Improving SAASI’s Knowledge Management Practices

Binghamton University’s Student Affairs Assessment and Strategic Initiatives (SAASI) is facing a variety of problems related to knowledge management (KM). Regarding explicit knowledge, SAASI has no universal format for documenting the analysis process and professional staff and student workers have different skill sets. Meanwhile it receives documents from other departments within Student Affairs Division and those data require a significant amount of time for SAASI to spend on reformatting to make it useable. Regarding tacit knowledge, since many of the student positions are on year appointments, there is a great deal of turnover in the department. The turnover influences the continuity of ongoing projects and transition of knowledge

Knowledge Management: Practices and Challenges

Knowledge management (KM) is a process that deals with the development, storage, retrieval, and dissemination of information and expertise within an organization to support and improve its business performance. Organizations are realizing that knowledge is a crucial resource for organizations and it should be managed judiciously. Organizations need to harness knowledge not only to stay competitive, but also to become innovative. KM requires a major shift in organizational culture and a commitment at all levels of a firm to make it work. Through a supportive organizational climate, ideally, through effective KM, an organization can bring its entire organizational learning and knowledge to bear on any problem, anywhere in the world, at anytime

Knowledge Management practices: Teachers perception

In today’s world, Knowledge Management is considered as a key to organizational growth and competitiveness. This study aim was to investigate the perception of teachers about main factors affecting the teaching learning process in adopting and applying Knowledge Management. The main objectives of the study were (i) to explore the existing Knowledge Management Practices of teachers in International Islamic University Islamabad (ii) to find out the difficulties regarding knowledge management and (iii) to examine the factors affecting the application of Knowledge Management Practices in improving the performance of teachers. Qualitative method was used as mode of inquiry. Data was collected through an Interview guide. Concurrent exploratory design was used in the study while collecting and analyzing data. Qualitative data was analyzed through content analysis and percentage

Uncovering Knowledge Management Practices In Organizations

Background: An increasing number of organizations have accepted the importance of managing their company’s knowledge in a more structured manner. There have been many knowledge management projects that have been introduced, some which have been successful, but many have failed as well. Knowledge management can be introduced in the culture of the company, which then becomes paramount when the company deals with national and international markets. Objectives: There are concerns as to how to measure the benefits of a Knowledge Management (KM) strategy and its concomitant initiatives on the performance of the company. This paper discusses findings from an empirical investigation amongst 51 organizations. Methods: A mixed methods approach was used to capture the data using many previously validated questionnaires. The questionnaire was adapted to suite the requirements of this particular study. Results: The findings suggest that by providing effectual information systems infrastructure knowledge can be captured, transformed and disseminated to organizations. Investment in business information systems supports knowledge sharing and interpersonal interaction and therefore facilitates knowledge management processes and strategies. Conclusion: The importance of this contribution is that it offers suggestions to design a KM approach by means of a new framework emanating from the findings. Finally, contributing to the theoretical analysis and findings from the empirical investigation, this article concludes with suggestions that may assist organizations to address their KM barriers

The commercialisation of knowledge management practices to k-based development in Malaysia

This paper studies the connection between the commercialization of knowledge management practices and its contributions toward the knowledge-based development in Malaysia. Theoretical relations in this paper were tested through an empirical study carried out among public-listed organisations in the industrial products, consumer products, and service industries in Malaysia. The findings of this paper revealed that it is important for corporations to focus on knowledge management in the development of the organisation’s corporate strategy. Empirical evidence supported the view that firms with knowledge management capabilities and understanding will utilise these capabilities to drive their quality strategy, thus performing better than those that do not. In addition, the finding serves as an initial move among private sector business toward a knowledge-based country. This paper concludes that these practices have a positive incidence not only on the performance of the firm but it also gives some initial contributions toward the development of Malaysia as a knowledge-based country

Knowledge management practices and the enhancement of customer capital: the importance of time

Actualmente, los responsables de las pequeñas y medianas empresas (PYMES) debido al hecho de tener que vigilar continuamente sus empresas a la búsqueda de mejoras en las relaciones con sus clientes y trabajadores, están otorgando un papel cada vez más estratégico a las prácticas de gestión del conocimiento. No obstante, hay situaciones donde las organizaciones y sus miembros se enfrentan a entornos cada vez más inciertos, por lo que es necesario reconsiderar las prácticas de gestión del conocimiento que se han venido desarrollando en la empresa desde sus inicios. Estas prácticas, en forma de procesos y rutinas, pueden basarse tanto en conocimiento tácito como explícito y también necesitan ser continuamente reconsideradas de cara a la captación de nuevo conocimiento. En tales circunstancias, sería necesario modificar e incluso eliminar parte del conocimiento existente al objeto de asegurarnos de que los empleados tienen acceso a conocimientos lo suficientemente actualizados como para que mantengan o garanticen las relaciones que las PYMEs tienen con sus clientes. Nuestro trabajo examina el impacto que un contexto de “mentalidad abierta” (openminded) en la organización existente en un momento dado (T) tiene sobre las actuaciones que intentan reconsiderar los conocimientos organizativos en un momento posterior (T+1). Analizamos además la relaciones entre los procesos de aprendizaje/conocimiento explorativo y aplicado sobre el capital relacional. Se utiliza para ello evidencias empíricas procedentes de 107 PYMES del sector de las telecomunicaciones en España, utilizando la técnica PLS.Actualmente, los responsables de las pequeñas y medianas empresas (PYMES) debido al hecho de tener que vigilar continuamente sus empresas a la búsqueda de mejoras en las relaciones con sus clientes y trabajadores, están otorgando un papel cada vez más estratégico a las prácticas de gestión del conocimiento. No obstante, hay situaciones donde las organizaciones y sus miembros se enfrentan a entornos cada vez más inciertos, por lo que es necesario reconsiderar las prácticas de gestión del conocimiento que se han venido desarrollando en la empresa desde sus inicios. Estas prácticas, en forma de procesos y rutinas, pueden basarse tanto en conocimiento tácito como explícito y también necesitan ser continuamente reconsideradas de cara a la captación de nuevo conocimiento. En tales circunstancias, sería necesario modificar e incluso eliminar parte del conocimiento existente al objeto de asegurarnos de que los empleados tienen acceso a conocimientos lo suficientemente actualizados como para que mantengan o garanticen las relaciones que las PYMEs tienen con sus clientes. Nuestro trabajo examina el impacto que un contexto de “mentalidad abierta” (openminded) en la organización existente en un momento dado (T) tiene sobre las actuaciones que intentan reconsiderar los conocimientos organizativos en un momento posterior (T+1). Analizamos además la relaciones entre los procesos de aprendizaje/conocimiento explorativo y aplicado sobre el capital relacional. Se utiliza para ello evidencias empíricas procedentes de 107 PYMES del sector de las telecomunicaciones en España, utilizando la técnica PLS

