Review of literature knowledge management

Review of Literature
Francesco de Leo 2019, This research focuses on the differences and similarities
between Italian and American workers’ beliefs, expectations, and practices of
knowledge management and how these relate to Hofstede’s national culture
dimensions. This study is part of a multi-country set of research studies, undertaken
by The George Washington University’s Institute for Knowledge and Innovation,
aimed at understanding how KM may be influenced by national culture. For
continuity and comparative purposes we replicate a previous study, which compared
KM perceptions between American and Taiwanese knowledge workers (Wang 2004).
The subjects of our study are Italian and American employees and managers expected
to be involved in KM activities at all levels. Statistical comparisons on the 474 study
participants (237 from each country) do not show statistically significant differences
between Italian and American perceptions of knowledge management beliefs,
expectations and practices. Both countries gave a relatively high importance score to
all factors believed to contribute to successful knowledge management initiatives.
Similarly consensus was found on the expected benefits such initiatives bring to an
organization. Comparably lower scores were recorded on the actual implementation
of KM best practices by the participants’ organizations. For individual variables
within our constructs where differences are observed between the two countries, we
propose empirical evidence that high uncertainty avoidance traits of the Italian
society may explain such differences. This research provides insights which will help
companies or units within a company select KM tools and practices that are more
likely to succeedin the national culture setting in which these are to be implemented.
Terrence L. Ward 2019, Knowledge management has been extensively studied from

thesingle organization (intra organizational) perspective for many years. Although the
literature on intra organizational knowledge is extensive, there still exist gaps in the
literature with regards to knowledge being shared by multiple organizations (inter-
organizational knowledge). Inter-organizational knowledge satisfaction is gained
when the organizations successfully embody the knowledge gained via the
cooperation and crystallizes that knowledge within the organization. The problem
addressed in this study is the lack of a model for predicting inter-organizational
knowledge satisfaction utilizing task characteristics and the knowledge conversion
process. The purpose of the study was to predict inter organizational knowledge
satisfaction for a contract company. The research question addressed how task
characteristic and knowledge conversion can predict inter organizational knowledge
satisfaction. The theoretical frameworks include Nonaka’s theory on
organizationalknowledge creation and Becerra-Fernandez and Sabherwal’s theory for
task characteristics. The study is a correlation research design using multiple linear
regressions as the data analysis method. An online questionnaire was administered to
all executives, first- and mid-level managers, and professionals. The predictor
variables task characteristic and knowledge conversion are used to predict inter
organizational knowledge satisfaction (IOKS). Predictor variables accounted for
35.3% of the variance in the IOKS score. This study contributes to social change by
helping organizations gain a competitive advantage through developing and
implementing both creative and timely knowledge management initiatives to gain
inter-organizational knowledge satisfaction.
Jacob Olusola Ogunlade 2019, Dominant firms enjoy economic strengths which
enable them to compete effectively in relevant markets through the use of

collaborative knowledge management (CKM). While the literature is replete with
general guiding principles for companies to adopt successful business strategies, there
is very limited empirical research on effectively using CKM to improve company
performance and market domination. The purpose of this study was to evaluate
strategies for information sharing by companies to achieve better operations
management and control, a wider range of customers, and stronger competitive edge
in the global economy. Epistemological foundation for the study was provided
by the literature on knowledge management and organizational dynamics. Data
were collected by an electronically self- administered questionnaire on a
convenience sample of 80 employees of three small businesses in Memphis,
Tennessee. A quantitative method using Poisson regression was applied to test the
hypotheses about relationships between six independent variables of value
proposition, culture building, responsibilities, information technology, approaches
and assessment and the dependent variable, collaborative knowledge management.
Results indicate that value proposition, information technology, and building an
organizational culture of responsibilities and best practices play significant roles
in effective CKM.Social change implications of the study
suggest that high-intensity collaborative knowledge management would
produce creative leaders and workers, improved leader-worker collaboration, and
more effective use of information technologies in organizational intelligence and
decision making.
Nurul S. Aman 2019, The challenge of exploring new ways to evaluating the
return on information technology (IT) investments has opened a new era of
conducting research opportunities where information asymmetry (IA) was

