Knowledge Management and Organizational Performance in Pakistani Think Tanks

Acceptance of knowledge as strategic resource and increased interest towards Knowledge Management (KM) is guiding the way towards knowledge era. Rhetoric nature of knowledge, knowledge work and knowledge worker strongly demand for KM. Many countries had already adopted their knowledge goals and few still need the consideration. Among knowledge intensive organizations (KIOs) Think Tanks (TT) are unique being policy research intensive organizations. Think Tanks could serve as a bridge between state and society and their performance will have impact on both. Complex policy making process increases the challenge of measuring the influence of TT and knowledge management will strengthen them to meet the challenge. Pakistani TTs can build right national image which is highly ignored. Pakistani TTs, apparently unaware of KM, are not only having treasure of Knowledge Resources (KR) but also using KM to enhance their organizational performance (OP). KRs are found more important for them to perform than material resources. Their knowledge capital (KC) highly depends on their human and social capital. Moreover cultural values and norms, multiple languages, knowledgeable leadership and national spirit have impact on OP. They take dual credit of having impact on governmental policies-macro level and people’s perception-micro level. KM-OP relationship is of current interest in the relevant literature and practice. Complex multi- dimensional nature of KM demands for concept clarity and surety. Literature mostly presents the link for specified dimension and explicit KM programs but silent on its cohesive view. Knowledge and its management are independent of any explicit definition and implementation. Literature and practice provides several example of KM failure because some specified dimension of it was selected and attempted for implementation. KM aligned with Organizational Strategy (OS) will underpin suitable processes, functions, methodology, technology, behaviour and structure in reference to strategic resource knowledge to achieve OP

A Dynamic Knowledge Management Framework for the High Value Manufacturing Industry

Dynamic Knowledge Management (KM) is a combination of cultural and technological factors, including the cultural factors of people and their motivations, technological factors of content and infrastructure and, where these both come together, interface factors. In this paper a Dynamic KM framework is described in the context of employees being motivated to create profit for their company through product development in high value manufacturing. It is reported how the framework was discussed during a meeting of the collaborating company’s (BAE Systems) project stakeholders. Participants agreed the framework would have most benefit at the start of the product lifecycle before key decisions were made. The framework has been designed to support organisational learning and to reward employees that improve the position of the company in the market place

Knowledge Management and the Effectiveness of Innovation Outcomes: The Role of Cultural Barriers

In this paper we propose a conceptual model to test the moderating effect of cultural barriers on the link between knowledge strategies and innovation using healthcare organizations. In order to study the tie (knowledge-innovation) and the effects of the moderating variable (cultural barriers), the resource-based view is followed. It has been generally accepted that both explicit and tacit knowledge play a basic role in organizational innovation. However, there are few research works that study the relationship between knowledge management strategy and the effectiveness of the innovation process. On the other hand, the extant research on this relationship has yielded inconclusive results. Our paper revisits this research topic based on data of knowledge management strategy, Knowledge base, cultural barriers and innovation outcomes from a sample of Spanish hospitals

SPICE 3: Facilitating organisational process improvement through good practice sharing

This paper describes the latest iteration of the SPICE research. SPICE 3 explains the process maturity framework to address the level III of the SPICE model. Building upon the developments of level II, SPICE 3 advocates establishment of a process improvement infrastructure to facilitate good practice sharing in construction organisations. To achieve SPICE level III process maturity, organisations should posses four key processes and five process enablers. The model developed helped the case study organisations to identify their process strengths and also areas requiring improvement

An investigation on the effect of organizational culture on knowledge management implementation

This study was conducted to evaluate the effect of organizational culture on knowledge management implementation. The proposed study designed a questionnaire and distributed it among individuals 370 managers and employees of GOLDIRAN, an official agent of Korean firm named LG in Iran. The results of this study show that there were positive and meaningful relationships among 4 variables including adaptability, involvement, mission, stability in this firm. Based on the organizational cultures to component development, Stability) maintains the highest average (3.5984), and involvement maintains the lowest average (3.3871)

Effective E-Teaching: The Case of Hong Kong

Despite the heavy promotion by the local government, the plentiful provision of IT educational tools, and the sufficient IT skills of prospective users, the adoption of IT in classroom education by primary and secondary school teachers in Hong Kong is still minor. By focusing on the use of IT educational Websites, which are freely available for teachers, this paper attempts to investigate the factors that influence the adoption of e-teaching in classrooms among primary and secondary school teachers in Hong Kong. With reference to the paradigms of information technology, cognitive thinking and organizational learning, a research model, together with a preliminary outline of the operationalization of the measures and data collection method for model testing, are presented in this paper. It is believed that the findings of the study proposed here could contribute to a more in-depth understanding on the adoption of IT tools by teachers, which is crucial for software developers to excel in this potentially enormous industry

Dimensions of knowledge management maturity: top management support and leadership, people, and information technology / Noreen Natasha Azmee, Norliya Ahmad Kassim and Che Zainab Haji Abdullah.

Knowledge management (KM) has been applied in many organizations such as government agencies, construction companies, universities and libraries. Assessing the KM maturity in organization is important to identify the current status of KM and areas of KM could be improved. Very little evidence exists regarding KM maturity specifically in academic libraries. In view of this gap, the main purpose of this paper is to explore the dimensions of KM maturity in academic libraries namely top management support and leadership, people and information technology. Further research is required to establish the relationship between KM maturity and organizational performance in academic libraries

Human Resource Management (HRM) Practices and Knowledge Sharing (KS): A Case of Orange Telecommunication Company in Jordan

Previous studies have documented the impact of HRM practices on knowledge management. Also, it has been found that HRM practices play a significant role in knowledge management However, it is argued in this thesis that very limited number of studies have been conducted on the relationship between HRM practices and knowledge management especially in knowledge sharing in the perspective of developing countries in general, so this study aimed at investigating whether HRM practice have a positive impact on knowledge sharing in one of telecommunication company called Orange located in Jordan. To this end, 86 respondents working in orange telecommunication company located in Jordan were selected to participate in the study. Knowledge sharing was measured by the 7-item developed by Hsu (2008). HRM practices was measured by the 19-items This instrument have 7 items to measure training & development, 7 items to measure performance appraisal and 5 items to measure the compensation. The instrument for HRM practices was measured by using the 5-item questionnaire developed by (Singh, 2004 & Qureshi M Tahir, 2006). The findings revealed that HRM practices were statistically and significantly related to overall knowledge management. Training & development was found to be the best predictor of knowledge sharing. The limitations of this study and the recommendations for future research are also discussed