Knowledge Management Practice for Sustainable Development in Higher Education Institutions: Women Managers’ Perspective

Raudeliūnienė, Jurgita; Matar, Ibrahim

doi:10.3390/su141912311

Cited by 7 publications

(5 citation statements)

References 53 publications

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“…From the standpoint of the knowledge society, it is widely acknowledged that the central objective is to contribute to maximizing organizational benefits (Raudeliuniene & Matar, 2022). It entails the premise that knowledge should serve as the bedrock for decision-making, regardless of the asset's nature, but rather its potential.…”

Section: Universities and Knowledge Managementmentioning

confidence: 99%

Tacit and Explicit Knowledge: Drivers of the Competitiveness of Universities

Ortiz Barrera

2023

myn

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This research examines these two cognitive dimensions through a confirmatory factor analysis to determine whether their relationship with the competitiveness variable is suitable for generating genuine competitive elements. These variables have been reviewed based on available cutting-edge literature and collected a priori from Mexican higher education institutions. Cognitive elements serve as precursors to competitiveness; however, comprehending this necessitates an analysis of the cognitive asset from a dimensional perspective, wherein formal and informal knowledge criteria are scientifically established as explicit and tacit knowledge.

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Section: Universities and Knowledge Managementmentioning

confidence: 99%

Tacit and Explicit Knowledge: Drivers of the Competitiveness of Universities

Ortiz Barrera

2023

myn

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“…KMP is an essential instrument of cooperation and guarantees of employees in knowledge-intensive organizations in all business units to increase sustainable development [34]. KMP help ensure the sustainability of the flow of knowledge in knowledge-intensive organizations [7]. KM cycle has become equivalent to other main business processes as their application, analysis, optimization, evaluation, and management become necessary for an innovative, leadership-seeking, and sustainable organization.…”

Section: Measurement Aspects Of Kmpmentioning

confidence: 99%

“…The focus of socially responsible business and behavior is not only to maximize profits but also to create valuable contributions to the environment [3] and the welfare of society that positively affect the community by integrating these social policies and values into the business operations of knowledge-intensive organizations [4,5]. In this case, effective and efficient knowledge potential management and integration into daily business processes (BP) are powerful ways to increase knowledge-intensive organizations' sustainable performance, leading to a sustainable environment and community welfare [6,7].…”

Section: Introductionmentioning

confidence: 99%

Influence of Knowledge Management on Business Processes: Value-Added and Sustainability Perspectives

2022

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Knowledge management (KM) practice is increasingly less considered as a supportive activity, as knowledge management processes (KMP) are inseparable from critical business processes (BP). Even though some scientific studies underlined that KM integration into BP are expensive and slow due to many organizational barriers, their sustainable value to organizations is undeniable. Although KMPs’ interactions have been studied in the scientific literature, there is still a lack of comprehensive studies related to knowledge-intensive organizations’ practices on the impact of the whole KM cycle—consisting of knowledge creation, sharing, storage, and application—on BP, such as development, production, and sales, for creating value-added (VA) and sustainability. In order to identify interconnections between individual KMP and BP, this study aimed to evaluate the influence of KMP on BP to support the continuous improvement of BP and the creation of VA in knowledge-intensive organizations. A research model was developed to analyze the impact of KMP on BP and VA perspectives. An empirical study was performed in Lithuanian project management companies that used BP in their operations and involved 144 managers from 72 IT organizations. Survey (structured questionnaire) and statistical analysis methods (one-way analysis of variance (ANOVA); Pearson’s correlation analysis; multiple regression analysis and mediation analysis; cluster analysis and chi-square analysis) were applied in this study. The research results confirmed that every KMP positively affected individual BP, where knowledge creation had the most significant impact. The hypothesis that every KMP positively affected the VA created in an organization was partially confirmed since knowledge sharing and creation had a strong influence. The study demonstrated that KMP as a whole had a positive effect on the central BP, change (improvement) of BP increased VA created in organizations, and BP acted as a mediator of the positive correlation between KMP and the VA. The effectiveness of individual KMP depended on the size of the organization. As a result, the study confirmed that KMP in organizations could not be performed separately and had to be integrated into BP to maximize the VA. The significance of the research model lay not only in its ability to identify the influence of KMP on the VA created in organizations but also in evaluating each KMP individually.

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“…Furthermore, a study on sustainability in higher institutions through the perspective of female managers found a positive and significant relationship to the knowledge management process in HE through the view of female managers [20]. Previous studies state that government and industry can easily accept and support higher education that will carry out partnerships in creating innovation for regional socio-economic development through commercialization and technology transfer, but this is not the case for certain academic circles [1], [24].…”

Section: Introductionmentioning

confidence: 99%

“…Many studies have started to examine the readiness of higher education institutions to respond to sustainability issues, including the willingness of human capital, which is an asset for institutions, both men and women. In the last five years, many researchers have begun examining the relationship between sustainable socio-economic development and gender equality [18][19][20][21][22][23]. Other findings state that gender equality is a fundamental goal because its implementation can drive a positive effect on the development of achieving the SDGs and is directly connected to the continuing education linkage [22].…”

Section: Introductionmentioning

confidence: 99%

Partnership consensus in triple helix pathways: A challenge for sustainable higher education

Astuty

2023

E3S Web Conf.

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The study’s purposes are (i) to determine the gender role in the relationship between partnership consensus with the lecturer’s attributes and (ii) to test Etzkowitz’s partnership pathways in determining the role of consensus in mediating the influence of an institution’s sustainable entrepreneurial culture (ISEC) on innovation. This study confirmed that the partnership consensus has no relationship with the education level of male lecturers, while the functional position has one. In contrast, a partnership consensus for female lecturers has no significant relationship with the educational level and functional position. The partnership consensus was able to mediate ISEC’s influence in the Etzkowitz partnership path towards the emergence of innovation to 53% from 30% directly. The quadruple helix in Indonesia was decomposed into a triple helix with a university-government-community and university-industry-community partnership pattern. The conclusions are lecturers’ partnership consensus has no relationship with internal factors, such as education level or functional position, but rather because of the institutional culture that supports increasing innovation capability, namely ISEC. Internal and external partnership consensus triggers innovation significantly. These findings are helpful for higher education (HE) policymakers, where gender equality is crucial to formulate in partnership. Furthermore, HE must build an ISEC to trigger the innovations as a manifestation of HE’s contribution to sustainable regional socio-economic development.

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Knowledge Management Practice for Sustainable Development in Higher Education Institutions: Women Managers’ Perspective

Cited by 7 publications

References 53 publications

Tacit and Explicit Knowledge: Drivers of the Competitiveness of Universities

Tacit and Explicit Knowledge: Drivers of the Competitiveness of Universities

Influence of Knowledge Management on Business Processes: Value-Added and Sustainability Perspectives

Partnership consensus in triple helix pathways: A challenge for sustainable higher education

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