Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

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Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

Knowledge Management: An Organizational Capabilities Perspective

Total Quality Management (TQM) has become, according to one source, ‘as pervasive a part of business thinking as quarterly financial results,’ and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences. The findings suggest that most features generally associated with TQM—such as quality training, process improvement, and benchmarking—do not generally produce advantage, but that certain tacit, behavioral, imperfectly imitable features—such as open culture, employee empowerment, and executive commitment—can produce advantage. The author concludes that these tacit resources, and not TQM tools and techniques, drive TQM success, and that organizations that acquire them can outperform competitors with or without the accompanying TQM ideology.

Total quality management as competitive advantage: A review and empirical study

Organizations are attempting to leverage their knowledge resources by employing knowledge management (KM) systems, a key form of which are electronic knowledge repositories (EKRs). A large number of KM initiatives fail due to the reluctance of employees to share knowledge through these systems. Motivated by such concerns, this study formulates and tests a theoretical model to explain EKR usage by knowledge contributors. The model employs social exchange theory to identify cost and benefit factors affecting EKR usage, and social capital theory to account for the moderating influence of contextual factors. The model is validated through a large-scale survey of public sector organizations. The results reveal that knowledge self-efficacy and enjoyment in helping others significantly impact EKR usage by knowledge contributors. Contextual factors (generalized trust, pro-sharing norms, and identification) moderate the impact of codification effort, reciprocity, and organizational reward on EKR usage, respectively. It can be seen that extrinsic benefits (reciprocity and organizational reward) impact EKR usage contingent on particular contextual factors whereas the effects of intrinsic benefits (knowledge self-efficacy and enjoyment in helping others) on EKR usage are not moderated by contextual factors. The loss of knowledge power and image do not appear to impact EKR usage by knowledge contributors. Besides contributing to theory building in KM, the results of this study inform KM practice.

Contributing knowledge to electronic knowledge repositories: an empirical investigation

Knowledge is recognized as an important weapon for sustaining competitive advantage and many companies are beginning to manage organizational knowledge Researchers have investigated knowledge management factors such as enablers, processes, and performance However, most current empirical research has explored the relationships between these factors in isolation To fill this gap, this paper develops a research model that interconnects knowledge management factors The model includes seven enablers: collaboration, trust, learning, centralization, formalization, T-shaped skills, and information technology support The emphasis is on knowledge creation processes such as socialization, externalization, combination, and internalization To establish credibility between knowledge creation and performance, organizational creativity is incorporated into the model Surveys collected from 58 firms were analyzed to test the model The results confirmed the impact of trust on knowledge creation The information technology support had a positive impact on knowledge combination only Organizational creativity was found to be critical for improving performance; neglecting ideas can undermine a business The results may be used as a stepping stone for further empirical research and can help formulate robust strategies that involve trade-offs between knowledge management enablers

Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination

One of the most effective avenues toward improvement is the process of internal benchmarking—identifying, sharing, and using the knowledge and "best practices" inside one's organization. But the process can be tricky and time consuming because of obstacles such as ignorance about resources or others' needs, a culture that values personal expertise more than knowledge sharing, and a lack of resources for implementation of best practices. This article explores how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned.

If Only We Knew What We Know: Identification and Transfer of Internal Best Practices

From the Publisher:
Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations. Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another.

If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice

If only we knew what we know

Does managing and transferring knowledge really work? Absolutely. Dramatic results for a growing number of companies—large and small, private and public—have encouraged other organizations to follow suit.

Knowledge transfer: Discover your value proposition

Many firms are devoting considerable effort to identifying, sharing, and using the knowledge and practices within their own organizations. However, the process of identifying and transferring practices is trickier and more time-consuming than most people imagine. This chapter examines why organizations are interested in transferring best practices, obstacles to doing so, and approaches to doing so. It discusses the creation of a climate supportive of transfer and offers seven lessons for firms about to embark on best practice transfer.

Carla O'Dell

Papers

If Only We Knew What We Know: Identification and Transfer of Internal Best Practices

If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice

If only we knew what we know

Knowledge transfer: Discover your value proposition

Identifying and Transferring Internal Best Practices