examined. Effort was made to explore the effectiveness of knowledge management
systems (KMS) to maximize the rate of investments (ROI) for IT deliverables. The
study focused on the investigation of the key research question, how can the use of
KMS as an integral part of IT strategic management improve benefits and return
such as ROI? While prior research identified several areas addressing the role of
KMS, there was little evidence of the integration of tacit and explicit knowledge
types of KM for exploring the effectiveness of KMS to improve ROI. This study
employed a qualitative research method to identify relevant IT deliverables and KMS
actions to evaluate the possible outcome by integrating tacit and explicit knowledge.
The study considered five KMS effectiveness factors: information quality, service
quality, user involvement, user motivation, and user satisfaction. An iterative process
of qualitative analysis was utilized through a coding mechanism to capture the events
in a textual form of data analysis. A qualitative text and content analysis was used to
categorize the IT deliverables and their relationship with KMS effectiveness factors
and KMS actions. The results of data collection and the analyses revealed a strong
link between KMS effectiveness factors and the outcomes of IT investments. To
minimize the potential biases, information was collected from multiple sources of
secondary data. The textual data checklists revealed that successful implementation of
KMS effectiveness could overcome the problem of adverse selection and moral
hazard. In the field of information economics, minimizing the problems of adverse
selection and moral hazard had been the focus of discussion for the last 40 years.
This study has contributed the results from integration of tacit and explicit
knowledge for KMS effectiveness that minimizes the problem of IA in maximizing
the investment return for IT organizations. The limitations of qualitative research and

the scope of future research in both qualitative and quantitative were illustrated
and discussed in this paper as well.
Robert D. Mayfield 2018, Scarcity of knowledge and expertise is a challenge in the
electric power generation industry. Today’s most pervasive knowledge issues result
from employee turnover and the constant movement of employees from project to
project inside organizations. To address scarcity of knowledge and expertise,
organizations must enable employees to capture, transfer, and use mission- critical
explicit and tacit knowledge. The purpose of this qualitative grounded theory research
was to examine the relationship between and among organizations within the electric
power generation industry developing knowledge management processes designed to
retain, share, and use the industry, institutional, and technical knowledge upon which
the organizations depend. The research findings show that knowledge management is
a business problem within the domain of information systems and management. The
risks associated with losing mission critical-knowledge can be measured using
metrics on employee retention, recruitment, productivity, training and benchmarking.
Certain enablers must be in place in order to engage people, encourage
cooperation, create a knowledge-sharing culture, and, ultimately change behavior.
The research revealed the following change enablers that support knowledge
management strategies: (a) training – blended learning, (b) communities of practice,
(c) cross-functional teams, (d) rewards and recognition programs, (e) active senior
management support, (f) communication and awareness, (g) succession planning, and
(h) teamorganizational culture
Liesel M. Adam 2018, Providing safe drinking water is a vital service for the
community and is one of the most important quality-of-life issues in the United States

today. Water utilities are faced with enormous pressures to replace aging
infrastructure, meet increasingly stringent regulatory requirements, protect water
resources from contamination and depletion, and to do all this while meeting the
public’s increasing customer-service expectations and demands to keep user rates as
low as possible. While water systems are regulated at the federal level, service is
provided at the local level. In the Commonwealth of Pennsylvania, this work is most
often completed through the careful work of very small organizations. Career water
utility professionals have been doing this job very well since the regulatory boom of
the 1970s brought a large number of employees into the industry, predominantly
Baby Boomers born between 1946 and 1964. Now, many of these career
professionals are approaching retirement age. How these small- and medium-sized
utilities can address the risk associated with employees who hold high levels of
critical knowledge retiring en masse over the next several years is the focus of this
preliminary research. First, a survey of water utilities from across the Commonwealth
of Pennsylvania was conducted to discover workforce demographics and the utilities’
level of awareness and preparedness to address this risk. In addition, five water utility
case studies were conducted to provide a more in-depth look at the solutions that have
already been researched by large organizations, such as global corporations and
federal agencies, to determine their applicability to small- and medium-sized water
utilities in Pennsylvania. The results present a hopeful message that small
organizations may be equipped to address these risks if some simple guidance and
tools are made available, focusing on streamlined analysis and planning activities
and fostering an organizational culture that supports knowledge-sharing activities and
the transfer of critical knowledge between employees through face-to-face

