Perspectives on knowledge management models

The purpose of this paper is to present the way some widely used knowledge management models are structured. We will describe the most important characteristics of each model, with our comments about its usefulness in the economical environment. The models we chose to analyze are as follow: von Krogh and Roos, Nonaka/Takeuchi, Wiig, Boisot and Bennet. We will discuss about main factors involved, about types of knowledge and elements which forms it and of course about advantages and disadvantages of these models. The paper will end with a general conclusion, which will largely synthesize our conclusions about each knowledge model.knowledge, model, cognitive, epistemological, tacit, explicit, internalization, adaptive, assets, efficiency, forecasts, measures, dimensions

Knowledge management : critical perspectives on e-business activities

This article is both a review and an agenda-setting piece. It argues that knowledge management suffers from conceptual and definitional ambiguity, oversimplification of its development processes, and methodological limitations. Nevertheless, there is a consensus in business and academia that knowledge is a key component of success and allows firms to achieve and sustains competitive advantages. In a digital era, these advantages arise from the potential of data and information that can be gathered, processed, shared, and used to improve e-business activities. Thus, this research bridges the gap in the assessment of knowledge management and e-business relationship, by applying an SEM to a large database sample of KM activities performed by European firms.N/

Perspectives on knowledge management models

The purpose of this paper is to present the way some widely used knowledgemanagement models are structured. We will describe the most importantcharacteristics of each model, with our comments about its usefulness inthe economical environment. The models we chose to analyze are as follow:von Krogh and Roos, Nonaka/Takeuchi, Wiig, Boisot and Bennet. We willdiscuss about main factors involved, about types of knowledge and elementswhich forms it and of course about advantages and disadvantages of thesemodels. The paper will end with a general conclusion, which will largelysynthesize our conclusions about each knowledge mode

Capacity building for transnationalisation of higher education

Purpose – Transnationalism and transnational concept are extensively researched in many social science areas; however, transnational management and transnational marketing is relatively a less explored research domain. Also, knowledge management for transnational education (TNE) marketing is not well-researched. Capacity building is an established research-stream, with a key focus on socio-economic and ecological development; however, prior research on capacity building from the context of TNE’s knowledge management and marketing is scarce. The purpose of this study is to analyse TNE marketing mix, to understand the influence of transnational stakeholders’ causal scope(s) on knowledge management in TNE to uphold their transnatioalisation processes through capacity building in TNEs’ marketing management. Design/methodology/approach – An inductive constructivist method is followed. Findings – Organisational learning from the context of transnational market and socio-economic competitive factors, based on analysing the transnational stakeholders’ causal scope(s) is imperative for proactive knowledge management capacity in TNE marketing. Following the analysis of transnational stakeholders’ causal scope(s) to learn about the cause and consequence of the transnational stakeholders’ relationships and interactions, an initial conceptual framework of knowledge management for TNE marketing is proposed. Practical insights from different TNE markets are developed in support of this novel knowledge management capacity building framework of TNE, and its generalisation perspectives and future research areas are discussed. Practical implications – These insights will be useful for TNE administrators to better align their knowledge management perspectives and propositions with their transnational stakeholders to underpin TNE marketing. Academics will be able to use these insights as a basis for future research. Originality/value – This study proposes a novel conceptual stakeholder-centred capacity building framework for TNE’s knowledge management to uphold TNE marketing and supports the framework, based on practical insights from three different transnational markets

To Know is to Be: Three Perspectives on the Codification of Knowledge

This paper presents three perspectives on the codification of knowledge. These perspectives are formed by recent contributions in the fields of economics, business and management studies and of a group of writers who have a ‘relational’ perspective from the field of organisational behaviour. A comparison of these differing views highlights not only epistemological boundaries between different approaches but can also lead to the novel approach to studying knowledge codification presented in this paper. This approach is based on the knowledge topography of Cowan et al. (2000). This paper also develops a research approach for examining the situated intricacies of knowledge sharing in group activities as a means for identifying opportunities for knowledge codification in settings where, so far, only tacit knowledge has been seen as the major focus. Such research may enable us to bridge the dichotomy of explicit versus tacit knowledge and the three perspectives on knowledge codification presented. Moreover, in-depth case studies on the possibilities for knowledge codification can advance both the academic and practical debate. (Cowan, R., David, P.A. and Foray, D. (2000) ‘The explicit economics of knowledge codification and tacitness’, Industrial and Corporate Change, 9(2), 211-254.)Knowledge Codification, Knowledge Perspectives, Situated Study

Perspectives on Knowledge Management – A Literature Review

This paper is a study of theoretical perspectives on knowledge and Knowledge Management. Business organisations in the 21st century need effective Knowledge Management practices in order to enhance the performance and growth of their businesses and ensure long-term sustainability and competitive advantage. An understanding and appreciation of knowledge as a strategic resource is critical for organisational decision-makers so that they can take Knowledge Management more seriously. This paper outlines the views of Knowledge Management experts on what knowledge is and what it is not. It distinguishes data, information, and knowledge and explains their link. The paper also highlights alternative views of knowledge and discusses the different types of knowledge. It then espouses on the Knowledge Management processes of discovery, capture, sharing, and application. Keywords: Knowledge, Knowledge Management, knowledge discovery, knowledge capture, knowledge sharing, knowledge applicatio

The victorious English language: hegemonic practices in the management academy

This study explores hegemonic linguistic processes, that is, the dominant and unreflective use of the English language in the production of textual knowledge accounts. The authors see the production of management knowledge as situated in central or peripheral locations, which they examine from an English language perspective. Their inquiry is based on an empirical study based on the perspectives of 33 management academics (not English language speakers) in (semi) peripheral locations, who have to generate and disseminate knowledge in and through the English language. Although the hegemony of the center in the knowledge production process has long been acknowledged, the specific contribution of this study is to explore how the English language operates as part of the “ideological complex” that produces and maintains this hegemony, as well as how this hegemony is manifested at the local level of publication practices in peripherally located business and management schools

Peer - Mediated Distributed Knowledge Management

Distributed Knowledge Management is an approach to knowledge management based on the principle that the multiplicity (and heterogeneity) of perspectives within complex organizations is not be viewed as an obstacle to knowledge exploitation, but rather as an opportunity that can foster innovation and creativity. Despite a wide agreement on this principle, most current KM systems are based on the idea that all perspectival aspects of knowledge should be eliminated in favor of an objective and general representation of knowledge. In this paper we propose a peer-to-peer architecture (called KEx), which embodies the principle above in a quite straightforward way: (i) each peer (called a K-peer) provides all the services needed to create and organize "local" knowledge from an individual's or a group's perspective, and (ii) social structures and protocols of meaning negotiation are introduced to achieve semantic coordination among autonomous peers (e.g., when searching documents from other K-peers). A first version of the system, called KEx, is imple-mented as a knowledge exchange level on top of JXTA

The impact of national culture on the standardization versus adaptation of knowledge management

This paper examines the affect of national culture on knowledge management for multinational companies (MNCs). MNCs often have to decide whether to standardise or adapt their operations. Previous research has found that national culture has an effect in a range of MNC operations, e.g. human resources, marketing. However, there has been limited research on the influence of culture on knowledge management. We combine these perspectives to develop a conceptual framework that explores the decision to standardise or adapt knowledge management practices based on differences in national culture. The study extends current theoretical perspectives on knowledge management by exploring the cultural conditions that may lead to an adaptation decision, and whether there is a relationship between factors affecting a firm’s decision to standardise or adapt and the outcomes of knowledge management