, only a few Ethiopian medium- and large-scale manufacturing firms were included in the sample. As a suggestion for future research, other researchers can include small-scale enterprises using large sample sizes and should examine the effects of organizational factors, KM and innovation across different industries. Finally, this study has only focused on investigating the mediating role of knowledge sharing between organizational factors and innovation. Future research should test the mediating role of the KM process and its constituents (knowledge acquisition, knowledge conversion, knowledge sharing and knowledge storage) between organizational factors and specific aspects of innovation to gain a full understanding of the critical role of KM in organizational innovation. Practical implications The findings of this study would serve as a guide for policy-makers and managers of manufacturing firms in developing countries in the formulation of policies and long-term strategies. It may also provide a better understanding of the causal relationship between organizational factors, KM and innovation, which in turn has value to directors and managers in manufacturing firms in developing countries as a reference for building a good OGCUL, serving as practical guidance for effective leadership and providing organizational or management support. Specifically, the findings would have the following practical implications: first, firms need to have a combination of KM processes (such as acquisition, storage, sharing and conversion). In practice, developing countries such as Ethiopia have based their innovation strategy on knowledge and technology acquisition through encouraging foreign direct investment. It is not in doubt that Ethiopia has been benefiting from the strategy as a lot of foreign companies have opened their subsidiaries in the country. However, in the authors’ view, more emphasis on knowledge acquisition strategy would not take a firm a long time to sustain its innovative activity because it is likely available to firms operating in the same industry, as well as it may hurt a firm’s competitive advantage. In addition, by its nature, knowledge may not be retained for future use; it may expire soon. Second, the current highly impulsive and rapid change in the business environment changes the way firms have to operate and deliver products or services. Knowledge (both tacit and explicit) is a resource that can provide a competitive advantage if used well for the intended purpose. In real practice, firms often face challenges in determining where to get knowledge from and how to value or manage it. Besides, knowledge can be obtained from three sources: knowledge can exist in individuals’ minds (skills, experience, ideas and insight); knowledge can dwell in a group, which we can call collective knowledge (a team of scientists or researchers); and knowledge can be embodied in an organization's systems, tools, procedures, policies, etc. Knowledge cannot be a valuable resource unless it is obtained and used in designing or producing a product or service. To integrate knowledge with business strategies, there should be a platform or framework that helps to manage it properly. Firm managers, policy-makers and other concerned bodies would consider the three sources of knowledge to foster innovative activities and obtain a competitive advantage. In addition, the authors recommend more emphasis be placed on firm-specific factors (such as OGCUL, leadership, management support and KM) to enhance the innovative capacity of a firm. Finally, the most critical issue to be raised while designing an innovation strategy would be employees’ willingness and passion to collaborate with others to develop new ideas, share ideas or implement policies. As knowledge resides in individuals’ minds, the knowledge holder should have a passion to share it with those working with him or her. In practice, knowledge sharing depends extremely on the passion and voluntariness of the two parts: knowledge provider and receiver. Therefore, firm managers would design a platform on how to motivate individuals to share their skills, experience and ideas with others through providing incentive packages, punishment and commitment. In this regard, the authors believe that the results would help individuals who are in the position to manage or regulate the manufacturing sector in designing innovation policies, KM policies or technology management policies and business strategies. Originality/value This study provides new empirical insight into the relationships between organizational factors (such as OGCUL and LMS), KM and innovation in a large sample of firms. To date, the empirical research on these relationships has been mainly limited to descriptive case studies (Chen and Huang, 2009; Zack et al., 2009; Donate and Guadaumillas, 2011), and there is thus a lack of empirical evidence with large samples of firms. Furthermore, there is a scarcity of studies investigating the relationship between organizational factors, KM and innovation in developing countries, especially in Ethiopia. This paper intends to fill this gap and nurture future research studies in the area.

