Enhancing Customer Response Capability through Organizational Knowledge Resources in Service Encounters

Considering that a firm’s service competitiveness comes from customer service representatives (CSRs)’ capability, it is essential to enhance their capability first to create superior customer service. Accordingly, this study provides a way of creating CSRs’ capability by proving how organizational knowledge accumulated in knowledge management systems influences their customer response expertise and speed. Moreover, drawing on studies of organization memory (OM), it is defined by the three dimensions of OM level, OM dispersion, and OM usability. To test the proposed model and hypotheses, this study conducted the structural equation modeling analysis using a total of 373 responses collected on CSRs. The results indicate that both OM level and dispersion greatly increase customer response expertise. Besides, OM level, dispersion, and usability enhance customer response speed. Particularly, OM usability is the most effective in improving customer response speed. Finally, CSRs’ service performance depends on customer response expertise and speed

Knowledge Integration in Software Teams: An Assessment of Project Uncertainty and IT-Usage as Antecedents

Organizational knowledge resources typically exist in specialized pockets scattered across the firm. As distributed knowledge systems, firms’ capacity to manage their knowledge resources is linked with their ability to integrate these pockets of specialized knowledge. Firms are increasingly depending on teams to strategically consolidate their dispersed knowledge into productive outcomes. Teams integrate knowledge from external sources with internal knowledge such as skills, know-how, and expertise of their members to create project outcomes. The aim of this research will be to examine how knowledge integration in software teams is influenced by project uncertainty and IT-usage

The relationship between knowledge management practices and staffs performance in CIMB principla asset management headquaters (HQ) / Farah Illyanie Omran

Knowledge Management Practice is the set of management activities conducted in a firm with the aim of improving the effectiveness and efficiency of organizational knowledge resources. This research discussed on the relationship between knowledge management practices and staff performance. This knowledge practices becomes productive when combined staff performance as dependent variable. Practically, this research describes implementation of KMP expertise in staff performance in CIMB Principal Asset Management Headquarters, using the scientific method of knowledge acquisition, knowledge dissemination and knowledge utilization. The questionnaire has been adjusted to match the environment of this research and it was applied to a sample of about 137 staffs in CIMB Principal Asset Management Headquarters. It was found that knowledge management practices namely knowledge acquisition, knowledge dissemination and knowledge utilization have positive and significant relationship with staff performanc

Socializing a knowledge strategy

Proponents of the resource‐based view of strategic management have argued for processes that align organizational knowledge resources to business strategy. In this view, competitive advantage accrues from accelerating organizational learning and non‐appropriable knowledge. An empirical approach known as socialization counters theories of both institutionalization and “strategic alignment.” Socialization enables knowledge strategy through values leadership and practice‐led process. Based on organizational structuration, socialization creates enduring, flexible process structures constructed by practice participants. Socialization results in sustainable processes, uniquely configured to business strategy, and more enduring and resilient than adopted or published process structures. Values leadership orients participants toward the goals, meaning, and value of organizational knowledge. Socialized business processes are non‐transferable, driven by strategic intent, and oriented to enduring organizational values that protect process integrity. A socialization approach integrates practice‐level internal knowledge networks to support business processes and strategy, leveraging knowledge more effectively than institutionalization approaches

Proceedings of the Conference on Human and Economic Resources

The aim of this study is to develop an understanding of the factors influencing participants’ knowledge-sharing in an electronic network of practice. The study builds on a theoretical framework derived from the theory of reasoned action and theories of social capital and social exchange. A model of knowledge sharing in an electronic network of practice has been developed based on this framework, which attempts to integrate factors validated through recent empirical studies (Kankanhalli et al., 2005; Wasko and Faraj, 2005; Bock et al., 2005). The model that considers the factors influencing the knowledge contributor and the knowledge seeker has been empirically tested using a survey in the Financial Management Community of Practice (COP) in the USAF Portal. Figure 1 shows the research model adopted for the study, which incorporates constructs from social exchange theory and social capital theory. Data were collected from members of the Financial Management (FM) Communities of Practice (COP) on the AF portal. Partial least squares (PLS) was chosen as the structural equation analysis method to the test the hypotheses. The study demonstrated that experience in the profession influenced the amount of contribution, but that self-rated expertise did not. The findings indicate that relational capital may not be as important to usage, but it is strongly related to the intention to share knowledge. The study also indicated that commitment to the community of practice was not a factor in knowledge contribution. Concerning anticipated extrinsic benefits, the results show that individuals are not motivated by these types of rewards whether monetary in nature or reputation-based. The hypothesis regarding the sense of self-worth through the intention to share knowledge was not supported. Secondly, the results showed that the anticipated loss of knowledge power that occurs when an individual shares personal knowledge, did not influence an individual’s intention to share knowledge in the COP. Finally, an individual’s codification effort indicated only a relationship with number of messages posted. The results provide some evidence that cognitive social capital influences intention to share knowledge.knowledge-sharing, cognitive social capital

Knowledge management initiatives benefits for the Slovenian public sector

This paper highlights the importance of knowledge management in Slovenian public sector organizations. Knowledge management has received a lot of attention in the past two decades, however in the public sector it is still under-researched. The global financial and economic crisis revealed some important organizational weaknesses in the Republic of Slovenia, some particularly due to the ineffectiveness of the Slovenian public sector, which ranks amongst the worst in the Euro zone. Authors argue that a stronger commitment to knowledge management, which is currently unused in the Slovenian public sector, represents an opportunity to coordinate and exploit public sector organizational knowledge resources. After analysing existing literature, authors have identified examples of good practices from foreign countries that could be partially transferred and adapted into the Slovenian environment. Since the efficient use of knowledge is linked to the performance of public sector organizations, the paper suggests that successful implementation of knowledge management initiatives should result in a more efficient public sector and, indirectly, in improved international public sector competitiveness rankings. This paper is also considered to be important for public sector practitioners and managers, as it proposes implementation of a knowledge management pilot project in Slovenian public sector

Knowledge management, absorptive capacity and organisational culture: A case study from Chinese SMEs

Copyright © 2008 Inderscience Enterprises Ltd. This is the author's accepted manuscript. The final published article is available from the link below.Based on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the Knowledge Management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate Knowledge Management Processes (KMPs) and what major challenges they raise for the future by looking at the case study of a Chinese Small and Medium-sized Enterprises (SMEs). The case study indicates that Chinese enterprises emphasised knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organisational culture also has significant impact on the KM in those enterprises

THE FORMATION OF KNOWLEDGE MANAGEMENT SYSTEM IN A COMPANY

During the process of economy’s evolution from the resource-oriented to the one, based on a knowledge, commercial companies will face the problem of re-building its processes, management techniques and methods, even maybe values, directing its activities to the definition, collection, creation, storage, circulation and use of knowledge. The article deals with different models of knowledge management and shows specific instruments of the formation of knowledge management system. It’s based on foreground organizational knowledge resources, maintaining relevance, update and use of knowledge in their activity

THE FORMATION OF KNOWLEDGE MANAGEMENT SYSTEM IN A COMPANY

During the process of economy’s evolution from the resource-oriented to the one, based on a knowledge, commercial companies will face the problem of re-building its processes, management techniques and methods, even maybe values, directing its activities to the definition, collection, creation, storage, circulation and use of knowledge. The article deals with different models of knowledge management and shows specific instruments of the formation of knowledge management system. It’s based on foreground organizational knowledge resources, maintaining relevance, update and use of knowledge in their activity