Knowledge management and organisational culture in higher education institutions

Omerzel, Doris Gomezelj; Biloslavo, Roberto; Trnavcevic, Aanita

doi:10.5771/0949-6181-2011-2-111

Cited by 45 publications

(45 citation statements)

References 59 publications

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“…Fifth, the authors decided to use articles in which "knowledge sharing" and academics appeared in the title or abstract. This method was chosen to avoid selecting non-related papers, to extract the correct number of publications, and to restrict the search to a (Alhammad et al, 2009;Amayah, 2013;Cheng et al, 2009;Fullwood et al, 2013;Goh & Sandhu, 2013;Heydari et al, 2011;Howell & Annansingh, 2013;Jahani et al, 2011;Jolaee et al, 2014;Karahoca et al, 2011;Kim and Ju, 2008;Li et al, 2006;Nordin et al, 2012;Gomezelj et al, 2011;Ramachandran, 2013;Ramayah et al, 2014;Rowley, 2000;Sandhu, Jain, & Ahmad, 2011;Sharimllah et al, 2007;Siddique, 2011;Sohail & Daud, 2009;Nielsen & Cappelen, 2014). Additionally, the authors agree that a positive approach to knowledge management by HEIs would facilitate the transition to a knowledge-based economy, enhance knowledge sharing, improve educational programmes and consequently improve the overall performance of universities.…”

Section: Figure 1 Research Designmentioning

confidence: 99%

“…Large numbers of articles were published in the Journal of Knowledge Management and the Journal of Knowledge Management and Practice, according toSerenko and Bontis (2009); these journals were among the highestranked KM publications. Discipline areas in these journals included management, human resources management, education management and technology, and information systems as depicted inFigure 2.5 Examining Knowledge Sharing in Higher Education Institutions (HEIs)Given knowledge is HEIs input as well as and output, they have maintained a unique and distinctive sittings compared to other organizations(Gomezelj et al, 2011); studies point out institutions are in the business of both generating and disseminating knowledge…”

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confidence: 99%

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Knowledge sharing in higher education institutions: a systematic review

Al-Kurdi

El‐Haddadeh

Eldabi

2018

JEIM

183

147

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Purpose-The purpose of this paper is to help in providing a better understanding on knowledge sharing amongst academics in Higher Education Institutions (HEIs). The aim in this study is realized by profiling existing literature to understand the determinants of knowledge sharing, research trends, theories and future research opportunities. Design/methodology/approach-After carefully examining the extant literature, and by utilising relevant academic-based research databases, a total of 73 papers published in peer-reviewed journals over the last decade were reviewed and analysed using well established systematic literature review methodology. Findings-The adopted systematic review revealed that there is limited contributions in understanding knowledge sharing in HEIs when compared with other sectors. The review provides a number of avenues for future research including technological, cultural, organisational and behavioural aspects at different levels. Practical implications-This study helps in offering a focal point to senior management in HEIs for realising the requirements for developing appropriate strategies and programmes to promote knowledge sharing among academics and consequently enhance their institutions' performance. Originality/value-This study utilised Jesson et al. (2011) in presenting a comprehensive systematic review of knowledge sharing specifically in the context of HEIs. This paper offers some theoretical and practical insights on what contributes towards understating the determinates affecting knowledge sharing practices among academics.

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Section: Figure 1 Research Designmentioning

confidence: 99%

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confidence: 99%

Knowledge sharing in higher education institutions: a systematic review

Al-Kurdi

El‐Haddadeh

Eldabi

2018

JEIM

183

147

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“…The trusting and collaborative culture illustrated in SEs can lead to greater willingness among SE members to share insights and expertise with each other in order to contribute to the successful performance of their organisation (Wang and Ahmed, 2003;Omerzel et al, 2011).…”

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confidence: 99%

Knowledge management activities in social enterprises: lessons for small and non-profit firms

Granados

Mohamed

Hlupic

2017

JKM

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Purpose This paper aims to explore what social enterprises (SEs) in the UK know and how they acquire, convert, apply and protect this knowledge. This will enable them to manage their knowledge effectively and, hence, improve their practices and maximise the creation of social, environmental and economic value. Design/methodology/approach This study follows a qualitative approach, comprising 21 interviews with founders and senior members of SEs in the UK. Findings The results show that the investigated SEs have knowledge management (KM) practices similar to the already identified in SMEs, associated with informality, reliance on external sources and focus on socialisation activities, but they have unique challenges on managing their knowledge related to their hybrid mission, to include social and economic objectives and their closed relationship with stakeholders. Research limitations/implications As there is limited research on KM practices in SEs; they were defined based on previous studies in large, private and public companies. Therefore, not all practices may be included. This research is a starting point in the study of KM in SEs. Practical implications This study identifies knowledge activities that enable the creation of social, environmental and economic value in SEs. This allows SEs, small firms and non-profit organisations to review their current practices and develop plans for their further improvement. Originality/value This paper is one of the first empirical studies exploring KM practices in SEs, highlighting their informal nature as well as their impact in and on the enterprise.

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“…In the integration stage, the study found that there was no dissemination of knowledge transfer beyond the level of real estate program to the other units. Omerzel et al (2011) argues that one way to ensure the retention, documentation, and accessibility of knowledge beyond individual lecturers' knowledge base, is the development of a knowledge management system. The study found that this did not happen as part of the project where all knowledge transfer would be documented.…”

Section: Discussionmentioning

confidence: 99%

Developing sustainable energy efficient buildings – a transnational knowledge transfer experience between Norway and Kosovo

Hoxha

Haugen

Bjørberg

et al. 2018

Studies in Higher Education

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As transnational institutional development programs are often advocated as a knowledge transfer opportunity between the partner universities, this case study "Sustainable Energy Efficient Buildings-Knowledge Transfer Between Norway and Kosovo" investigated the knowledge transfer (KT) processes from Norwegian University of Science and Technology to College ESLG in Kosovo. An inter-organisational knowledge of transfer theoretical framework from the business sector was applied to guide the present study. The data was generated through semi-structured interviews with key university officers, professors, and students in continuous education programs from College ESLG and documentary evidence analysis from two partner universities. Based on the thematic analysis of the data, the findings demonstrated that the curriculum mapping process, joint lectures between Norwegian and Kosovar professors, joint research, and joint study visits facilitated the knowledge transfer. While the transfer of knowledge most evidently resulted in institutional capacity development for the Kosovar College unit, that managed the transnational institutional development program, the dissemination of knowledge to other units within the college was more challenging due to communication problems between the Real Estate Department and other units within the college. Hence, other universities seeking to conduct knowledge transfer through transnational institutional development programs need to understand each partner university's intention in establishing the partnerships, identify the beneficiary institutions' needs before seeking knowledge input from the partner university and improve the communication between and within the universities for sustainable benefits. The study has been part of the SEEB project supported by the HERD/Energy 2013-2015.

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Knowledge management and organisational culture in higher education institutions

Cited by 45 publications

References 59 publications

Knowledge sharing in higher education institutions: a systematic review

Knowledge sharing in higher education institutions: a systematic review

Knowledge management activities in social enterprises: lessons for small and non-profit firms

Developing sustainable energy efficient buildings – a transnational knowledge transfer experience between Norway and Kosovo

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