Showing papers in "Journal of Knowledge Management in 2005"
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
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
TL;DR: This work investigated the critical success factors for adopting knowledge management (KM) in small and medium‐sized enterprises (SMEs) – an area that has, to date, received very little attention in the literature.
Abstract: Purpose – To investigate the critical success factors (CSFs) for adopting knowledge management (KM) in small and medium‐sized enterprises (SMEs) – an area that has, to date, received very little attention in the literature.Design/methodology/approach – A survey instrument comprising 11 factors and 66 elements was developed. Through a postal survey, data were sought from SMEs in the UK. A parallel one was also administered to a group of academics, consultants and practitioners in the KM field in order to provide a more holistic view of the CSFs.Findings – The survey instrument was shown to be both reliable and valid. Pertinent statistical analyses were then performed. By integrating the results from both groups of respondents, a prioritised list of CSFs, in order of importance for implementing KM, was generated.Research limitations/implications – The number of responses received was rather small since KM is a new and emerging discipline, and not many SMEs have formally implemented it.Practical implications...
573 citations
TL;DR: A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology‐push models with proposed strategy‐pull models and explains how the “critical gaps” between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models.
Abstract: – To provide executives and scholars with pragmatic understanding about integrating knowledge management strategy and technologies in business processes for successful performance, – A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology‐push models with proposed strategy‐pull models The framework explains how the “critical gaps” between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models Illustrative case studies of real‐time enterprise (RTE) business model designs for both successful and unsuccessful companies are used to provide real world understanding of the proposed framework, – Suggests superiority of strategy‐pull models made feasible by new “plug‐and‐play” information and communication technologies over the traditional technology‐push models Critical importance of strategic execution in guiding the design of enterprise knowledge processes as well as selection and implementation of related technologies is explained, – Given the limited number of cases, the framework is based on real world evidence about companies most popularized for real time technologies by some technology analysts This limited sample helps understand the caveats in analysts' advice by highlighting the critical importance of strategic execution over selection of specific technologies However, the framework needs to be tested with multiple enterprises to determine the contingencies that may be relevant to its application, – The first comprehensive analysis relating knowledge management and its integration into enterprise business processes for achieving agility and adaptability often associated with the “real time enterprise” business models It constitutes critical knowledge for organizations that must depend on information and communication technologies for increasing strategic agility and adaptability
384 citations
TL;DR: The Delphi technique was employed, due to the non‐threatening nature of the process, and its usefulness in obtaining a reliable consensus of opinion from a group of experts, it was deemed suitable for this research.
Abstract: Purpose – The purpose of this research is to provide academics and practitioners with an insight to the barriers involved in knowledge transfer, arising from the levels of learning in the organization (i.e. individual, team, organizational, and inter‐organizational).Design/methodology/approach – An empirical research methodology, called the Delphi technique, was employed to investigate these barriers. Owing to the non‐threatening nature of the process, and its usefulness in obtaining a reliable consensus of opinion from a group of experts, it was deemed suitable for this research. The Delphi process was applied in two stages. In the first stage the major barriers in the transfer of knowledge in the levels of learning were obtained. Only the primary paths of transfer were considered, i.e. individual to team (and vice versa), team to the organization (and vice versa), and organization to inter‐organization. In the second stage Delphi process, the critical sources from which these barriers arise were derived...
296 citations
TL;DR: It is found that the fast‐growing companies with high KM‐maturity are applying KM‐related activities in a comprehensive way, which has implications for policy formulation in the field of SMEs.
Abstract: Purpose – The impact of knowledge management on the financial success of companies has not yet been properly researched. This paper aims to make a contribution by examining the relationship between sustainable sales growth and knowledge management activities in 108 Finnish small and medium‐sized enterprises (SMEs).Design/methodology/approach – Data were generated from a questionnaire survey of 108 SMEs from different fields and thematic interviews with ten companies.Findings – Higher levels of KM‐maturity were found to correlate positively with long‐term sustainable growth. Although Finnish SMEs display a surprisingly high awareness about KM, only a minor proportion of the sample firms has been able to benefit in terms of growth from their KM‐related activities. The results have implications for policy formulation in the field of SMEs, since half the Finnish SMEs in the sample do not grow. We found that the fast‐growing companies with high KM‐maturity are applying KM‐related activities in a comprehensive ...
249 citations
TL;DR: The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMSs.
