Knowledge Management through the Lens of Innovation and Labour Productivity in a Knowledge Based Economy

The 21st century brings along the recognition for the necessity to understand and measure the activity of knowledge management, for which reason organizations and system organizations, together with decisional governmental factors, do their best in order to develop policies that would promote these benefits. Knowledge management (KM) implies any activity regarding the capture and the diffusion of knowledge within the organization. In our study we analyze the impacts and dimensions of KM upon the innovation and labour productivity within the organization, and how KM affects the firm’s innovative performance. A key component of knowledge management is to provide access to stored knowledge components to improve decision making and to facilitate knowledge acquisition by the user.knowledge-based economy, knowledge management, knowledge, explicit and implicit knowledge, innovation, productivity, diffusion of knowledge

Organizational knowledge dynamics

The paper addresses the main issues concerning knowledge conceptualization and knowledge dynamics, in the context of Romanian organizations. The links between organizational knowledge, organizational learning and organizational culture are being investigated, with the aim of conceptual clarification and paradigm unification, in a domain of increasing research interest, where increasing complexity implies the risk of increasing confusion.knowledge dynamics, organizational learning, organizational intelligence, organizational culture.

KNOWLEDGE MANAGEMENT THROUGH THE LENS OF INNOVATION AND LABOUR PRODUCTIVITY IN A KNOWLEDGE BASED ECONOMY

The 21st century brings along the recognition for the necessity to understand and measure the activity of knowledge management, for which reason organizations and system organizations, together with decisional governmental factors, do their best in order to develop policies that would promote these benefits. Knowledge management (KM) implies any activity regarding the capture and the diffusion of knowledge within the organization. In our study we analyze the impacts and dimensions of KM upon the innovation and labour productivity within the organization, and how KM affects the firm�s innovative performance. A key component of knowledge management is to provide access to stored knowledge components to improve decision making and to facilitate knowledge acquisition by the user.knowledge-based economy, knowledge management, knowledge, explicit and implicit knowledge, innovation, productivity, diffusion of knowledge.

The role of meta-abilities in the diffusion of tacit knowledge and information systems

Diffusing tacit knowledge, a transparent and subjective form of knowledge, needs an individual’s ability to externalise and sharing of this knowledge.This paper proposes a framework for the diffusion of tacit knowledge by using the concept of meta-abilities.The argument of this paper is that meta-abilities develop individual influencing skills and sharing attitudes.These two elements in turn enable individuals to externalise their tacit knowledge in the form of creative idea, actions, reactions and reflection. Documenting these externalised and shared knowledge can provide a basis to keep Information Systems (IS) updated with relevant and reliable “best practices”.From a discussion of this framework, it is concluded that the future focus for the diffusion of tacit knowledge should be toward an individual’s meta-abilities development that develop creativity and interpretivity.There should also be an impetus towards creating the right organisational culture and infrastructure that promotes tacit knowledge sharing and externalisation within and between employees

Establishing Organizational Learning-Based System for Individual Using Self-Talk Therapy Approach: Case Study at Gula Padang Terap Sdn Bhd

This research investigates the elements that can encourage individuals to externalize and share tacit knowledge, which is critical in a continuous development of organizational learning-based information systems. To achieve this, self-talk therapy and proactive employee elements were utilized. The following objectives are proposed as a benchmark: (1) to develop the proactive employee elements in the respondents’ mindsets by using self-talk therapy training program; (2) to understand the roles of proactive employee elements in encouraging tacit knowledge externalization, sharing and documentation; (3) to investigate the roles of tacit knowledge externalization, sharing and documentation on a continuous information system (IS) database updates; and (4) to investigate the roles of IS database updates on organizational learning (OL). An in-depth case study approach was employed involving a manufacturing organization in Malaysia. The data was collected through interviews, observations, and documents review and analyzed using five-stage-hermeneutic analysis. The findings of this study indicated that the self-talk therapy training program were able to instill the proactive employee elements in the respondents’ mindsets. Being equipped with the proactive employee elements encourages the individuals to promote changes within their company. These elements in turn enable individuals to externalize, share and document tacit knowledge by producing ideas, actions, reactions and reflections. The documented tacit knowledge can be used to update organizational database. When the updated contents of organizational database are disseminated within the organization, a continuous learning is established. All these scenarios lead to the establishment of OL. This research offers a contribution to academic and business societies by presenting the elements that can encourage staff members to contribute inputs in terms of ideas, views or suggestions for OL-based IS development. This research also provides the decision makers with a platform that can reduce the dependency on the material rewards in motivating staff members

