Knowledge management, strategy, and technology: a global snapshot

Abstract

Purpose -This paper presents results from a large comprehensive global survey of knowledge management (KM). The question that this paper looks to answer is how a KM strategy can be developed that will enable its successful management in organisations of many sectors and sizes. In light of the observed developments since the previous knowledge management surveys, the purpose of this paper is to redefine the KM function, and how it should be performed. Design/methodology/approach -The research instrument was a global online hosted survey answered by nearly 700 participants. Hypotheses on the KM management process in contemporary organisations, emphasising the importance of strategy, cover this work. These hypotheses are tested by a set of questions and supported by the survey responses. Findings -It is demonstrated that in many organisations technology has failed to have much impact on the way knowledge is transferred and shared. Research limitations/implications -It should be noted that no control was made over the participants to the survey and no stratification of sampling was made. This means that the results are based on breadth as opposed to depth. Originality/value -Due to the breadth and depth of this survey, the results reported here provide a global snapshot of how knowledge is currently being managed across nations, organisations and various forms of KM function. The findings should be of great use to both practitioners and academics.

Developing the Main Knowledge Management Process via Social Media in the IT Organisations: A Conceptual Perspective

“…If the users aware about the data transmission, they can firmly percept the external resources and uses it confidentially for business improvement. Moreover, Coakes et al (2010) argued that user's judgement in the level of information sensitivity are the binary. For instance, it may be the private or not.…”

“…Experts help in holding the knowledge into memory and understand about the exact place for applying. Apart from that, Coakes et al (2010) acknowledged the process of WIIG model maintain a hierarchy of knowledge where consists the forms of public, personal and shared knowledge. However, each form involves four type of knowledge management system such as exceptional, methodological, factual and exceptional.…”

A study of KM critical success factors in Greek academic libraries

“…Similarly, the informal structure of the organization can enhance knowledge sharing (Kim and Lee, 2006) only if it supports social dialogue and open communication, thus facilitating horizontal and vertical information flows (De Long and Fahey, 2000;Hooff and Ridder, 2004). In this respect, a team-based OS promotes interorganizational knowledge sharing (Coakes et al, 2010), allowing members build on each others' ideas and strengths (Nadkarni, 1995;cited in Chong and Choi, 2005), helping the organization respond to change, adapt and innovate (Courtney et al, 2007).…”

“…In this respect, an organization's strategic context helps to identify the appropriate KM initiatives that support its mission, strengthen its competitive position and create value (Zack, 1999). It is therefore understandable that a clear, well-developed and well-understood knowledge strategy is important for success (Coakes et al, 2010;Zack, 1999).…”

Information Technology Infrastructures and Knowledge Management: Towards Organizational Excellence

“…Progressive organizations of the modern time have realized the significance of knowledge management strategies and tools, therefore, the creation, management and sharing of knowledge is at the top of agenda (Coakes, Amar and Granados, 2010). Knowledge management or knowledge sharing is all about the creation and the transfer of knowledge (McInerney, 2002).…”