Abstract: This article proposes a framework for assessing knowledge management system (KMS) success models. The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMSs. The framework is then applied to four KMS success models found in the literature and is determined to be a useful framework for assessing KMS success models.
238 citations
TL;DR: The circumstantial elements of the failure are examined, including the rationale and intended objectives of the KM project, the outcomes of the project and the reasons that led to project failure, which are synthesized into a model of KM project failure.
Abstract: Purpose – This paper attempts to understand the reasons for knowledge management (KM) project failure.Design/methodology/approach – Five well‐documented cases of KM project failure in the current literature are reviewed. For each case, the authors examine the circumstantial elements of the failure, including the rationale and intended objectives of the KM project, the outcomes of the project and the reasons that led to project failure.Findings – From the review, two observations are made. First, KM failure factors fall into four distinct categories, namely, technology, culture, content, and project management. Second, KM projects can be traced along a three‐stage lifecycle, comprising initiation, implementation, and integration.Research limitations/implications – The findings are discussed and finally synthesized into a model of KM project failure. The model serves as a starting‐point for future research in KM project implementation.Practical implications – Practitioners may use the model as a risk identi...
230 citations
TL;DR: Virtual communities of practice are suggested as a strategy for internationally‐operating corporations that cannot develop regular face‐to‐face contact between employees, but still need some degree of personification for efficient knowledge transfers.
Abstract: Purpose – Proposes that multinational companies (MNCs) establish virtual communities of practice, i.e. intranet‐based collaborative forums, and thereby benefit from a combination of codification and personification strategies in order to solve knowledge retrieval problems for the knowledge worker.Design/methodology/approach – Based on an overview of the problems related to retrieval (i.e. individual decoding and interpretation of knowledge), a literature review on individual memory, databases, social capital and virtual communities of practice reveals a knowledge retrieval means matrix, paying respect to retrieval processes.Findings – Virtual communities of practice are suggested as a strategy for internationally‐operating corporations that cannot develop regular face‐to‐face contact between employees, but still need some degree of personification for efficient knowledge transfers.Research limitations/implications – Being a conceptual paper, quantitative/qualitative integration will enrich the debate furt...
219 citations
TL;DR: The analytic hierarchy process is applied to develop these interval measures, and integrates the values within the social network analysis to produce a meaningful knowledge map.
Abstract: Purpose – To provide an interesting approach for determining interval measures, through the analytic hierarchy process, for integration with social network analysis for knowledge mapping in organizations.Design/methodology/approach – In order to develop improved organizational and business processes through knowledge management, a knowledge audit should be conducted to better understand the knowledge flows in the organization. An important technique to visualize these knowledge flows is the use of a knowledge map. Social network analysis can be applied to develop this knowledge map. Interval measures should be used in the social network analysis in order to determine the strength of the connections between individuals or departments in the organization. This paper applies the analytic hierarchy process to develop these interval measures, and integrates the values within the social network analysis to produce a meaningful knowledge map.Findings – The analytic hierarchy process, when coupled with social net...
217 citations
TL;DR: This article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization’s capacity to manage knowledge.
Abstract: Purpose – This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization’s capacity to manage knowledge. Design/methodology/approach – Reviews literature on resources-advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource-advantage theory of the firm, social capital, and knowledge management. Findings – Describes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge-management capabilities than organizations with low levels of social capital. Research limitations/implications – This article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge. Practical implications – Since resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social-capital development much more credible. Originality/value – Because there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management.
TL;DR: In this article, the authors provide a thorough analysis of the difference between business intelligence (BI) and knowledge management (KM) and establish a framework for relating one field to the other.
Abstract: Purpose – The purpose of the paper is to provide a thorough analysis of the difference between business intelligence (BI) and knowledge management (KM) and to establish a framework for relating one field to the other.Design/methodology/approach – A review of the literature from approximately 1986 through 2004 served as the basis for analysis and comparison of BI and KM. The theoretical scope of the paper is to distinguish between BI and KM to clarify the role of each in a business environment.Findings – BI focuses on explicit knowledge, but KM encompasses both tacit and explicit knowledge. Both concepts promote learning, decision making, and understanding. Yet, KM can influence the very nature of BI itself. Hence, this paper explains the nature of the integration between BI and KM and makes it clear that BI should be viewed as a subset of KM.Originality/value – This paper establishes a clear distinction between two important fields of study, BI and KM, establishing an expanded role for BI. That is, the ro...
