How to promote informal learning in the workplace? The need for incremental design methods

Informal Learning in the Workplace (ILW) is ensured by the everyday work activities in which workers are engaged. It accounts for over 75 per cent of learning in the workplace. Enterprise Social Media (ESM) are increasingly used as informal learning environments. According to the results of an implementation we have conducted in real context, we show that ESM are appropriate to promote ILW. Nevertheless, social aspects must be reconsidered to address users' needs regarding content and access, quality information indicators, moderation and control

Knowledge Management Practice at a Bulgarian Bank: A Case Study

This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice

Knowledge Measurement Barriers: Results from a Case Study

The discussion about barriers is primarily involved with knowledge sharing issues and the implementation of knowledge management in general. The successful application of measurement strategies requires an understanding on how knowledge measurement processes are perceived by the participants. Measuring the skills and capabilities of knowledge workers is increasingly recognized as a source of competitive advantages and has to be embedded in the organizational culture. The objective of this paper is to increase the understanding of barriers associated with knowledge measurement processes. An exploratory study with 100 interviews at an European Enterprise Resource Planning (ERP) vendor was conducted to establish a knowledge measurement system and identify associated measurement barriers. The analysis of the results identified 21 measurement barriers in three categories: (1) individual, (2) organizational, (3) measurement process. It is concluded that these barriers need to be minimized to improve measurement acceptance and to support a knowledge measurement culture in organizations

Kepribadian Agreeableness Sebagai Moderasi Efikasi Diri Pengetahuan Terhadap Manajemen Pengetahuan

Knowledge management has an important role in economic growth, therefore every organization needs to focus on knowledge for the development of its business. This study examines the influence of knowledge Self Efficacy on Knowledge Management, with Agreeableness personality as a moderating variable. Probability Sampling Simple Random Sampling is a technique used in this study. There were 98 employees at manufacture companies in Surabaya as respondents in this study. Data analysis using PLS-SEM approach. The results of the research test showed that Knowledge Self Efficacy has an effect on Agreeableness personality and Knowledge Management. However, Agreeableness personality is able to moderate Knowledge Self Efficacy towards Knowledge Management. This research also has important practical implications for companies regarding the importance of implementing knowledge self efficacy and personality of Agreeableness personality  due to their proven ability to Improve knowledge management and result in increased Organizational Performance.Cara Mengutip:Laily, N., Prijati., & Ahmad, K. (2021). Kepribadian Agreebleness Sebagai Moderasi Efikasi Diri Pengetahuan Terhadap Manajemen Pengetahuan. Esensi: Jurnal Bisnis dan Manajemen, 11(1), xx-xx. https://doi.org/10.15408/ess.v11i1.20341

Does Size Matter in Knowledge Management: A Comparison between Large Organizations and SMEs

This research intends to identify the differences and similarities of knowledge management in Large organizations and Small and Medium size enterprises (SMEs). Primary data were collected by interviewing five large businesses and ten SMEs. Besides the academic contribution to the field of knowledge management, this research will be able to provide applicable and practicable suggestions on the knowledge management practices to businesses in Australia

Identifying the Components of a Knowledge Management Strategy

What should a good knowledge management strategy incorporate? This paper uses a study that compares a proposed set of knowledge management strategy components to the outcomes of knowledge management projects/initiatives. As expected it was found that highly successful knowledge management projects/initiatives are more likely to have the proposed set of knowledge management strategy components than less successful to unsuccessful knowledge management projects/initiatives. The conclusion of the paper is that the proposed set of knowledge management strategy components is an appropriate list that knowledge management practitioners and researchers can use to construct an organization’s knowledge management strategy

Developing a Knowledge Management Model for Self-reliant Communities

This study aimed to develop a knowledge management (KM) model for self-reliant communities. The areas and focus groups were Ban Nam Kliang and Ban Lao Rat Phatthana, Amphoe Wapi Pathum, Changwat Maha Sarakham with 8 groups and 40 persons. Mixed research methodologies were used. Results: 1) the developed community organization KM model consisted of these stages: community preparation; building motivations, awareness, participation promotion, and building visions; making plans/developing team potentials; implementing/plans in practice and work development; and summary evaluation. 2) Every organization group generated community knowledge managers. There were KM operations comprising: building, classifying, storing, implementing, sharing, and evaluating knowledge. 3) The focus groups showed their satisfaction with work operation as a whole at a high level. And 4) The factors of KM success of the community organizations included: enthusiasm about learning, leadership of the researcher and participants, participatory work climate, action learning, and work mechanisms (community organization KM centers)

The Influence of Knowledge Management on Organizational Performance in Service Organizations in Jordan

The purpose of this paper is to examine the influence of knowledge management on organizational performance among 260 service organizations in Jordan. In the present study, Data were collected from 422 service organizations in Jordan. The present study employs a questionnaire survey approach to collect data for testing the research hypothesis. The response rate was 74 percent. Relevant statistical analytical techniques, including factor analysis, reliability, and regression for analysis were used. The results indicate that all three dimensions of knowledge management (technical knowledge, cultural knowledge, and human knowledge) have positive and significant influence on organizational performance. Keywords: Knowledge management; Organizational performance; Service organizations; Jorda

The role of Leadership: the challenge of Knowledge Management and Learning in Knowledge-Intensive Organizations

El conocimiento y aprendizaje son importantes impulsores para el éxito empresarial y la competitividad,en especial en las organizaciones intensivas en conocimiento (KIO’s) cuyo negocio principal es crear y vender conocimiento (por ejemplo, organizaciones educativas, centros de I+D, empresas consultoras, entre otras). Investigaciones previas indican que unos de los factores críticos de éxito (CSF) de las prácticas de Gestión del Conocimiento (KM) es el liderazgo, pero poco de ellos lo analizan de manera cuantitativa. Este artículo tiene como objetivo exploar y explicar la realación entre el liderazgo y el éxito de la KM. Los resultados muestran una relación positiva entre la dimensión estratégica del liderazgo y el éxito de las prácticas de KM. Este modelo está testado utilizando modelos de ecuaciones estructurales (SEM). Con este estudio se contribuye al reconocimiento de la importancia del liderazgo para mejorar la creación y diseminación del conocimiento en las KIO’s. En este sentido, los resultados ayudarán a los directivos y profesores para incrementar la efectividad del aprendizaje

Towards a Framework for Measuring Knowledge Management Service Productivity

Knowledge management (KM) is an important strategic support service to obtain a competitive advantage, especially regarding the business processes of services companies. To justify the KM investments sustainability for the organization’s competitiveness, KM research focuses on KM success. We categorize the current KM success literature into internal and external success dimensions, and identify a gap in measuring the impact of KM services on business processes. To address the lack of measurement models and indicators, we derive a framework that seeks to measure KM service productivity based on the combination of KM success research and service productivity research. This framework contains a quantitative measurement model for tangible KM factors as well as a qualitative indicator model for intangible KM input and output factors. We propose to evaluate the framework’s rigor and relevance to enrich KM success research and to provide practitioners with strategies to measure both tangible and intangible indicators