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JournalISSN: 1367-3270

Journal of Knowledge Management 

Emerald Publishing Limited
About: Journal of Knowledge Management is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Knowledge sharing & Personal knowledge management. It has an ISSN identifier of 1367-3270. Over the lifetime, 2201 publications have been published receiving 139625 citations. The journal is also known as: Knowledge management.


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Journal ArticleDOI
TL;DR: A qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily.
Abstract: This paper reports the results of a qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation. The study indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily. However, even when individuals give the highest priority to the interests of the organization and of their community, they tend to shy away from contributing knowledge for a variety of reasons. Specifically, employees hesitate to contribute out of fear of criticism, or of misleading the community members (not being sure that their contributions are important, or completely accurate, or relevant to a specific discussion). To remove the identified barriers, there is a need for developing various types of trust, ranging from the knowledge‐based to the institution‐based trust. Future research directions and implications for KM practitioners are formulated.

1,628 citations

Journal ArticleDOI
TL;DR: A detailed review of current KM and related literatures on a large number of possible knowledge-sharing barriers, bringing together a large range of knowledgesharing barriers in an attempt to indicate the complexity of knowledge sharing as a value-creating organisational activity.
Abstract: Purpose – Knowledge sharing is the corner-stone of many organisations’ knowledge-management (KM) strategy. Despite the growing significance of knowledge sharing’s practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge-sharing barriers with the purpose of offering a more comprehensive and structured starting-point for senior managers when auditing their organisation’s current knowledge base and knowledge-sharing requirements. Design/methodology/approach – This article reviews and discusses over three dozen potential knowledge-sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers. Findings – The extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle-necks and improving on the overall effectiveness of knowledge-sharing activities. Practical implications – Managers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not-for-profit organisations. As such, the implementation of knowledge-sharing goals and strategies into an organisation’s strategic planning and thinking will vary greatly. Originality/value – The main discussion of this paper brings together a large range of knowledgesharing barriers in an attempt to indicate the complexity of knowledge sharing as a value-creating organisational activity.

1,394 citations

Journal ArticleDOI
TL;DR: Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better.
Abstract: Purpose – To provide important empirical evidence to support the role of knowledge management within firms.Design/methodology/approach – Data were collected using a mail survey sent to CEOs representing firms with 50 or more employees from a cross‐section of industries. A total of 1,743 surveys were mailed out and 443 were returned and usable (27.8 percent response rate). The sample was checked for response and non‐response bias. Hypotheses were tested using structural equation modelling.Findings – This paper presents knowledge management as a coordinating mechanism. Empirical evidence supports the view that a firm with a knowledge management capability will use resources more efficiently and so will be more innovative and perform better.Research limitations/implications – The sample slightly over‐represented larger firms. Data were also collected in New Zealand. As with most studies, it is important to replicate this study in different contexts.Practical implications – Knowledge management is embraced in...

1,265 citations

Journal ArticleDOI
TL;DR: Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities, and that creating a nurturing and "learning‐by‐doing" kind of environment can sustain its competitive advantages.
Abstract: Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and “learning‐by‐doing” kind of environment, an organization can sustain its competitive advantages.

1,240 citations

Journal ArticleDOI
TL;DR: A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives, but adapted their approach to knowledge management to fit their culture.
Abstract: Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.

1,237 citations

Performance
Metrics
No. of papers from the Journal in previous years
YearPapers
202378
2022143
2021211
2020142
2019130
2018105