TL;DR: The results of this study clearly support the basis for a relationship between transformational leadership, organizational position, and knowledge management.
Abstract: Purpose – The purpose of this research report is to empirically explore the relationship between transformational leadership, organizational position, and knowledge management.Design/methodology/approach – Adult subjects (n=1,046) were asked to complete a survey battery consisting of questions about their leadership abilities, organizational position, and knowledge management behaviors.Findings – Knowledge management behaviors were significantly predicted by transformational leadership accounting for 19.5 percent of the variance. Organizational position was a significant predictor of knowledge management and, with transformational leadership, accounted for 21.1 percent of the variance of knowledge management.Research limitations/implications – Future research needs to more clearly focus on the specific aspects of transformational leadership, position, and knowledge management in a variety of contexts, but the results of this study clearly support the basis for a relationship between these variables. Furth...
TL;DR: Although knowledge work has attracted scholarly minds for several decades and the number of publications in this area has rapidly increased in recent years, certain themes have become increasingly common to both the empirical and the theoretical literature.
Abstract: Purpose – To identify and critically assess the most recurrent themes in the ongoing debate on knowledge work.Design/methodology/approach – A representative selection of studies published since 1962 is reviewed. The review focuses on the theoretical strengths and limitations of the concept of knowledge work.Findings – The review indicates that definitions of knowledge work abound. Although knowledge work has attracted scholarly minds for several decades and the number of publications in this area has rapidly increased in recent years, it has proved hard to come by a clear and concise definition of this term. However, certain themes, such as a high level of education and skills and the use of information technology as an integral part of the informational labour process, have become increasingly common to both the empirical and the theoretical literature.Originality/value – The paper helps pave the way for more detailed research by providing an ideal‐typical profile of informational labour.
TL;DR: This paper aims to explore the world of KM in a different way; to review the current status quo and analyze the main agreements and disagreements among researchers and practitioners in order to highlight the key issues which need to be further researched.
Abstract: Purpose – During the last 15 years, knowledge management (KM) has changed from one generation to the next through constant improvements and new perspectives. A myriad researchers have presented methodologies, frameworks, technologies and have discussed various KM theoretical and practical issues. However, KM still needs extensive development – it is in its infancy. This paper aims to explore the world of KM in a different way; to review the current status quo and analyze the main agreements and disagreements among researchers and practitioners in order to highlight the key issues which need to be further researched.Design/methodology/approach – The authors attempt to review and analyze in a coherent way the main agreements and disagreements among researchers and practitioners – in the field of KM – based on a wide range of published works, including papers, books, reports and web sites.Findings – Based on the key agreements among researchers and practitioners and having in mind the remaining disagreements...
TL;DR: A simultaneously conceptual and practical framework that links human resource management (HRM) and KM is advanced, and systematic patterns are found regarding the impact of critical KM characteristics and KM‐related HR practices on KM effectiveness.
Abstract: Purpose – Within the search of the key factors that explain knowledge management (KM) effectiveness, this paper aims to advance a simultaneously conceptual and practical framework that links human resource management (HRM) and KMDesign/methodology/approach – A literature‐based preliminary framework assumes that a number of critical KM characteristics and KM‐related human resource (HR) practices impact on KM effectiveness Qualitative methods are used for data collection and analysis Three knowledge‐intensive Spanish business units of multinational companies are the target case‐study settingsFindings – Systematic patterns are found regarding the impact of critical KM characteristics and KM‐related HR practices on KM effectiveness An induced framework, encompassing a number of specific variables and propositions, is developedResearch limitations/implications – The lack of a longitudinal study demands caution in the results interpretation Also, similar studies in cultural contexts other than Spain coul
TL;DR: The findings reinforce the notion that the successful transfer of best practices is highly dependent on the willingness of employees to share and that achieving knowledge transfer objectives is easier said than done.
Abstract: Purpose – This research study, which is based on social information‐processing theory, proposes examining factors that affect intra‐organizational efforts at promoting the successful transfer of best practices.Design/methodology/approach – Using data collected from multiple respondents in a Fortune 500 company whose primary line of business is electricity generation, the author examines three impediments to knowledge transfer: trust, provider reputation, and recipient reputation.Findings – The findings indicate that these factors provide a signaling effect to employees and play a critical role in the transfer of best practices. These findings reinforce the notion that the successful transfer of best practices is highly dependent on the willingness of employees to share. More important, achieving knowledge transfer objectives is easier said than done. Trust and reputation develop over time, are closely guarded by its representatives, and must be nurtured and protected.Research limitations/implications – On...