Managing knowledge in organizations : a Nonaka’s SECI model operationalization

Purpose: The SECI model (Nonaka, 1994) is the best-known conceptual framework for understanding knowledge generation processes in organizations. To date, however, empirical support for this framework has been overlooked. The present study aims to provide an evidence-based groundwork for the SECI model by testing a multidimensional questionnaire Knowledge Management SECI Processes Questionnaire (KMSP-Q) designed to capture the knowledge conversion modes theorized by Nonaka. Methodology: In a twofold study, the SECI model was operationalized via the KMSP-Q. Specifically, Study One tested its eight-dimensional structure through exploratory and confirmatory factorial analyses on 372 employees from different sectors. Study Two examined the construct validity and reliability by replicating the KMSP-Q factor structure in knowledge-intensive contexts (on a sample of 466 health-workers), and by investigating the unique impact of each dimension on some organizational outcomes (i.e., performance, innovativeness, collective efficacy). Findings: The overall findings highlighted that the KMSP-Q is a psychometrically robust questionnaire in terms of both dimensionality and construct validity, the different knowledge generation dimensions being specifically linked to different organizational outcomes. Research/Practical Implications: The KMSP-Q actualizes and provides empirical consistency to the theory underlying the SECI model. Moreover, it allows for the monitoring of an organization’s capability to manage new knowledge and detect the strengths/weaknesses of KM-related policies and programs. Originality/Value: This paper proposes a comprehensive measure of knowledge generation in work contexts, highlighting processes that organizations are likely to promote in order to improve their performance through the management of their knowledge resources

Developing individuals for developing learning based systems

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.This research is concerned with investigating the externalisation, sharing and making tangible of tacit knowledge in the context of organisational learning (OL). The externalisation, sharing and making tangible of tacit knowledge can provide “inputs” for Information Systems (IS) development. This process, in turn, can become a basis for the development of a system that is capable of promoting a learning environment within the organisation. However, the externalising, sharing and making tangible of tacit knowledge, a transparent and subjective form of knowledge, needs staff members’ self-confidence and willingness to undertake it. Therefore, elements that can motivate staff members to externalise, share and make tangible their tacit knowledge or skills are needed. To undertake this, the elements of meta-abilities, understanding organisational roles, internal strengths, formal and informal discussions and rational discourse are proposed. For this research, all these propositions are integrated into a framework. Therefore, the aim of this research is to study the elements that can encourage staff members to contribute inputs for learning-based systems development. The question to be used for the research is stated as follows: How do we include individuals in the learning-based systems development? Why use meta-abilities in order to include individuals in the learning-based systems development? By answering the question this research offers the following contributions. A novel topic in the IS area, meta-abilities is discussed within the context of the IS area. By considering these elements motivation and encouragement can be offered to staff members such that a contribution to inputs for learning-based systems development can occur. The research approach undertaken in this research involved the use of a pilot and an in-depth case study, as well as interviews, observation and reference to archival documents. From the undertaken research it was concluded that the future focus for the OL-based IS development should be towards individual development strategies that develop interpretive, creative staff members. Interpretive, creative staff members in turn, are capable of externalising, sharing and documenting their own tacit knowledge based on the situational contexts and orientation. Systems analysts can study the documented inputs provided by the staff members and can codify them. This whole process will enable continuous re-examination and modification processes of organisational IS, thereby making its content become more relevant for OL

Elemen kemanusiaan dan perantara amalan perkongsian ilmu tersirat dengan kejayaan penyumberan luar sistem maklumat

This thesis examines the relationship between human elements such as roles, internal strengths and communication and the information systems outsourcing success. It also assesses the impact of tacit knowledge-sharing practices as the mediator of the relationship. A total of 500 questionnaires were distributed by mail to the project managers of information systems outsourcing companies registered with Malaysia's Multimedia Super Corridor. Of the total, 168 were returned and only 166 questionnaires were coded and analyzed. The analysis of the hypotheses were carried out using multiple regression analysis and hierarchical multiple regression. The findings indicate that the elements of role such as the project scope and undertaking tasks, the elements of internal strength such as self-confidence, compassion, sincerity and willingness to change, and the elements of communication such as formal and informal discussions, and rational discussion had positive and significant impacts on the outsourcing information systems‟ success. In addition, the study also showed that the practice of sharing tacit knowledge fully mediates the relationship between role and the information systems‟ outsourcing success and also partially mediates the relationship between communication and the information systems‟ outsourcing success. Overall, these findings are consistent with the recommendations of the attribution theory, the resource-based theory and the findings of previous studies. This study also contributes to the process of developing and validating the research instrument, in which the items of measurement for human elements such as internal strengths and communications are scarce and not statistically validated. The findings of this study may also help the industries to develop specific training modules for their staff to ensure that each has elements of humanity. This is because these elements have a positive and significant impact on the success of the outsourcing of the information systems. The industry also needs to give serious attention to tacit knowledgesharing practices among their staff because the practice is a liaison or mediator to the relationship

Developing competences through inter-organizational knowledge acquisition

siirretty Doriast