A Knowledge Management experience in the energy sector

Cervigon, V.G.; Romero, Nalda

doi:10.1109/iemce.2008.4618029

Cited by 6 publications

(13 citation statements)

References 5 publications

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“…It also controls the flow of information [140]. If the structure of the organization does not allow the flow of information then it will prove to be a barrier [2,13,45,[50][51][52][53][54]. Ichijo, et al [12] pointed out that healthcare firms should maintain consistency between their structures to put their knowledge to use.…”

Section: Barriersmentioning

confidence: 99%

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Developing Sustainable Healthcare Systems in Developing Countries: Examining the Role of Barriers, Enablers and Drivers on Knowledge Management Adoption

et al. 2019

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Knowledge management (KM) adoption is crucial to integrating sustainable development within the healthcare sector. Different barriers, enablers, and drivers affect KM adoption. Identifying these barriers, enablers, and drivers and their role in KM adoption is the core of successful KM adoption. However, there is scarcity of studies applying quantitative models and combing barriers, enablers and drivers to check their effect on KM adoption, especially form a developing country’s perspective such as Pakistan. Therefore, this study explores the role of barriers, enablers and drivers on KM adoption in Pakistan. Healthcare professionals participated in the data collection process, and results were analyzed using structural equation modeling. The findings described that: (1) organizational and strategic barriers have significant negative association with KM adoption; (2) government related enablers have significant positive association with KM adoption; (3) healthcare related drivers, and performance-based drivers have significant positive association with KM adoption. This study concludes that government intervention to promote KM adoption is necessary especially in developing countries. These findings will be helpful for the healthcare professionals and policy makers to promote KM adoption in healthcare sector. Current study contributes to the healthcare literature and body of knowledge by providing the empirical evidence of checking the quantitative effect of barriers, enablers and drivers on KM adoption.

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Section: Barriersmentioning

confidence: 99%

“…Ichijo, et al [12] pointed out that healthcare firms should maintain consistency between their structures to put their knowledge to use. Organization culture can be a critical problem when it comes to successful KM implementation [2,13,45,[50][51][52][53][54]. Culture is very important for the transferring of knowledge between employees [141].…”

Section: Barriersmentioning

confidence: 99%

Developing Sustainable Healthcare Systems in Developing Countries: Examining the Role of Barriers, Enablers and Drivers on Knowledge Management Adoption

et al. 2019

View full text Add to dashboard Cite

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“…Barriers to KM implementation and success at the organizational level include both organizational culture and structure [5,25,46,51,60,62,68,69,71,79,94]. More specifically, a top down approach [26], separate departments [31,40], lack of "ask why" thinking [35], lack of trust [6], and not being open to sharing knowledge and information such as "lessons learned"[34] can impede KM efforts.…”

Section: Resultsmentioning

confidence: 99%

“…Furthermore, it can be difficult to present an observable (or immediate) benefit (i.e., it may take a long time to really see the positive changes contributed by the KM strategy), which may result in the KM concept being viewed as not valuable or not worth the effort/resources needed [74]. For an organization that is heavily invested in technologies, barriers to successful KM may include inconsistencies, malfunctions, or software incompatibility, as well as the challenge of obtaining the software for the knowledge base and a lack of balance between IT and personal interaction [23,30,37,51,68,78,87,88,97,98]. …”

Section: Resultsmentioning

confidence: 99%

“…A lack of clarity about the measurement of KM processes can also hinder KM initiatives [44,45,61,68]. For example, having little or no clear strategy or guidance on how to capture and store important explicit knowledge, or how to translate tacit knowledge into explicit knowledge, or how to evaluate the initiative can present a serious barrier to effective KM [25,30,99].…”

Section: Resultsmentioning

confidence: 99%

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Lessons from the business sector for successful knowledge management in health care: A systematic review

Kothari

Hovanec

Hastie

et al. 2011

BMC Health Serv Res

122

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BackgroundThe concept of knowledge management has been prevalent in the business sector for decades. Only recently has knowledge management been receiving attention by the health care sector, in part due to the ever growing amount of information that health care practitioners must handle. It has become essential to develop a way to manage the information coming in to and going out of a health care organization. The purpose of this paper was to summarize previous studies from the business literature that explored specific knowledge management tools, with the aim of extracting lessons that could be applied in the health domain.MethodsWe searched seven databases using keywords such as "knowledge management", "organizational knowledge", and "business performance". We included articles published between 2000-2009; we excluded non-English articles.Results83 articles were reviewed and data were extracted to: (1) uncover reasons for initiating knowledge management strategies, (2) identify potential knowledge management strategies/solutions, and (3) describe facilitators and barriers to knowledge management.ConclusionsKM strategies include such things as training sessions, communication technologies, process mapping and communities of practice. Common facilitators and barriers to implementing these strategies are discussed in the business literature, but rigorous studies about the effectiveness of such initiatives are lacking. The health care sector is at a pinnacle place, with incredible opportunities to design, implement (and evaluate) knowledge management systems. While more research needs to be done on how best to do this in healthcare, the lessons learned from the business sector can provide a foundation on which to build.

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The allegory of tacit knowledge: a review & research agenda for entrepreneurship

Wuytens,

Schepers,

Vandekerkhof

et al. 2024

Rev Manag Sci

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A Knowledge Management experience in the energy sector

Cited by 6 publications

References 5 publications

Developing Sustainable Healthcare Systems in Developing Countries: Examining the Role of Barriers, Enablers and Drivers on Knowledge Management Adoption

Developing Sustainable Healthcare Systems in Developing Countries: Examining the Role of Barriers, Enablers and Drivers on Knowledge Management Adoption

Lessons from the business sector for successful knowledge management in health care: A systematic review

The allegory of tacit knowledge: a review & research agenda for entrepreneurship

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