Mapping knowledge risks: towards a better understanding of knowledge management

Durst, Susanne; Zięba, Małgorzata

doi:10.1080/14778238.2018.1538603

Cited by 124 publications

(162 citation statements)

References 60 publications

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“…From this definition we can derive that knowledge risks (that the protection is done to prevent) are linked to incidents, where knowledge is disclosed, leaked or lost. According to Durst & Zieba [10] knowledge risk is a measure of the probability and severity of adverse effects of any activities engaging or related somehow to knowledge that can affect the functioning of an organization on any level. This leads us to define a knowledge risk incident as an knowledge-related event that disrupts the functioning of an organization or its competitive position.…”

Section: Related Workmentioning

confidence: 99%

“…There is a number of articles that concentrate on reviewing the past research on knowledge protection and knowledge risks [e.g. 10,16,27]. These reviews more or less agree that there is much to do especially in terms of empirical work in this area.…”

Section: Related Workmentioning

confidence: 99%

“…18,32,40] and conceptual models [e.g. 12,26]; collections of measures [39] to taxonomies [10,41]. Most conceptual works propose frameworks supporting the understanding of the complex phenomenon called knowledge risk audits better management in organizations.…”

Section: Related Workmentioning

confidence: 99%

“…Of the risk of unwanted knowledge spillovers and thus the risk of losing the exclusiveness of knowledge very little is known of the actual consequences of risk incidents. Scholars describe the impact in general terms, like "competitors use this knowledge to gain competitive advantage" [9] or assume that the impact is obvious, like "consequences are easy to imagine" [10] and thus does not need to be described further. Although it may be easy to imagine different consequences, learning from incidents requires describing and analyzing the consequences in detail.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Thalmann

Ilvonen

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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In a knowledge-based economy, knowledge has become the most important source for competitive advantage. Thus, organizations spend more attention on the protection of knowledge and also research on knowledge protection has gained increasing attention in the past years. However, knowledge protection research mainly focuses on the design of preventive measures and little is published about real incidents or reactive measures. Learning from failure and from incidents is important to improve current practice. This paper reflects on four cases of real knowledge risk incidents. We discuss ways to prevent or delay knowledge spillovers and the importance of knowing the threats in order to prevent them. In addition to preventive measures, we highlight that companies need to have reactive measures in place. Finally, based on our insights we discuss why analyzing incidents in addition to identified threats is important for practice as well as academia.

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Section: Related Workmentioning

confidence: 99%

Section: Related Workmentioning

confidence: 99%

Section: Related Workmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Thalmann

Ilvonen

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…One of the objectives of knowledge management should be to achieve its long-term sustainability and continuity. This is achieved primarily through the systematic planning and implementation of the succession of its knowledge employees [43,44]. This is associated with another condition that should be achieved, namely, the ability of internal flexibility and external adaptability to changes in the environment [35].…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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Knowledge management and knowledge security—Building an integrated framework in the light of COVID‐19

Zięba

Bongiovanni

2022

Knowl Process Manag

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This paper presents a framework of knowledge risk management in the face of the COVID‐19 crisis, derived from the literature on knowledge management, knowledge security, and COVID‐19. So far, both researchers and practitioners have focused on knowledge as an asset and their efforts have been aimed at the implementation of knowledge management in various organizational contexts. However, with increasing threats related to cyberattacks or hazards associated with knowledge loss (as magnified by the COVID‐19 crisis), there is a growing need to account for knowledge‐related risks. In this conceptual paper, we integrate the contributions from the knowledge management and knowledge security fields, together with research on COVID‐19 to help organizations protect the knowledge they create, store and share. Based on a structured literature review, our investigation provides researchers and managers with a framework for securely handling organizational knowledge in a critical situation. Our framework revolves around two foci: one the one hand, building appropriate knowledge risk measures and controls; on the other hand, holistically tackling knowledge risks as part of knowledge management activities.

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Mapping knowledge risks: towards a better understanding of knowledge management

Cited by 124 publications

References 60 publications

Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Why Should We Investigate Knowledge Risks Incidents? - Lessons from Four Cases.

Impact of Age Management on Sustainability in Czech Organisations

Knowledge management and knowledge security—Building an integrated framework in the light of COVID‐19

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