TL;DR: Knowing management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior, if the necessary adjustment to the cultural context can be made.
Abstract: Purpose – Since previous research has mainly focused on “how multinational companies generally practise knowledge management”, this paper seeks to suggest that very little is known of the particularities of knowledge‐sharing and knowledge management practice in the context of a specific country and culture.Design/methodology/approach – It uses an in‐depth case‐research approach focusing specifically on Siemens ShareNet in China. A total of 35 interviews have been conducted with executives, general managers, and line managers within different units at the headquarters as well as in China.Findings – Knowledge management needs to take the cultural dimension into consideration, as culture decisively influences knowledge‐sharing behavior. Potential for knowledge sharing in the emerging market of China is higher than one may expect, if the necessary adjustment to the cultural context can be made.Research limitations/implications – This research paper investigates a single case focusing on Siemens ShareNet in Ch...
TL;DR: The main theoretical thesis is that a firm's creativity is achieved only if some of the well‐established mediating structures that influence creativity are intentionally broken or renewed.
Abstract: Purpose – The aim of this paper is twofold: to propose a new theoretical framework to interpret organizational creativity as a process of situated and distributed cognition in a sense‐making perspective; and to identify the system of tools which influences this process.Design/methodology/approach – The analysis developed in the paper is theoretical, as it is rooted in a rich literature review concerning organizational creativity and in the proposal to enrich these studies by applying a cognitive and a sense‐making perspective.Findings – The paper provides a novel framework as well as new levels of analysis.Originality/value – Compared with previous contributions, the main theoretical thesis is that a firm's creativity is achieved only if some of the well‐established mediating structures that influence creativity are intentionally broken or renewed. This proposal can provide insights for researchers and managers as well.
TL;DR: The emergence of knowledge management (KM) is described as the next likely source of competitive advantage and why innovation management (IM) should not be viewed as mutually independent from KM, but should involve concepts on how to harness KM practices for executing IM processes.
Abstract: Purpose – The purpose of this article is to examine, develop and establish understanding of the management of knowledge innovation (KI).Design/methodology/approach – This article first describes the emergence of knowledge management (KM) as the next likely source of competitive advantage. It then explains why innovation management (IM) should not be viewed as mutually independent from KM, but instead should involve concepts on how to harness KM practices for executing IM processes. Next, it elaborates the definition of KI and describes the economic transition from “information revolution” to “knowledge revolution” – wherein various forms of knowledge‐based assets may be absorbed, assimilated, shared and utilised for innovation. It then turns to the role of knowledge creation and the value of knowledge capital in support of the significance of knowledge to innovation. Siemens, a highly successful company that strongly integrates KM and IM, is highlighted as an exemplar for discussion.Findings – The article...
TL;DR: The results from this study indicate that the theory of planned behavior is an adequate model for investigating behavioral intentions of knowledge sharing and reuse in the context of information technology service operations.
Abstract: Purpose – Aims to provide an understanding on IS/IT professionals' intentions to share and reuse knowledge in the context of information technology service operations.Design/methodology/approach – The theory of planned behavior (TPB) is applied for examining IS/IT professionals' intention to share and reuse knowledge. The data were collected from working IS/IT professionals using an online survey, and partial least squares was used for analyzing the data.Findings – The results from this study indicate that the theory of planned behavior is an adequate model for investigating behavioral intentions of knowledge sharing and reuse in the context of information technology service operations. All direct determinants of intention to share knowledge, except subjective norm regarding information technology service operations knowledge sharing, and intention to reuse knowledge were significant.Research limitations/implications – This paper is one of the first to attempt to study both knowledge sharing and knowledge...
TL;DR: The role of technology in knowledge management in organizations, both actual and desired, is considered, with a clear emphasis on the use of general information technology tools to support knowledge management activities.
