Uncovering Knowledge Management Practices In Organizations

Naicker, Visvanathan

doi:10.19030/jabr.v29i6.8221

Cited by 3 publications

(1 citation statement)

References 25 publications

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“…Management and leadership are critical to strengthen the diffusion of KM practices, specifically for knowledge sharing (Pan and Scarbrough, 1999), because they are strongly affected by the business strategy employed in the organisation (Hamzah and Ismail, 2009). Strategies favouring knowledge diffusion, teamwork and interpersonal interactions may facilitate their spreading (Naicker, 2013) and facilitate employee propensity towards KM (Atapattu and Jayakody, 2014). Yet, motivating people to contribute to KMS-enabled knowledge through an appropriate reward system only is not sufficient, and it is advisable to establish additional mechanisms, like a quality-evaluating system, extended IT support and organisational policies (Zhang et al , 2010).…”

Section: Content Analysismentioning

confidence: 99%

Back to the future of Knowledge Management Systems off the beaten paths

Cerchione

Centobelli

Zerbino

et al. 2020

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PurposeThe evolution of Knowledge-Management (KM)-related literature has highlighted that Knowledge Management Systems (KMSs) have undergone massive changes in collaborative environments. Information-Systems-enabled KM seems to be the necessary response to the recent challenges posed by globalisation and technology dynamics to both large companies (LCs) and small and medium enterprises (SMEs).Design/methodology/approachThis paper provides a systematic review about KMSs to offer an analytical overview of their role in supporting innovative forms of knowledge translation occurring in collaborative relationships. A sample of 129 papers was selected and analysed according to three perspectives: unit of analysis (LCs, SMEs), phases of the KM process (adoption, translation) and topic area (KM Practices, KM Tools, KMSs).FindingsThe findings highlight five literature gaps: (1) the role of KM practices supporting knowledge translation; (2) the impact of the alignment among KM practices, firm's complexity, dimension and culture on KM process; (3) the effect of KM tools on knowledge translation; (4) the variety of KMSs exploited in both LCs and SMEs; and (5) the alignment between organisational structure and information systems in KM context. Accordingly, 13 research questions were formulated.Originality/valueThe proposed research questions define a formal research agenda that could steer further research efforts about the KMS topic for improving the body of knowledge in the KM field. Scientific literature is currently lacking a contribution assessing the role of KMSs in supporting innovative forms of knowledge translation that occur in collaborative relationships.

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