A problem-solving perspective on knowledge management practices

Gray, Peter

doi:10.1016/s0167-9236(00)00121-4

Cited by 108 publications

(106 citation statements)

References 31 publications

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“…Iftikhar (2003) states that organizations invest in their knowledge assets by recruiting educated people and then training them. By securing a knowledgeable workforce, the company can gain a competitive advantage by retaining and managing the in-house knowledge (Gray 2001& Neve 2003. Scholars have argued that knowledge including factors such as intuition, wisdom, experience and social networking is hard to gain but can be easily lost (Coakes 2000;Vakola 2000;Iftikhar 2003).…”

Section: Knowledge Management Problemsmentioning

confidence: 99%

Uncovering Knowledge Management Practices In Organizations

Naicker

2013

JABR

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Section: Knowledge Management Problemsmentioning

confidence: 99%

Uncovering Knowledge Management Practices In Organizations

Naicker

2013

JABR

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“…Such infrastructure helps in capturing knowledge from all internal and external organizational sources, stores them and makes it available for current and future use for value creation (Chen and Chung, 1998;Gray, 2001). A well establish technological organizational infrastructure also act as a bridge between old and new knowledge and help in integrating them for putting this knowledge into action.…”

Section: Developing Advanced Technical Organizational Infrastructurementioning

confidence: 99%

Organizational knowledge management capabilities and knowledge management success (KMS) in small and medium enterprises (SMEs)

Hussain¹,

Si²,

Ahmed³

2011

Afr. J. Bus. Manage.

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To date, organizational knowledge capabilities for implementing knowledge management in small and medium enterprises (SMEs) have not been analytically examined. Previous studies have observed such capabilities from large businesses' standpoint and have not measured the organizational knowledge capabilities' requirements of SMEs. Secondly, there is lack of such studies in developing economies. The present study aims to bridge this gap and investigate the organizational knowledge capabilities required for implementing KMS successfully in SMEs' sectors, specifically in developing economies. A set of 7 organizational knowledge management capabilities was developed, which is thought to be prerequisite for KMS success in SMEs. The theoretical significance of these capabilities was discussed and the hypotheses were also empirically tested. Generally, the results obtained from the empirical evaluation were positive, indicating the significance of the proposed set of organizational knowledge management capabilities. The study is a value addition in the field of knowledge management in Pakistan's context.

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“…Being localized, embedded, and invested in practice, knowledge represents a critical asset that may prevent organizations from spending time and resources on redeveloping already existing solutions (Carlile, 2002). Researchers have shown that, by leveraging knowledge that already exists, knowledge reuse can enhance efficient and effective problem solving in organizations (Gray, 2001). However, there is infrequent or even lack of knowledge reuse (Liu, Chai, & Nebus, 2013;Rozwell, 2009).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Sentiment-driven Feedback on Knowledge Reuse in Online Communities

Grigore¹,

Rosenkranz²,

Sutanto³

2015

THCI

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Abstract:Knowledge reuse is of increasing importance for organizations. Despite the extant research, we still do not adequately understand the ways peers are motivated to reuse knowledge with the help of wiki technologies. In this paper, we study the motivation for knowledge reuse in a prominent instance of online social production: Wikipedia. Studying knowledge reuse in Wikipedia is important since Wikipedia has been able to leverage the benefits of efficient knowledge reuse to produce knowledge goods of relatively high quality. Specifically, we explore: 1) how Wikipedia editors (any peer who contributes to developing articles in Wikipedia) communicate their feedback toward each other's work in peer conversations and 2) to what extent sentiment-driven feedback impacts the level of knowledge reuse in Wikipedia. The results show that displaying sentiment-driven feedback positively influenced the level of knowledge reuse. Our study further shows a significant difference in the level of knowledge reuse between editors who shared mainly positive or mainly negative sentiments. Specifically, displaying mainly positive feedback corresponded to a superior level of knowledge reuse than displaying mainly negative feedback. We contribute to the extant literature of online social production communities in general and Wikipedia in particular by providing a first building block for research on peer feedback's role in developing and sustaining wiki-based knowledge reuse. We discuss our findings' implications for theory and practice.

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A problem-solving perspective on knowledge management practices

Cited by 108 publications

References 31 publications

Uncovering Knowledge Management Practices In Organizations

Uncovering Knowledge Management Practices In Organizations

Organizational knowledge management capabilities and knowledge management success (KMS) in small and medium enterprises (SMEs)

The Impact of Sentiment-driven Feedback on Knowledge Reuse in Online Communities

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