Abstract: Purpose - To consider the role of technology in knowledge management in organizations, both actual and desired. Design/methodology/approach - Facilitated, computer-supported group workshops were conducted with 78 people from ten different organizations. The objective of each workshop was to review the current state of knowledge management in that organization and develop an action plan for the future. Findings - Only three organizations had adopted a strongly technology-based "solution" to knowledge management problems, and these followed three substantially different routes. There was a clear emphasis on the use of general information technology tools to support knowledge management activities, rather than the use of tools specific to knowledge management. Research limitations/implications - Further research is needed to help organizations make best use of generally available software such as intranets and e-mail for knowledge management. Many issues, especially human, relate to the implementation of any technology. Participation was restricted to organizations that wished to produce an action plan for knowledge management. The findings may therefore represent only "average" organizations, not the very best practice. Practical implications - Each organization must resolve four tensions: Between the quantity and quality of information/knowledge, between centralized and decentralized organization, between head office and organizational knowledge, and between "push" and "pull" processes. Originality/value - Although it is the group rather than an individual that determines what counts as knowledge, hardly any previous studies of knowledge management have collected data in a group context.
TL;DR: An integrative model of IOS collaboration is introduced and knowledge sharing, participative decision making, and conflict governance identified as three behavioral process elements underlying effective interorganizational collaboration.
Abstract: Purpose – To develop a process model of interorganizational systems (IOS) collaboration and systematic framework for understanding and classifying IOS technologies for interorganizational collaboration.Design/methodology/approach – This paper synthesizes relevant concepts and findings in the IOS, economics, and management literature. It also presents empirical examples to illustrate key issues, practices, and solutions involved in IOS collaboration.Findings – An integrative model of IOS collaboration is introduced and knowledge sharing, participative decision making, and conflict governance identified as three behavioral process elements underlying effective interorganizational collaboration. Extending Kumar and van Dissel's IOS framework to directly recognize these elements, a more complete collaboration‐oriented framework for characterizing key elements of interorganizational collaboration and classifying IOS technologies is developed.Research limitations/implications – This paper brings together divers...
TL;DR: The ontology engineering methodology DILIGENT is presented, a methodology focussing on the evolution of ontologies instead of the initial design, thus recognizing that knowledge is a tangible and moving target.
Abstract: Purpose – Aims to present the ontology engineering methodology DILIGENT, a methodology focussing on the evolution of ontologies instead of the initial design, thus recognizing that knowledge is a tangible and moving target. Design/methodology/approach – First describes the methodology as a whole, then detailing one of the five main steps of DILIGENT. The second part describes case studies, either already performed or planned, and what we learned (or expect to learn) from them. Findings – With the case studies it was discovered the strengths and weaknesses of DILIGENT. During the evolution of ontologies, arguments need to be exchanged about the suggested changes. Identifies those kind of arguments which work best for the discussion of ontology changes. Research implications – DILIGENT recognizes ontology engineering methodologies like OnToKnowledge or Methontology as proven useful for the initial design, but expands them with its strong focus on the user-centric further development of the ontology and the provided integration of automatic agents in the process of ontology evolution. Practical implications – With DILIGENT the experience distilled from a number of case studies and this offers the knowledge manager a methodology to work in an ever-changing environment. Originality/value – DILIGENT is the first methodology to put focus not on the initial development of the ontology, but on the user and his usage of the ontology, and on the changes introduced by the user. We take the user’s own view seriously and enable feedback towards the evolution of the ontology, stressing the ontology’s role as a shared conceptualisation.
TL;DR: The article demonstrates how these key aspects of virtual working map on to Wenger's participation-reification duality and, in turn, on to the soft-hard duality described by Hildreth and Kimble.
Abstract: Purpose – This main aim of this article is to explore the relationship between knowledge management (KM) and communities of practice (CoPs) in general and virtual CoPs in particular. A subsidiary aim is to provide some practical guidelines about how virtual CoPs can be facilitated and maintained.Design/methodology/approach – The relationship between KM and CoPs is explored using theoretical constructs, the notion of a duality, and data from a case study. The article reports on a case study of a “virtual” CoP and highlights two key aspects of virtual working. The article demonstrates how these key aspects map on to Wenger's participation‐reification duality and, in turn, on to the soft‐hard duality described by Hildreth and Kimble.Findings – The case study of a “virtual” CoP was based in three geographically separate locations (the UK, the USA, and Japan). The case study reports on the activities of the UK part of the CoP both at their UK base and during one of their regular trips to the USA. It highlights...
TL;DR: The main conclusion of the paper is that the concept of tacit knowledge as it appears in the literature is vague and ambiguous, which creates confusion that makes developing and implementing KM strategies more difficult.
