Where does knowledge management add value?

Chong, Chee Wen; Holden, Tony; Wilhelmij, Paul; Schmidt, Ruth Ä.

doi:10.1108/14691930010359261

Cited by 73 publications

(37 citation statements)

References 9 publications

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“…These results contrast with those found by Wen Chong et al (2000) in multinational enterprises in Europe, with those found by Andreu et al (2004) and Jiménez and Sanz (2013) in Spanish enterprises. However, the results confirm the diversity of outcomes (some favourable, others not so much) that are obtained when trying to evaluate KM impacts on business performance.…”

Section: Discussioncontrasting

confidence: 56%

Sources, availability and uses of knowledge in enterprises in Bogotá, Colombia

Bernal-Torres

Thoene

Giraldo

2016

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Purpose: The present article analyses the main sources, availability and uses of knowledge relating to enterprise performance according to the type of economic activity in Bogotá, Colombia.Design/methodology: This descriptive study used a survey of 919 executives and nonexecutives of 59 enterprises from different economic sectors. Information was gathered via a questionnaire consisting of closed multiple-choice questions. Research limitations/implications:This is a descriptive study and it is not pertinent to make generalisations drawing on the previously described results about the entire group of enterprises in Bogotá, which spurs the development of new studies allowing an in-depth identification of the true role of knowledge management activities in enterprise performance.

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Section: Discussioncontrasting

confidence: 56%

Sources, availability and uses of knowledge in enterprises in Bogotá, Colombia

Bernal-Torres

Thoene

Giraldo

2016

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“…In the service sector, the more familiar context of KM studies is in knowledge-based and information technology-based industries such as finance, management consultancy and marketing (Chase, 1997;Chong et al, 2000;Martin, 2000). One exception is Engstrom et al (2003), whose research in 13 Radisson SAS chain hotels explored the relationship between evaluation of intellectual capital and organizational effectiveness.…”

Section: Introductionmentioning

confidence: 98%

Antecedents and consequences of knowledge sharing in international tourist hotels

Yang

2010

International Journal of Hospitality Management

113

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“…It was recommended that for an organisation to obtain benefits from the implementation of knowledge management, the organisation should consider the following components of KM implementation (Chong et al, 2000):…”

Section: Problems Faced In Implementing Kmmentioning

confidence: 99%

Knowledge Management Implementation in a Government Research Institute in Selangor, Malaysia

Taib¹,

Hashim²,

Noordin³

et al. 2013

CIBIMA

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Knowledge is recognised as an important asset in any organisations these days. Unfortunately, many organisations are not doing enough to effectively manage this important asset in creating and maintaining their competitive advantage. The objective of this study was to investigate the implementation of knowledge management in a government research institute in Selangor, Malaysia. This explorative study employs both quantitative and qualitative approaches to achieve the research objectives. A set of questionnaires was developed using online survey software. This set was sent to 96 respondents from five divisions based on a simple random sampling method. The questionnaires comprised items that were used to investigate the understanding and awareness of KM in the chosen organisation. The data were analysed using the Lime Survey statistic, Chi Squared tests and Reliability analysis. For the qualitative component, the interview method was used. This method was conducted to determine the KM process implementation in the organisation and focuses on the Knowledge Management Section (KMS). The interview data were analysed using ATLAS.ti software. The results showed that three main factors affected knowledge management implementation in the company; namely, organisation, people and technology. We suggest that a need exists within any organisation to strengthen the implementation process to successfully obtain the benefits of knowledge management in creating and sustaining competitive advantage.

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Where does knowledge management add value?

Cited by 73 publications

References 9 publications

Sources, availability and uses of knowledge in enterprises in Bogotá, Colombia

Sources, availability and uses of knowledge in enterprises in Bogotá, Colombia

Antecedents and consequences of knowledge sharing in international tourist hotels

Knowledge Management Implementation in a Government Research Institute in Selangor, Malaysia

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