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Section: Discussionsupporting

confidence: 92%

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Erena

Kalko

Debele

2022

JKM

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“…Sokhanvar et al [6] found that knowledge creation and capture are the most important processes at the lowest level of maturity, which these organizations already had achieved. The next stages should focus on proper storage and sharing [17][18][19] in order to make this created and collected knowledge widely available within the organization, so any team can benefit from it. It was generally agreed that knowledge improves employees' and managers' maturity; however, the consensus was not as strong regarding the benefit for future projects.…”

Section: Resultsmentioning

confidence: 99%

“…The information gathered from each project is collected and recorded, as inspired by Project Vita [6]; however, this is not done with the intention of sharing and improving future projects. More than accumulating information, it is important to analyze it and reflect about it in order to gain insights that can help future projects and therefore improve performance [17][18][19]26].…”

Section: Resultsmentioning

confidence: 99%

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Knowledge Management Maturity Contributes to Project-Based Companies in an Open Innovation Era

Pereira

Fernandes

Sempiterno³

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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Knowledge is a crucial asset for any organization nowadays. Despite the temporary nature of projects, proper knowledge management can improve outcomes and benefit future endeavors. However, an effective knowledge management system has to be tailored to each organization. Therefore, it is extremely important to assess the stage of knowledge management (KM) maturity of an organization. The present study analyzed the general maturity level of European project-based organizations. The analysis was performed to understand the maturity of the knowledge management cycle’s phases and it was possible to distinguish which phases were more developed and what are the main steps to create effective organizational learning in a project-based organization. Overall, European-based project-oriented organizations are halfway through the implementation of KM systems. While the need for a proper system has already been acknowledged, the infrastructure to support it still needs to be developed so proper measures can be put in practice.

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“…There are a number of studies analyzing research published in leading KM journals, including bibliometric analysis of journals and KM as a research topic. Some of these are, namely, bibliometric analysis of Electronic Journal of Knowledge Management (EJKM) (Sahoo et al , 2017); Global ranking of KM and intellectual capital academic journals; (Serenko and Bontis, 2017); bibliometric and content analysis of JIKM for the period of 2002–2016 (Alajmi and Alhaji, 2018); a bibliometrics analysis of the 20 years of JKM (Gaviria-Marin et al , 2018); visualizing the academic discipline of KM (Wang, 2018); KM: a global examination based on bibliometric analysis (Gaviria-Marin et al , 2019) and a brief summary of KM and 10 years of the JKM (Koç et al , 2019).…”

Section: Background Of the Studymentioning

confidence: 99%

Bibliometric analysis of the VINE Journal of Information and Knowledge Management Systems: 2000–2020

Islam

Widén

2021

VJIKMS

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Purpose VINE Journal of Information and Knowledge Management Systems (VJIKMS) is one of the oldest and leading journals in the knowledge management (KM) field. The purpose of this study is to conduct bibliometrics analysis of publications published in VJIKMS for the past two decades. For doing this, this paper covered the past two decades of publications and carried out a science mapping analysis of publications. Design/methodology/approach The methodology included bibliometrics and the science mapping analysis process. This paper imported the bibliographic information of VJIKMS from the abstract and citation database Scopus. Through bibliometrics method, this paper examined the citation results, author productivity, authorship pattern, research collaboration and other parameters of the selected publications. Afterward, this paper used VOSviewer software to carry out the science mapping of bibliometric networks. Findings The findings showed that VJIKMS published 718 publications during 2000–2020, which got cited 4,311 times (6 times per article) till date. Joint authorship and international collaboration have been increasing where 1,417 authors from 66 countries have published. The USA, the UK and Iran lead the KM publications in this journal. Nonaka’s publications and Journal of Knowledge Management (JKM) are highly cited references and journals in the VJIKMS. Research limitations/implications The findings of this study would help the KM students, researchers and practitioners to see the diffusion of KM globally, what are the promising areas to work and helps to know the various patterns of publications if they aim to publish in VJIKMS. Originality/value This is the first time a bibliometric analysis has been conducted to analysis of research publications published in VJIKMS. This presents a comprehensive analysis of publications between 2000 and 2020.

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A Brief Summary of Knowledge Management Domain: 10-Year History of the Journal of Knowledge Management

Cited by 10 publications

References 35 publications

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Organizational factors, knowledge management and innovation: empirical evidence from medium- and large-scale manufacturing firms in Ethiopia

Knowledge Management Maturity Contributes to Project-Based Companies in an Open Innovation Era

Bibliometric analysis of the VINE Journal of Information and Knowledge Management Systems: 2000–2020

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