interactions. However, to adequately address all the needs small- and medium- sized
utilities face, funding for human resources (HR) activities must be made available in
an environment that has traditionally not included in-house HR staffing. Absent
funding for these activities, utilities will need to consider collaborative programs or
even alternative arrangements for the provision of safe drinking water within their
region as their staff’s bank of institutional knowledge shrinks due to high
employee turnover, or face the consequences oftheir failure to act.
Sung Chul Park 2017, Knowledge management (KM) is on its way to becoming an
integral business function (Grover and Davenport, 2001) and a new aspect of
management for many organizations (Ponzi and Koenig, 2002). Although it can
be argued that public sector organizations increasingly face similar pressures as
the pressures on the private sector, public sector organizations, partly because of
their public ownership and limited competition, may not pursue KM as strongly
and effectively as private sector organizations. It seems, therefore, reasonable to
expect that there will be differences in understanding, best practice, and
performance indicators between the two sectors and how they impact drivers for
KM activity. There are differences in how to create value from effectively
managing knowledge in the private and public sector contexts, and that these
differences will be reflected in KM strategy practice. The purpose of this study is to
test empirically the basic KM argument that KM in public organizations differs from
that carried out in private organization.
James D. White 2017, Past research and anecdotal evidence have shown that knowledge workers
can provide organizations with a competitive advantage. Yet many knowledge management
projects end without achieving stated goals, in part because of an inadequate understanding of
how knowledge is shared. The purpose of this study was to explore how ten members of a large
retail organization’s human resource department perceive their knowledge-sharingexperiences.
Grounded in the hermeneutical phenomenology of Heidegger and Gadamer, a case study was

completed. Data were collected from participant interviews, and content analysis was completed
using thematic coding to reveal common themes. Three major knowledge-sharing themes
emerged: openness as a knowledge-sharing enabler, a personal construct of trust, and a preferred
oral tradition. Specifically, the department’s senior manager enabled knowledge sharing by
adopting openness and combining it with personal reflection. Translating a rich oral tradition to
an online collaborative environment, however, proved to be difficult. This is especially
important,since finding ways to reinforce the use of oral tradition to share knowledge is critical as
more and more organizations depend upon virtual teams. For managers looking to gain the
potential advantages offered by knowledge workers, the results of this study reinforce the need to
establish a management model embodying the elements of openness and trust. Enabling
knowledge sharing and oral tradition through technology requires additional research to determine
the best method of fostering collaboration. From a social perceptive, the use of this model and
development of supporting technology could increase organization performance and improve
employee satisfaction.
Hsin Jung Hsieh 2017 Currently, the effect of knowledge management has not been
clearly defined or understood and a proper framework for assessing the status of
knowledge management is lacking. Most studies examined the relationships among
critical factors of knowledge management separately and the empirical research is
based on only a few cases or small samples where generalizing the results is
significantly reduced. The development of a universal model is necessary as a means
to measure relevant constructs. This co relational (explanatory) online survey
research is the first to explore the relationships among organizational characteristics,
knowledge management strategy, knowledge management enablers, knowledge
management process capabilities, and knowledge management performance. Two
research questionsand 14 hypotheses and related sub-hypotheses were examined. The
survey consisted of an 8-item Knowledge Management Strategy Scale, a 26-item
modified Knowledge Management Enablers Scale, a 27-item Knowledge
Management Process Capability Scale, and a 5-item Knowledge Management Scale.
Using a simple random sampling plan, 212 participants from U.S software companies
completed an online survey. Multiple regression, moderated multiple regression, and

two way ANOVA were used to analyze the data. Of the 14 hypotheses and sub-
hypotheses, ten were supported, one was partially supported, and three were not
supported. Findings indicated that (a) system orientation and human orientation
strategies are significant positive explanatory variables of knowledge management
process capability, knowledge management enablers, and knowledge management
performance; (b) technology and organizational culture of knowledge management
enablers are significant positive explanatory variables of knowledge management
process capability and knowledge management performance; (c) the decentralization
dimension may inversely affect knowledge management process capability and
knowledge management performance; (d) annual sales in dollars was a significant
positive explanatory variable of knowledge management strategy and knowledge
management process capability; (e) knowledge management process capability is a
mediator between knowledge management strategy and organizational characteristics,
and knowledge management performance; and (f) companies with a balance of a high
degree of human orientation and system orientation strategies have a positive
significant relationship with knowledge management performance. The limitations of
the study regarding generalization, and recommendations for future research to
replicate the study in other countries, are also included.
William Voon 2017, The aim of this dissertation is to report on how organizations
leverage their knowledge in the course of their mission-critical activities. It seeks to
answer questions such as the forms or genres by which knowledge is expressed and
the interactions among organizational members that bring about knowledge
explication and sharing. Another area of focus is the activities and tasks that
members engage in when they experience the need for knowledge seeking or sharing,

