Minimizing the effects of defensive routines on knowledge hiding though unlearning

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.

Section: Knowledge Management and Knowledge Management Modelsmentioning

confidence: 99%

Section: Knowledge Management and Knowledge Management Modelsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

Zięba

Bongiovanni

2022

“…Knowledge has been and continues to be the key to success and competitive advantage for all organizations (Ramona & Alexandra, 2019 ). Knowledge management aims to create, share, use and manage knowledge and information (Cegarra‐Navarro, Wensley, et al, 2021 ; Nonaka, 1994 ; Nonaka & Takeuchi, 1995 ). The dissemination of knowledge during times of international crisis is guided by the principles first set out in the WHO's 2016 statement on data‐sharing during public health emergencies, which incorporated lessons from the Ebola and Zika outbreaks, and was undersigned by many notable foundations and journals (Modjarrad et al, 2016 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Employees with the requisite skills can identify the right data, analyze this data, and maintain the integrity of the company's infrastructure (Wamba et al, 2017 ). Cegarra‐Navarro, Wensley, et al ( 2021 ) noted that learning and knowledge sharing social processes. Therefore, their effectiveness is influenced by individual and collective characteristics, attitudes, and behaviors.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing COVID‐19‐related knowledge: A smart cities perspective

Abdalla

Renukappa

Suresh

2022

Effective management of coronavirus disease 2019 (COVID‐19) and the urgent need to improve epidemic prevention require rapid response and immediate solutions, deploying appropriate knowledge management procedures and facilitating effective decision‐making and managerial efforts. The increased adoption of smart cities (SC) technologies offers various technologies that can support knowledge capturing, acquisition, sharing, and transferring. However, knowledge management practitioners and decision‐makers face various challenges to manage huge data generated from the various SC platforms. Managing COVID‐19‐related knowledge necessitates filtering, cleaning, keeping, and sharing only useful data. Therefore, the aim of this paper is to investigate managing knowledge related to COVID‐19 from a SC perspective. The methodological approach for this study is a systematic literature review. The findings indicate that SC technologies, through the advanced deployment of information communications technology (ICT) applications, have a crucial role in knowledge capturing and sharing. Smart cities strategies enable knowledge extraction through facilitating data collection and analysis over various disparate databases, as well as facilitating quick and accurate handling and analysis of huge and unpredicted amount of data. Managing knowledge related to COVID‐19 pandemic has the potential to improve the planning, treatment and controlling the pandemic, enhance decision‐making, and enable disaster management. However, the managing of a huge amount of complex, unstructured data and information remains a big challenge for COVID‐19 knowledge management (KM) initiatives. The paper proposes a conceptual model and illustrates the various components and links between SC strategies, KM and COVID‐19, and how this can inform, facilitate, and enhance decision‐making to take steps for the path of recovery.

Antecedents of telecommuting in emerging countries: The role of knowledge complexity

Dávila

Poleza

Varvákis

2022

This research investigated the role of knowledge complexity and the individual, organisational, and technological determinants in telecommuting in an emerging economy. A sample of 452 Brazilian workers was surveyed, and PLS‐SEM was used for analysing the data. The results suggest that knowledge complexity matters, and its joint effect together with task interdependence has a negative impact on telecommuting performance. It was also found that technology‐based communication skills are more important for enhancing both telecommuting performance and satisfaction than the technology itself. Furthermore, it was found that telecommuting outcomes may be affected by demographic variables and the national culture. Identification of the antecedents of telecommuting in emerging countries helps managers to adapt their business models and work arrangements to achieve firm sustainability and respond to a complex socio‐economic landscape generated by the coronavirus crisis.