A Holistic Approach to Knowledge Risk

Brătianu, Constantin

doi:10.25019/mdke/6.4.06

Cited by 38 publications

(39 citation statements)

References 41 publications

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“…2. Literature background 2.1 Knowledge risks Together with being regarded an asset by scholars that can positively affect performance (Salojärvi et al, 2005), knowledge is also considered a source of several hazards (Bratianu, 2018;Durst et al, 2018;Olander and Hurmelinna-Laukkanen, 2015) which can disrupt a company's operations and performance (Martins and Meyer, 2012;Perrott, 2007). While recent technological advances were beneficial to knowledge workers and industries, they also amplified associated risks.…”

Section: Taxonomy Of Knowledge Risksmentioning

confidence: 99%

“…Health care is a knowledge-driven discipline and similar to other information-rich industries, knowledge is of heightened importance to it (Salojärvi et al , 2005). However, knowledge is not only considered an asset and a source of competitive advantage (Victer, 2014; Karamitri et al , 2017), but also as a source of various risks and hazards (Durst et al , 2018; Durst and Zieba, 2017; Bratianu, 2018; Durst and Zieba, 2020). The mere act of owning knowledge itself does not guarantee a strategic advantage, but knowledge must be managed and applied with its upsides and downsides (Zack, 2002).…”

Section: Introductionmentioning

confidence: 99%

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A taxonomy of knowledge risks for healthcare organizations

Hammoda

Durst

2022

VJIKMS

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Purpose Knowledge is a critical factor for health-care organizations’ sustainability in today’s hyperconnected and technology reliant environment, which presents additional challenges and responsibilities for managing knowledge and its risks in medical practices. This paper aims at developing a taxonomy of knowledge risks (KR) within a health-care context, with relevant descriptions and discussion of their possible impact on health-care organizations. Design/methodology/approach As KRs have not been discussed yet within a health-care context, the authors reviewed relevant literature on KRs and challenges to knowledge practices in general contexts and in other industries. In addition, the authors reviewed literature on knowledge management (KM) in health care. The authors synthesized their findings and combined it with authors’ insights based on their experience in the health-care and KM fields to develop the taxonomy of KR, with contextual explanations and expounded on their potential effects on health-care organizations. Findings The authors propose and explain 25 types of KRs in health-care organizations and organized them into three categories: human, operational and technology. Practical implications Proper identification of clinical and administrative KRs plays a critical role in their effective management and remediation, thus improving the quality of care, promoting efficiency savings and ensuring health-care organizations’ sustainability. This paper will raise the awareness of KR among health-care professionals and offer researchers solid ground for more rigorous research in the field of KR and their management, within the health-care context in specific. Originality/value To the best of the authors’ knowledge, this paper is the first to comprehensively discuss issues of KRs within a health-care context.

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Section: Taxonomy Of Knowledge Risksmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A taxonomy of knowledge risks for healthcare organizations

Hammoda

Durst

2022

VJIKMS

View full text Add to dashboard Cite

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“…However, recent research has underlined the possibility for significant downsides connected with knowledge, namely the detrimental effects associated with its loss, its capture by competitors or its waste, defined as ‘not making use of available and potentially useful knowledge in the organization’ (Durst & Zieba, 2019 , p. 5). This has led to the development of nascent literature on knowledge risks (Bratianu, 2018 ; Durst et al, 2016 ; Durst & Zieba, 2019 ; Zieba & Durst, 2018 ). As a new area of study, knowledge risks have not been examined extensively so far and therefore, there is no clear guidance on how organizations should be handling them, especially now, in the face of the COVID‐19 pandemics.…”

Section: Introductionmentioning

confidence: 99%

Knowledge management and knowledge security—Building an integrated framework in the light of COVID‐19

Zięba

Bongiovanni

2022

Knowl Process Manag

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This paper presents a framework of knowledge risk management in the face of the COVID‐19 crisis, derived from the literature on knowledge management, knowledge security, and COVID‐19. So far, both researchers and practitioners have focused on knowledge as an asset and their efforts have been aimed at the implementation of knowledge management in various organizational contexts. However, with increasing threats related to cyberattacks or hazards associated with knowledge loss (as magnified by the COVID‐19 crisis), there is a growing need to account for knowledge‐related risks. In this conceptual paper, we integrate the contributions from the knowledge management and knowledge security fields, together with research on COVID‐19 to help organizations protect the knowledge they create, store and share. Based on a structured literature review, our investigation provides researchers and managers with a framework for securely handling organizational knowledge in a critical situation. Our framework revolves around two foci: one the one hand, building appropriate knowledge risk measures and controls; on the other hand, holistically tackling knowledge risks as part of knowledge management activities.

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“…Knowledge Management is typically concerned with identifying, developing and leveraging the knowledge that contributes to secure and sustain competitive advantage (Martinez, 2018). Knowledge risk is developing as a new area of research within the knowledge management and intellectual capital (BRATIANU, 2018). The knowledge map has been one of the ways to show knowledge in organizations as a model for helping organizations easily identify that who are the sources of knowledge and where are they in the organization; components of knowledge risk may be found easier using knowledge map (Akhavan et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…It can be used to find sources of knowledge, implement knowledge creation and increase knowledge sharing (Hao et al, 2014). Knowledge risk is associated with any knowledge activity which is done under the pressure of uncertainty (BRATIANU, 2018). One of the keys and radical sections of KM is to create and draw a knowledge map to identify knowledge flows in the organization and to create visions to improve business and organizational processes (Jafari et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Proposing a model for dynamical computing the risk of knowledge domains in the organizational knowledge map

Piri

Zahedi

Goodarzi

et al. 2020

VJIKMS

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Purpose This paper aims to present a specific model and method for analyzing the knowledge domains and organization knowledge map. One of the functions of the organizational knowledge map is the possibility of extracting the risk of the organization's knowledge domains and thus the ability to define knowledge-based strategies in the organization. So far, various software tools have been designed to support the process of creating, analyzing knowledge domains and structure knowledge map. However, software companies have less detail and methodology of their software analysis and less research has been addressed. Design/methodology/approach This model calculates the risk of knowledge domains using the recursive algorithm approach, assuming there is one-way communication between the knowledge domains and using specific factors. Findings The prominence of this model is to calculate knowledge domains risk, dynamic updating of knowledge domains risk after any changes in knowledge domain risk in the organization's knowledge map. The model can also be used as a simulation model and prioritize corrective actions. Originality/value This is a recursive model that by assuming one-way relations among knowledge domain computes the risk of each domain knowledge by considering the risk of its related domains, relations among different domains and pre-requisites and post-requisites. This model has no limitation in determining the number of knots and communications. Despite of simplicity, it is too efficient and any organization can localize it based on its own needs.

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A Holistic Approach to Knowledge Risk

Cited by 38 publications

References 41 publications

A taxonomy of knowledge risks for healthcare organizations

A taxonomy of knowledge risks for healthcare organizations

Knowledge management and knowledge security—Building an integrated framework in the light of COVID‐19

Proposing a model for dynamical computing the risk of knowledge domains in the organizational knowledge map

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