Implementation Process of a Knowledge Management Initiative: Yellow Pages

Gretsch, Stéphanie; Mandl, Heinz; Schätz, Raphaela

doi:10.5772/33214

Cited by 3 publications

(5 citation statements)

References 30 publications

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“…In other words, the design of KM process requires the indication of OI process to provide insight for defining KM process. The previous studies may also indicate similar findings with the current study in terms of the design of KM process with an impact on KM implementation or KM performance as KM process is often defined with a variety of process forms, such as a form with knowledge acquisition, transfer, integration and application (Gretsch et al, 2012;Wu and Chen, 2014).…”

Section: Findings and Discussionsupporting

confidence: 88%

“…Many scholars suggested a process-based criterion with ten steps for evaluating the success of KM implementation in an organization (Karami et al, 2015). The ten-step process can be further classified as four main phases that complement each other (Gretsch et al, 2012 For H9 and H10, the KM process can be viewed as an ability development through the facilitator of organizational learning by which existing knowledge is combined and embedded into a firm's knowledge transformation process for creating useful knowledge (Wu and Chen, 2014). The achievement of knowledge transformation with external and internal processes is an important precursor closely related to the success of KM implementation in terms of an evaluation of the process-based criterion (Gretsch et al, 2012).…”

Section: Knowledge Management Implementationmentioning

confidence: 99%

“…KM implementation is a construct with four sub-constructs, needs analysis, content analysis, usability test and effect analysis, and is formed as a second-order formative structure. The measurement items for the four subconstructs were adapted mainly from the instrument developed by Gretsch et al (2012). Further, this adaptation partially referred to the instrument developed by Garicano and Rossi-Hansberg (2015).…”

Section: Instrumentationmentioning

confidence: 99%

“…The ultimate goal of the design of KM process is thus to achieve the success of OI-based KM implementation. Several studies have discussed the evaluation of KM implementation as a process concept with different steps (Gretsch et al, 2012;Karami et al, 2015). KM implementation presented in this study comprises four main phases for evaluating its success, namely, needs analysis, content analysis, usability test and effect analysis, which complement each other (Gretsch et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies have discussed the evaluation of KM implementation as a process concept with different steps (Gretsch et al, 2012;Karami et al, 2015). KM implementation presented in this study comprises four main phases for evaluating its success, namely, needs analysis, content analysis, usability test and effect analysis, which complement each other (Gretsch et al, 2012). Accordingly, this research proposes such a novel research model to define OI process as the driver of the design of KM process and, in turn, KM implementation performance.…”

Section: Introductionmentioning

confidence: 99%

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Open innovation based knowledge management implementation: a mediating role of knowledge management design

2018

JKM

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Purpose Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support. Design/methodology/approach KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis. Findings The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations. Practical/implications While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation. Originality/value Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

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Section: Findings and Discussionsupporting

confidence: 88%

Section: Knowledge Management Implementationmentioning

confidence: 99%

Section: Instrumentationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Open innovation based knowledge management implementation: a mediating role of knowledge management design

2018

JKM

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A confirmatory factor analysis of knowledge management assessment instrument in Indian higher educational institutions

Chawla

Saxena

2016

International Journal of Quality &Amp; Reliability Management

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Purpose – The purpose of this paper is to examine the reliability and validity of the knowledge management assessment instrument (KMAI) developed by Lawson (2003) that consists of 24 items. Design/methodology/approach – The study involved 225 research scholars and 225 faculties’ members from nine higher educational institutions. The respondents were required to respond to a five-point Likert scale from strongly agree to strongly disagree. The collected data were then analyzed using the SPSS 18.0 and AMOS 18.0 software packages. An exploratory factor analysis was conducted earlier than performing a confirmatory factor analysis. Findings – All constructs revealed the acceptable internal consistency reliability. A good model fit was found for the measurement model using several fit index tests like CMINDF, TLI, GFI AGFI, CFI and RMSEA. The findings showed that all fit indices criteria were accomplished. It also showed the acceptable reliability and construct validity. Research limitations/implications – KMAI was examined using confirmatory factor analysis only. A large sample size and sample area can be used. Practical implications – This research paper is an endeavor to explore only the reliability and validity of the KMAI. Thus all the three dimensions, namely, “knowledge application”, “knowledge acquisition and creation” and “knowledge storing and sharing” proved out to be reliable and validate when it will be tested in case of any Indian higher educational institutions. Originality/value – The main contributions of this study is that all the factors have good acceptable reliability value; each factor can be measured individually depending on the nature of the research.

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