Knowledge management: a strategic agenda

Quintas, Paul; Lefere, Paul; Jones, Geoffrey P.

doi:10.1016/s0024-6301(97)00018-6

Cited by 132 publications

(146 citation statements)

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“…Some experts defined knowledge management as the application of created knowledge (Quintas et al, 1997), while most experts in knowledge management believe that this is a comprehensive management concept, which is a combination of human dimensions, psychology, sociology and technology. In fact, knowledge management allows organizations to distribute ideas, documents and information.…”

Section: Knowledge Managementmentioning

confidence: 99%

Management of Media Organizations (Radio and Tv) With Special Emphasis on Knowledge Management

Shirazi¹

2016

TOJDAC

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It seems that the most appropriate method to prevent deterioration and continue surviving is to increase information and dissemination of knowledge between employees of different levels of organization. Because knowledge is one of the most important and most valuable asset of any organization. The aim of this study is to examine the management of media organizations (radio and TV) with special emphasis on knowledge management. The research method was a descriptive correlational and the study population included all employees of media organizations (radio, television, press, etc.) in Tehran city and 150 employees and managers were selected and analyzed by using available sampling method. The data collection tool is a questionnaire in this study. The data obtained were analyzed through questionnaires using SPSS software and Pearson and regression statistical tests. In general, the results showed that the use of knowledge management, knowledge preservation, knowledge transfer, knowledge creation, knowledge application has positive and significant impact on the management of media organizations. Keywords: media, radio, television, knowledge management PROBLEM STATEMENTSteve Hulse (2001) introduced the concept of knowledge management in relation to the concepts of data, information and knowledge. He believes that the main problem in the field of knowledge management is that organizations do not know how to convert data into information and information into knowledge; therefore, many organizations remained at the level of data management and information management.Hulse argues that knowledge management is a process through which organizations gain the ability to convert data into information and information into knowledge and in addition, they can use this achieved knowledge in order to make better and more effective decisions.Haynes (2001) argues that knowledge management is a process based on four pillars. Content: that relates to the type of knowledge (explicit or implicit), skills: achieving the skills to extract knowledge, culture: organizational culture should encourage the distribution of information, organize: organizing the existing knowledge. Malhotra (2004) defines knowledge management as such: "Knowledge management is a process through which organizations acquire skills in the field of learning (internal knowledge) coding knowledge (external knowledge) and distribute knowledge." Karl Wiig (2002) argues that knowledge management means creating the needed processes to identify and capture data, information and knowledge required by the organization from the internal and external environment and transform them into decisions and actions of organizations and individuals.Organizational Knowledge Management is one of the most important success factors for companies in competitive conditions and the information age. The importance of this issue widens enough for today, so that a number of organizations measures their knowledge and this is reflected as corporate intellectual capital and used to rank bet...

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Section: Knowledge Managementmentioning

confidence: 99%

Management of Media Organizations (Radio and Tv) With Special Emphasis on Knowledge Management

Shirazi¹

2016

TOJDAC

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“…Finally, knowledge management can absorb knowledge from outside and inside of an organization with proper implementation process. Thus, will helps to meet the customer demand (Ouintas et al 1997). …”

Section: Definition Of Knowledgementioning

confidence: 99%

Gauging Food Allergy Knowledge among Hospitality Students

Din¹,

Rashid²,

Ramli³

2015

jmr

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Cases involving food allergy and their effects seem to be growing all around the world. The effects of food allergy can range from mild to severe and even lead to death. It is also noted that students are among the frequent victims of food allergy. The cure for food allergy is ISSN 1941-899X 2015 www.macrothink.org/jmr 253 unknown. Thus, a form of intervention is needed to prevent food allergy from occurring. In order to do so, an adequate level of knowledge concerning food allergy is crucial. This study, therefore, explores the level of awareness and knowledge on food allergy among hospitality students in Malaysia. Survey method was utilized in this study and questionnaires were distributed to 150 students specifically who are studying hospitality program at two universities in the Northern region of Malaysia. Results revealed that majority of the respondent have an average knowledge pertaining to food allergy issue. This paper revealed the general knowledge, awareness and perceptions of hospitality students pertaining to food allergy. The implication of the study would benefit the public. Proper development of food allergy syllabus will enhance student knowledge and perhaps will help them to prepare and serve wholesome food to the customers. Journal of Management Research

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“…For instance, in the interaction stage, the receiving employee will learn from the giving employee, the former's absorptive capacity and prior experience, the latter's openness, prior experience and expressiveness, as well as the trust between both of them (Cohen & Levinthal, 1990;Wathne, Roos & von Krogh, 1996;Chen, Duan, & Edwards, 2002) could be identified as the important factors for the stage. Furthermore, inter-organisational knowledge transfer strategies for both receiving and giving organisations can be developed to help them to address the "boundary paradox" (Quintas, Lefrere, & Jones, 1997) more effectively and maximise the potential benefits of knowledge sharing for both organisations involved.…”

Section: Future Trendsmentioning

confidence: 99%

“…When knowledge is transferred within an organisation, the organisation should try to expand the amount of shared knowledge among its employees to an appropriate level (or to the highest level possible) (Lind & Seigerroth, 2000) so as to develop (or preserve) its competitive advantage. When transferring knowledge between organisations, the organisations have to face "the boundary paradox" (Quintas, Lefrere & Jones, 1997), which involves more complicated factors impinging on the transaction. It also requires the negotiation between participating parties, strict governance mechanisms to regulate the transfer content, and higher loyalty by relevant employees.…”

mentioning

confidence: 99%

Inter-Organisational Knowledge Transfer Process Model

Chen

Duan

Edwards

2006

Encyclopedia of Communities of Practice in Information and Knowledge Management

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Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

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Knowledge management: a strategic agenda

Cited by 132 publications

References 0 publications

Management of Media Organizations (Radio and Tv) With Special Emphasis on Knowledge Management

Management of Media Organizations (Radio and Tv) With Special Emphasis on Knowledge Management

Gauging Food Allergy Knowledge among Hospitality Students

Inter-Organisational Knowledge Transfer Process Model

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