Knowledge Management Cycle: A Scientific Literature Review

Abstract

Recently the knowledge management processes are analysed as the main source of uniqueness for the organisations, while they are facing the challenge of implementing the most efficient processes that affect their performance (Chang, Hsu, & Yen, 2012; Kianto, Vanhala, & Heilmann, 2016; Raudeliūnienė & Meidutė-Kavaliauskienė, 2016; Raudeliūnienė, Davidavičienė, & Jakubavičius, 2018; Känsäkoski, 2017). The scientists distinguish different combinations of knowledge manage-ment processes in approaching the knowledge management process and analysis has shown that knowledge management processes, studied by most scientists, do not have a clear knowledge man-agement structure (García-Fernández, 2015; Raudeliūnienė et al., 2018). The purpose of this study is to examine the knowledge management concept and knowledge management cycle considering the different interpretations of scientists. The study is grounded on scientific literature review.

The Impact of Knowledge Management Practice on Lean Six Sigma Implementation: The Moderating Role of Human Capital in Health Service Organisations

“…KM is also defined as accumulating knowledge and generating it efficiently, facilitating sharing knowledge, and managing its base to be effectively applied in improving the organization (Akbari & Ghaffari, 2017). Organisations can improve the process of knowledge collection, use, and dissemination to enhance their memory and improve its utility through finding appropriately systematic mechanisms to link workers to knowledge sources (Kordab & Raudeliūnienė, 2018).…”

“…Knowledge Management Processes KM processes are a sequential and complementary series despite the differences between researchers and writers in determining their number and name (Kordab & Raudeliūnienė, 2018). The four core KM processes identified by (Mertins et al, 2001) include knowledge creation, knowledge storage, knowledge distribution, and knowledge application will be adopted in this work.…”

“…Employee knowledge is divided into two types; the first is explicit knowledge, which can be expressed in an official language and stored in material means such as documents and archives. The second type is tacit knowledge, which is difficult to put into a formal language because it is latent in individuals' minds (Kordab & Raudeliūnienė, 2018).…”

A Gestão Do Conhecimento No Setor De Seguros: O Ciclo De Wiig Aplicado Ao Processo Comercial De Uma Corretora De Seguros

“…A Gestão do Conhecimento (GC) é um conceito que lida com processos coletivos e sistemáticos de criação, armazenamento, compartilhamento, recuperação e aplicação intencional de formas explícitas e implícitas de conhecimento dentro das organizações, com o fim de se atingir objetivos estratégicos, operacionais e inovadores (MOHAJAN, 2016;KORDAB;RAUDELIŪNIENĖ, 2018). Trata-se, portanto, de um fator crítico para o sucesso de uma organização, pois afeta a satisfação dos colaboradores, gera valor aos consumidores e desenvolve estratégias para aumentar a eficiência, o desempenho e a inovação, o que leva à diferenciação e ganho de vantagem competitiva (DOROW et al, 2015;MOHAJAN, 2016;NORTH;BABAKHANLOU, 2016;KORDAB;RAUDELIŪNIENĖ, 2018).…”

“…A compreensão dos processos de GC garante que o conhecimento seja gerenciado de forma eficiente e disponibilizado a todos os membros da organização, auxiliando no delineamento da estratégia organizacional, na melhoria da produtividade, nos processos de inovação e na tomada de decisões (HARO et al, 2014;HESAMAMIRI et al, 2016;DALKIR, 2017;YAP;LOCK, 2017;KORDAB;RAUDELIŪNIENĖ, 2018). Assim, devem ser sistematizados em um ciclo, de modo que os resultados dessa aplicação propiciem melhorias na qualidade dos serviços, na aprendizagem, nas competências e rotinas da equipe e nos processos do negócio (YOUNG, 2020;DOROW et al, 2015).…”