Toward a Model of Effective Knowledge Management and Directions for Future Research: Culture, Leadership, and CKOs

DeTienne, Kristen Bell; Dyer, Gibb; Hoopes, Charlotte; Harris, Stephen

doi:10.1177/107179190401000403

Cited by 196 publications

(140 citation statements)

References 29 publications

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“…Considering that knowledge is an important element for ensuring that employees are equipped with adequate cross-functional information and also insights derived from their external environment, Leonard-Barton (1995), Davenport and Prusak (1998), Holsapple and Joshi (2000), Ndlela and Toit (2001) and Lee and Kim (2001) advised that creating a knowledgefriendly culture is critical to ensure knowledge sharing and learning among employees. It is found that a collaborative organizational culture, enhanced by a strong sense of trust, will foster more innovation among employees as well as making them committed to their tasks (Goffee and Jones 1996;DeTienne et al 2004). Technology alone will not encourage knowledge sharing if the element of trust fails (Davenport and Prusak 1998) and an incentive system can further enhance knowledge sharing initiatives (Park 2006).…”

Section: Culturementioning

confidence: 99%

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Baskaran

2018

GADJAH MADA INT. J. BUS.

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Abstract:The main aim of this study is to investigate the mediating effect of knowledge management enablers between the organizational characteristics and entrepreneurial orientation of employees. The study considered three constructs, namely: Knowledge management enablers, organizational characteristics and entrepreneurial orientation, to formulate the framework for this research. A quantitative approach was adopted in the study. Data were collected through a web-based online survey. The population of the survey was estimated to be around 300 employees from three cement manufacturing organizations in the state of Johor, Malaysia. A 70.4 per cent response rate was achieved. Five hypotheses were formulated and tested in the study. A simple multiple regression was used to analyse the data. All five hypotheses were supported, confirming that there is a partial mediation by the knowledge management enablers, as well as by the corresponding dimensions between organizational characteristics and entrepreneurial orientation. In addition, the implications of this study are also discussed, apart from the avenues for future research in the area of entrepreneurial orientation.

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Section: Culturementioning

confidence: 99%

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Baskaran

2018

GADJAH MADA INT. J. BUS.

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“…Therefore, this key area includes variables such as relations and attributes of people, system incentives, organizational structure, and planning, coordinating and controlling the flow of knowledge. Additionally, some authors have divided variables such as culture to facilitate understanding which consists of collaboration, trust and learning (Lee and Choi, 2003;Detienne et al, 2004). Subsequently, some redundancies were identified and some variables were eliminated.…”

Section: Key Area: People and Organizationmentioning

confidence: 99%

Exploring knowledge management maturity from funcionalist and interpretivist perspectives

Pérez

Durango-Yepes

2015

ENTRAMADO

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A b s t r A c tThe purpose of this article is to explore the Knowledge Management Maturity Model (KMMM) in big companies that are pioneers in the implementation of KM practices in Medellin, Colombia. The KMMM integrates the Funcionalist and Interpretivist perspectives on knowledge management and consists of four key areas: Organization and People, Processes, Technology, and Interpretation. Cluster analysis helped establishing the ranges of the five maturity levels: Initial, Awareness, Defined, Managed, and Optimized. The results showed that only two companies overcame the "Defined" level, and the best performance was achieved in the Technology key area. In conclusion, the companies have difficulties at going further the implementation of basic KM initiatives and achieving a higher level of maturity associated with the articulation of KM practices with business processes and a higher degree of appropriation and usage by individuals. This may occur because of the preponderance of the Functionalist approach in the business context and the low level of penetration and integration with the Interpretivist perspective of KM. KeywordsKnowledge management, maturity models, innovation management, Knowledge management maturity, knowledge management practices. JeL c L A s s i f i c At i o n M10, M15.Aproximación a la madurez de gestión del conocimiento desde las perspectivas funcionalista e interpretativa r e s u m e n El propósito del artículo es analizar la madurez de gestión del conocimiento (GC) de grandes empresas que han sido pioneras en la implementación de prácticas de GC en Medellín, Colombia. Para ello, se desarrolla un modelo de madurez que integra las perspectivas de GC: funcionalista e interpretativa; además, comprende cuatro áreas claves: Organización y Personas, Procesos, Tecnología, e Interpretación y una escala de madurez. En cuanto a lo metodológico, el análisis Clúster permitió establecer los rangos de los cinco niveles de madurez: Inicial, consciencia, definido, gestionado y optimizado. Los resultados muestran que sólo dos empresas superaron el nivel definido, y los mejores resultados se obtuvieron en el área clave Tecnología. En conclusión, las empresas tienen dificultades para ir más allá de la implementación de las prácticas básicas de GC, y lograr un mayor nivel de madurez asociado a la articulación de las prácticas de GC con los procesos de negocio, y a un mayor uso y apropiación por parte de los individuos. Lo anterior, puede derivarse de la preponderancia del enfoque funcionalista de GC y el bajo nivel de penetración e integración con la perspectiva interpretativa. PALAbrAs c L Av eGestión del conocimiento, modelos de madurez, gestión de innovación, madurez de gestión del conocimiento, prácticas de gestión del conocimiento. Abordagem da maturidade de gestão do conhecimento a partir das perspectivas funcionalista e interpretativa r e s u m oO objetivo desse artigo é analisar a maturidade da gestão do conhecimento (GC) de grandes empresas que têm sido pioneiras na implementação das práticas de GC e...

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“…H3 90 . Leaders have to take into account issues such as culture, structure, process, training and development.…”

Section: Knowledge Sharing Modelmentioning

confidence: 99%

Towards a Knowledge Sharing Model for Small Businesses

Xu¹,

Quaddus²,

Gao³

2014

ITMR

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Small businesses contribute significantly in economy. However, a significant number of small businesses fail in five to ten years. Can knowledge sharing in these businesses make a difference? Research has found that knowledge sharing enhances organisational competitiveness and growth in medium and large enterprises. However, there is a lack of empirical studies on knowledge sharing in the domain of small businesses. This research aims to close the gap by developing a model for understanding knowledge sharing in small businesses. The model will be primarily built on Lipshitz et al.'s naturalistic decision modelling approach, Rogers' innovation diffusion theory, and Ajzen & Fishbein's theory of reasoned action. The model presents various factors and variables affecting knowledge sharing in small businesses in detail, and thus has both theoretical and practical implications. For the model, hypotheses are proposed, which will be tested in future empirical studies.

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Toward a Model of Effective Knowledge Management and Directions for Future Research: Culture, Leadership, and CKOs

Cited by 196 publications

References 29 publications

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Exploring knowledge management maturity from funcionalist and interpretivist perspectives

Towards a Knowledge Sharing Model for Small Businesses

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