Enhancing Knowledge Management (KM) in the Fourth Industrial Revolution Era: The Role of Human Resource Systems

Sarina, Troy

doi:10.1007/978-3-319-71434-9_17

Cited by 7 publications

(6 citation statements)

References 45 publications

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“…Organizations and individuals create new knowledge and accumulate existing knowledge through research and development (R&D) (Shrestha et al, 2018), training and development (Davenport & Prusak, 1998;Kevill & Analoui, 2018), and drawing on organizational history (Sarina, 2018). Since R&D is expensive for knowledge creation, it is adopted typically by knowledge intensive large organizations (Inkinen et al, 2015;Nurmi, 1998).…”

Section: Knowledge Creation Through Sharingmentioning

confidence: 99%

“The person with maximum knowledge will win the race”: Conceptualizing knowledge in microbusinesses

Haq

Davies

2020

Journal of Small Business Management

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The concept of knowledge and the process of knowledge sharing in ethnic minority microbusinesses remain neglected in contemporary debates even if their role for economic development is recognized. Drawing on a culturalist view, we explore how knowledge is defined and shared in a local niche market. Thematic analysis of semistructured qualitative interviews with 32 ownermanagers and 11 employee-managers reveals that, contrary to studies on larger firms, local knowledge creation and sharing narrowly based on ethnic strengths are valuable sources of competitive advantage. Our study has implications for researchers, policymakers, and practitioners in exploring, supporting, and integrating ethnic minority microbusinesses.

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Section: Knowledge Creation Through Sharingmentioning

confidence: 99%

“The person with maximum knowledge will win the race”: Conceptualizing knowledge in microbusinesses

Haq

Davies

2020

Journal of Small Business Management

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“…Knowledge is created through research and development, training, and drawing on organisational history [43]. Since research and formal training are expensive and startups typically need more resources [44], experiential learning is central to the new knowledge-creation process [45].…”

Section: Literature Review 21 Knowledge Creation and Sharing Through ...mentioning

confidence: 99%

“…While all firms displayed pro-knowledge-sharing values [43,48], with active support from managers and recognition practices, sharing knowledge was strengthened among employees who perceived themselves as specialists in the relevant subjects. Consistent with Carneiro [24], the main reasons for providing knowledge among partners and within communities of practice were skill improvement and fostering innovation.…”

Section: Sharing Typementioning

confidence: 99%

Unleashing Knowledge Sharing in Emerging Economy Startups: A Multilevel Analysis

et al. 2023

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The knowledge-sharing process in digital startups is under development in current discussions, even though its importance for sustainable economic growth is acknowledged. This paper analyses the connections and traits regarding how knowledge is distinguished and shared at different levels in an emerging economy. Twelve focus groups were conducted with 72 startup founders, managers, and employees, and in-depth interviews reveal that, in contrast to the results from studies about more extensive firms, individuals consider knowledge sharing based on their particular judgment of the absorptive capacity of the recipient and the perceived gains associated with the maturation of individual and organisational image and reputation. Digital cultural factors inherent in this type of enterprise, remote first, meritocracy, and online community participation, have directly influenced the adoption of digital knowledge-sharing systems. Individuals desire to share knowledge for recognition, to establish credibility, and to establish connections with investors and mentors. A communal and collaborative atmosphere can foster the exchange of information among employees, influencing the intention to share knowledge. Knowledge sharing is reinforced when employees perceive knowledge sharers as specialists. Incentives and intra-organisational reward campaigns, talent improvement programs, external training sessions, workshops, and collaborative team assessments can cultivate personal relationships. A theoretical framework has been proposed that can examine digital startups’ effectiveness on micro-level elements. In emerging economies, social rewards are personally more critical than financial achievements. Our empirical statements reinforce the arguments that the digital age, the pandemic, and the migration crisis have substantially changed most aspects of knowledge sharing.

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“…Indeed, DT is defined as a digital approach to connect people, IT facilities, and machines. However, DT has been mainly approached from a technical perspective so far, stressing roles and the effects of technology platforms and their integration on organizational change, while consequences for people are addressed less frequently [6]. In a transforming organization, people should be considered an asset that can deal with complex knowledge domains through rapid collaboration and exchanges.…”

Section: E Red Clustermentioning

confidence: 99%

“…Recent technological advancements in the digital era have the potential to boost the knowledgedriven economy [6]. The fourth industrial revolution, also referred to as Industry 4.0 in the literature, has become a topic of interest in many research areas, such as engineering, computer science, electrical engineering, and material science.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Management in the Fourth Industrial Revolution: Mapping the Literature and Scoping Future Avenues

Manesh

Pellegrini

Marzi

et al. 2021

IEEE Trans. Eng. Manage.

231

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Due to increased competitive pressure, modern organizations tend to rely on knowledge and its exploitation to sustain a long-term advantage. This calls for a precise understanding of knowledge management (KM) processes and, specifically, how knowledge is created, shared/transferred, acquired, stored/retrieved, and applied throughout an organizational system. However, since the beginning of the new millennium, such KM processes have been deeply affected and molded by the advent of the fourth industrial revolution, also called Industry 4.0, which involves the interconnectedness of machines and their ability to learn and share data autonomously. For this reason, the present study investigates the intellectual structure and trends of KM in Industry 4.0. Bibliometric analysis and a systematic literature review are conducted on a total of 90 relevant articles. The results reveal 6 clusters of keywords, subsequently explored via a systematic literature review to identify potential stream of this emergent field and future research avenues capable of producing meaningful advances in managerial knowledge of Industry 4.0 and its consequences.

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Enhancing Knowledge Management (KM) in the Fourth Industrial Revolution Era: The Role of Human Resource Systems

Cited by 7 publications

References 45 publications

“The person with maximum knowledge will win the race”: Conceptualizing knowledge in microbusinesses

“The person with maximum knowledge will win the race”: Conceptualizing knowledge in microbusinesses

Unleashing Knowledge Sharing in Emerging Economy Startups: A Multilevel Analysis

Knowledge Management in the Fourth Industrial Revolution: Mapping the Literature and Scoping Future Avenues

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