A Literature Review on Knowledge Management in Organizations

Xue, Colin Ting Si

doi:10.5296/rbm.v4i1.10786

Cited by 53 publications

(41 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Knowledge management (KM) terminology has emerged from complexity in the market, competition in technology and changes in customer demands. Knowledge management is the open and planned creation, renewal and implementation of the knowledge assets of the organization considering the people, process and technology elements in order to achieve organizational goals by increasing the knowledge-based efficiency of the organization [3][4][5][6]. Literature on knowledge management shows that successful applications provide benefits such as increased business performance, increased competitive advantage, creation of new business areas and innovation, reduced costs, time savings, and increased decision-making ability to companies.…”

Section: Introductionmentioning

confidence: 99%

The Importance of Business Continuity and Knowledge Management during the Pandemic Period

Irkey

Tüfekci

2021

The 7th International Management Information Systems Conference

View full text Add to dashboard Cite

Earlier in 2020 a knowledge management project was initiated with the aim of organizational performance improvement at a service company. A maturity model was applied for the gap analysis and a systematic literature review was conducted to shape the project. As the COVID-19 grew to a global scale, the aim of the project has shifted into ensuring the business continuity of the case company. Without major changes the project was carried out. At the end it was observed the company not only operated without being affected from the pandemic situation but also improved their organizational performance as aimed initially.

show abstract

Section: Introductionmentioning

confidence: 99%

The Importance of Business Continuity and Knowledge Management during the Pandemic Period

Irkey

Tüfekci

2021

The 7th International Management Information Systems Conference

View full text Add to dashboard Cite

show abstract

“…During the last decades, the global economy has been facing a transformation from the era based on natural resources to the era of knowledge, in which knowledge has become a strategic asset and a dominant enabler of organizational development, performance, and competitiveness (Xue, 2017;Zheng, 2017;Susanty et al, 2019;Cardoni et al, 2020). Current definitions of knowledge reflect a wide diversity of its understanding among researchers.…”

Section: Organizational Knowledge and Knowledge Managementmentioning

confidence: 99%

“…Nowadays, knowledge management (KM) is generally recognized as a profound factor of economic development, innovations, competitiveness, long-term organizational survival, and sustainability (Xue, 2017;Zheng, 2017;Susanty, Yuningsih, & Anggadwita, 2019;Cardoni, Zanin, Corazza, & Paradisi, 2020). The vital necessity to manage organizational knowledge in a more effective manner has been giving an impetus for rapid development of KM concepts, models, and tools.…”

Section: Introductionmentioning

confidence: 99%

Application of knowledge management tools: Comparative analysis of small, medium, and large enterprises

Sytnik¹,

Kravchenko²

2021

JEMI

View full text Add to dashboard Cite

PURPOSE: The purpose of this study was to conduct a comparative analysis of knowledge management (KM) initiatives in small, medium, and large enterprises operating in Ukraine, and to highlight the specific characteristics of KM policies, as well as the scope and intensity of KM tools application in these categories. In particular, the study focused on the consistency between the awareness of knowledge/KM importance and KM policies, and the scope and intensity of the application of both human-centered tools and information communication technology (ICT) tools. METHODOLOGY: The concept of the study was developed on the basis of an integrative socio-technical perspective. The empirical data were obtained through a questionnaire survey among 90 managers of small, medium, and large Ukrainian enterprises and were analyzed statistically. FINDINGS: Both common and distinctive characteristics of these categories in terms of KM were highlighted. Although all enterprises, regardless of their size, showed a high awareness of knowledge/KM importance for their business, significant distinctions between small and large enterprises were found with regard to their KM policies, the scope of advanced KM tools application, and the intensity of some traditional and advanced KM tools application. In all cases, large enterprises showed higher levels of these characteristics compared to small enterprises, whereas medium enterprises were more similar to large enterprises. In contrast to the common view on SMEs as a homogeneous sector in terms of KM, the study shows its heterogeneity in terms of KM initiatives. According to a number of indicators studied, significant differences were observed between small and large enterprises, whereas the distinctions between medium and large enterprises were much less obvious. IMPLICATIONS FOR THEORY AND PRACTICE: The theoretical contribution of this study was the provision of SMEs sector heterogeneity evidence based on a number of KМ characteristics. This finding allows us to deepen our knowledge of conceptual differences in KM approaches, applied by different enterprise categories. From a practical perspective, an enterprise size should be taken into account while designing specific KM policies, programs and tools to meet enterprises’ needs to a greater extent. The larger the enterprise is, the more structured, deliberate, and conscious the KM approach that should be applied is. ORIGINALITY AND VALUE: No empirical research that addresses the comparative analysis of KM initiatives in small, medium, and large enterprises operating in Ukraine, as well as in other transition economies of post-Soviet states, has been previously performed, and this study fills the gap.

show abstract

“…One of the challenges in the transfer of knowledge is the different conditions between the agent and the principal, hence sometimes the principal does not realize the importance of the agent’s knowledge (Yang et al , 2008). Also, not all knowledge can easily be transferred from the agent to the principal, especially if it is tacit knowledge (Alavi and Leidner, 2001; Si Xue, 2017; Tallman and Chacar, 2011). So, the governing institution needs to understand the precise mechanism and organizational design to maximize reverse knowledge transfer.…”

Section: Theory Development and Hypothesesmentioning

confidence: 99%

Micro design in inter-organizational hybrid governance: a study on product adaptation, reverse knowledge transfer and integration mechanism

Khoirunnisa

Almahendra

2021

JKM

View full text Add to dashboard Cite

Purpose This study aims to explore the extent to which inter-organizational hybrid governance manages the micro design for optimum reverse knowledge transfer in the open innovation context. The authors use two essential facets of micro design in hybrid governance: product adaptation and integration mechanism. Design/methodology/approach Data for this study were collected from franchisees through structured questionnaires in Indonesia. Findings Results indicated that product adaptation has a positive relationship with reverse knowledge transfer. This study also found that the formalization strengthens the relationship between product adaptation and reverse knowledge transfer. However, the socialization does not have a moderation effect. Research limitations/implications This research estimates the knowledge transfer from the agent’s side only. Therefore, further research is expected to estimate the reverse knowledge transfer in dyads (from agent and principal) to get a detailed understanding of reverse knowledge transfer. Practical implications This study offers guidelines to managers, especially in inter-organizational hybrid governance. The authors suggest reverse knowledge transfer as a form to manage the dispersed knowledge from their agents. Governing institutions should change their view that agents have diverse knowledgebase from experience adapting to local conditions and can improve their open innovation through reverse knowledge transfer. From the results, it is found that giving agents the flexibility to adapt products can boost reverse knowledge transfer to support open innovation. Originality/value This study provides an understanding of the utilization of external knowledge sourcing in the context of open innovation from agent to principal in hybrid governance through reverse knowledge transfer, which has thus far been empirically under-researched.

show abstract

A Literature Review on Knowledge Management in Organizations

Cited by 53 publications

References 55 publications

The Importance of Business Continuity and Knowledge Management during the Pandemic Period

The Importance of Business Continuity and Knowledge Management during the Pandemic Period

Application of knowledge management tools: Comparative analysis of small, medium, and large enterprises

Micro design in inter-organizational hybrid governance: a study on product adaptation, reverse knowledge transfer and integration mechanism

Contact Info

Product

Resources

About