Measuring the effects of knowledge management practices

Successful managers focus their attention on factors that are critical in establishing and maintaining an organisation’s competitive edge. The knowledge and skill of employees is one of those factors and it requires proactive management attention. Conceptually, this is achieved through Knowledge Management, a term that has existed in the mainstream of business lexicon for quite some time. Despite this, there is the conspicuous Absence of a common understanding of the term that frustrates many managers. Studies have clearly established that there are three interdependent and complementary pillars that support the concept of Knowledge Management. These are Organisational Learning Management (OLM), Organisational Knowledge Management (OKM) and Intellectual Capital Management (ICM). OLM, which has so far dominated both academic and practitioner debate, concerns itself with the problem of capturing, organising and retrieving explicit knowledge, or information, and has led to the simplistic misconception that Knowledge Management only involves the capture, or downloading, of the content of employees’ minds. ICM is dominated by those particularly interested in defining key Performance indicators that will measure the impact and the benefits of applying knowledge management practices. If management requires measurement this is an essential task but it can only be undertaken once an organisation has clearly established the strategy-structure-process parameters to ensure it accesses, creates and embeds the knowledge that it needs...the OKM pillar of knowledge management. This paper looks more deeply at this pillar and in particular the lack of a general integrative approach to enhancing organisational performance in this key strategic area. It considers to what extent such an approach may help an organisation more effectively manage its most relevant source of competitive advantage. With a greater awareness of the various factors allied to the managing and leveraging of human oriented and system oriented knowledge assets, some proposals are put forward to assist in developing or redefining an organisation’s intellectual capital reporting models in search of a planning, control and performance measurement system that accounts for the management of an organisation's intellectual assets

Linkage between knowledge management practices towards library user’s satisfaction at Malaysian University Libraries

Academic library services have begun to apply various knowledge management (KM) practices in the provision of library services. KM has been developed to enhance the use of organizational knowledge through practices and organizational learning. KM practices include the creation, capture and/or acquisition of knowledge, its retention and organization, its dissemination and re-use, and general responsiveness to the new knowledge. The focus of this research is the assessment of KM practices, particularly creation, acquisition, capture, sharing, recording and preservation, and their effects on Library User’s Satisfaction (LUS) in Malaysian university libraries. The objective of this research is the development of a model to enhance KM processes (i.e. Creation, acquisition, capturing, sharing, recording, and preserving) and to improve library users’ satisfaction. A quantitative approach in research methodology is employed (e.g. Questionnaire) for the purpose of generating new knowledge and understanding of library concerns. The findings of this research show that the overall KM practice at six Malaysian university libraries is at a high level. The findings from the structural model indicated that two KM processes, namely knowledge creation and acquisition, are not supported in terms of KM practices at Malaysian university libraries. Other KM processes, namely capturing, sharing, recording, and preserving are fully supported towards KM practices in the library. Hence, the major contribution of this research is a model, namely KM Practice-Library User’s Satisfaction (KMP-LUS) highlighting six KM processes based on strong Structural Equation Modeling (SEM) fit indices

Influence of Creative Climate, Knowledge Management Practices, and Organizational Innovation towards Organizational Resilience: A Case Study of Malaysian Public Service Agencies

Creative climate, knowledge management practices, and organizational innovation have been identified by previous researchers affect the organizational resilience. Nevertheless, a variety of results with regards to creative climate, knowledge management practices, and organizational innovation were reported in literatures. Thus, this study was conducted to investigate on creative climate, knowledge management practices, and organizational innovation model that affect organizational resilience in Malaysian public service agencies. A total of 359 respondents that consists of middle and senior public managers were involved encompassing 25 ministries in Malaysia. The final model derived from this study showed that seven dimensions of creative climate, three dimensions of knowledge management practices, and three dimensions of organizational innovation that fit into the organizational resilience model. It is hoped that the findings of this study would add a new insight in studying some complexities associated with organizational resilience in Malaysian public service agencies

Knowledge management practices in large construction organisations

This paper investigates how large UK construction organisations manage their knowledge assets. It then proposes STEPS, a mechanism for benchmarking organisation’s knowledge management maturity