Abstract: Purpose – The purpose of this paper is to develop and clarify a central concept of knowledge management, tacit knowledge.Design/methodology/approach – The paper investigates the philosophical roots of the concept of tacit knowledge and compares its core elements with current uses of the concept in contemporary knowledge management research. Different interpretations of the concept are identified, analyzed and clarified. A more explanatory and useful interpretation is developed and applied to current issues in knowledge management. A new KM implementation model is described based on a fuller understanding of the tacit/explicit distinction.Findings – The main conclusion of the paper is that the concept of tacit knowledge as it appears in the literature is vague and ambiguous. This vagueness creates confusion that, in turn, makes developing and implementing KM strategies more difficult. However, by understanding the philosophic roots of the concept of tacit knowledge it becomes possible to develop a clearer ...
TL;DR: The advanced phenomenology of Merleau‐Ponty is used as a framework for clarifying the relational status of tacit, implicit and narrative knowing and their embedment and contributes to a processual, non‐reductionist and relational understanding of knowing.
Abstract: Purpose – Seeks to argue for a phenomenology of embodied implicit and narrative knowing in organizations and show the significance of experiential dimensions of implicit and narrative knowing and their mutual interrelations in organizations.Design/methodology/approach – For this the advanced phenomenology of Merleau‐Ponty will be used as a framework for clarifying the relational status of tacit, implicit and narrative knowing and their embedment.Findings – Implicit and narrative processes of knowing are inherently linked. Moreover, both forms of knowing in organizations and its implications can be integrated in a Con‐+‐Text.Practical implications – Some limitations and practical implications will be discussed critically. In conclusion some perspectives of further phenomenological research on embodied implicit and narrative knowing in organizations are presented.Originality/value – This approach contributes to a processual, non‐reductionist and relational understanding of knowing and offers critical and pr...
TL;DR: This paper provides a unique view of knowledge management success by maintaining a totally agnostic approach and focusing on principles that will provide success regardless of technology or budget.
Abstract: Purpose – To provide a broad understanding of knowledge management and how to successfully implement knowledge management.Design/methodology/approach – Using a wide range of technical, business and knowledge management‐specific sources to explain the value and importance of knowledge management and the relative simplicity of the concept, the paper is divided into sections providing a definition of KM, how KM relates to technology, an overview of double‐loop learning, six steps to successful KM (plus one), and successful KM examples.Findings – Provides a thorough overview of KM and its building‐blocks, as well as providing examples that incorporate various degrees of technology.Originality/value – This paper provides a unique view of knowledge management success by maintaining a totally agnostic approach and focusing on principles that will provide success regardless of technology or budget.
TL;DR: The author applied his own personal experience and practice knowledge in the field to summarize the three major trends in the use of KM technologies for the workplace and individual knowledge workers in the last five years.
Abstract: Purpose – To provide a summary of the major trends in the evolution of knowledge management (KM) technologies in the last five years.Design/methodology/approach – Drawing from a range of literature published in the academic and industry arenas including the articles accepted in the special issue, the author also applied his own personal experience and practice knowledge in the field to summarize the three major trends in the use of KM technologies for the workplace and individual knowledge workers.Findings – First, KM is becoming more and more process‐centric and relevant technologies are gradually being aligned to support process‐based KM activities. Second, there is the emergence of personal networks and applications. Third, knowledge sharing and capturing are becoming more instantaneous (i.e. on‐demand and just‐in‐time).Practical implications – KM is becoming more and more just‐in‐time. Large‐scale KM programmes still prevail but, in future, the technical infrastructure and information content of these...
TL;DR: This study draws on Nonaka and Takeuchi's framework to explore how focusing on tacit‐to‐tacit knowledge‐sharing strategies influence early literacy‐based knowledge sharing within and across schools.
Abstract: Purpose – Drawn from a recent research study of the Toronto District School Board, this paper aims to examine how the District employs knowledge management to initiate and improve early literacy instruction and achievement.Design/methodology/approach – This study draws on Nonaka and Takeuchi's framework to explore how focusing on tacit‐to‐tacit knowledge‐sharing strategies influence early literacy‐based knowledge sharing within and across schools. Data collection involved the collection and analysis of documents used and designed by Early Years Listeracy Project (EYLP) staff members. The second phase engaged a cross‐section of 34 EYLP teachers, administrators and senior TDSB superintendents and EYLP management team members in individual semi‐structured interviews. Participants commented on their experience vis‐a‐vis the various knowledge management strategies used to support its implementation. Data from the interviews was codified, analyzed and summarized and summaries were shared with participants for c...