specifically, interactions with repositories of knowledge objects. This dissertation
relied on a multi-methods approach to look at knowledge phenomena in
organizations. Such an approach was relevant because it enabled the researcher to
look at knowledge activities from different perspectives, ranging from that of Chief
Knowledge Officers to that of Knowledge Management community users. Thus, a
two-stage survey was employed as it allowed the researcher to target the appropriate
question to the right respondent. Use of in-depth interviews provided further insights
to the knowledge practices of some of the organizations. The findings of this
dissertation suggest that culture is still an important factor in promoting the sharing of
knowledge. Technology use and adoption is another factor that organizations may
need to consider, as the nurturing of online knowledge communities appears to be a
major strategy for engaging in tacit knowledge sharing. Access to relevant knowledge
objects was found to be a major factor influencing knowledge contribution behaviors.
This research relied on some instruments that had been validated previously to
measure the concepts of organizational culture and technology adoption. The results
of this research provide additional validation for the use of those instruments.
Hsiu-Yueh (Sonya) Hsu 2016, Neoclassical economics brings up the importance of
knowledge and “capital” to the business processes. Followed the stream of the
importance of knowledge and capital, this current research attempts to clarify the
intertwined properties between intellectual capital (IC) and knowledge management
(KM), and at the same time, establish an integrated framework for either IC or KM
fields. With very little information about KM practices in the United States, this
research investigated KM with a process perspective and its relationship to IC. The
focus is to examine the effects of human capital and innovation capital on

organizational effectiveness, accounting for the mediation of knowledge process
capabilities and structural capital with organizational effectiveness in turn leading to a
firm’s competitive advantage. One hundred and twenty-five usable questionnaires
were collected through an email and Web survey method. Respondents to the
questionnaire were middle to top managers who worked in companies that held
patents in various industries. Partial Least Squares was utilized to estimate the
theoretical model; the unidimensionality, discriminate validity, convergent validity,
and reliability were also established. Four out of six research hypotheses were
supported by the results, and they were: • Human capital had an indirect effect on
organizational effectiveness via the paths of knowledge management process
capability; • Human capital had an indirect effect on organizational effectiveness
via the paths of structural capital; • Knowledge process capability had a positive
effect on organizational effectiveness; • Organizational effectiveness had a positive
influence on organizational competitive advantage. The hypotheses related to
innovation capital were not supported by the model estimation and path analyses.
However, the revised model opened up three significant paths when one path: from
innovation capital to human capital was added. These three paths supported the
position that innovation capital was facilitated by human capital. Several
contributions of this research project were realized. First, an integrated model of KM
and IC was empirically tested. Second, emergent KM processes as enablers of
organizational effectiveness and the relationship with other IC components, including
human networks, knowledge infrastructure, and organization configuration, were
established. Third, the importance of innovation capital and its potential influence on
organizational performance and competitive advantage was investigated and could be

important to further academic research and organizational practitioners. A revised
model was presented that may lead to future research in this area.
Dirk Stevens 2016, Health care costs and quality problems continue to emerge.
These are significant problems that negatively impact the quality of life for
thousands. In response, health care organizations have invested in disciplined
methodologies, including Six Sigma; yet many of these deployments have
failed. Failures may partially rest with the ineffective sharing of knowledge. Despite
this critical link, there is almost no academic research coupling knowledge sharing
with the deployment of disciplined methodologies. Using a case study of a health care
company, the research question addressed whether key knowledge management
concepts had a positive or negative effect on the Six Sigma deployment. The research
included interviews with key participants, review of historical documents, and
evaluation of selected Six Sigma projects representing high, medium, and low
returns-on-investments. The results showed high return-on-investment projects were
more likely to effectively use knowledge management concepts including mentoring,
location of experts, communities of practice, and networking, whereas low return
projects did not. Information technology played a lesser role. Four general themes
emerged: knowledge management can positively leverage the outcome of Six Sigma,
individuals will develop their own methods for sharing knowledge in theabsence of a
structured system, disciplined knowledge management approaches yield improved
results, and there are critical protocols that must be followed to ensure a successful
Six Sigma deployment. An additional outcome of the research was the development
of a model for coupling Six Sigma and knowledge management. Based on three
pillars, the model proposes organizations follow well-established Six Sigma protocols

(e.g. project contracts), use key processes (e.g. just-in-time training), and deploy a
supportive knowledge management system. From a social change perspective, the
case study demonstrated the positive value of combining Six Sigma with knowledge
management. The company experienced significant cost savings and improvements
in product quality. Beyond these immediate benefits, the research offers a model that
other organizations can use to facilitate higher quality products and lower costs. The
positive impact to the health of thousands of patients is significant.
Shahnawaz Muhammed 2016, In the current economy, organizations increasingly
view knowledge as a critical component of their competitive advantage. However,
except for anecdotal and case based illustrations of the value of viewing
organizational competitiveness from a knowledge based perspective, there is little
large-scale empirical evidence to support these claims. It is also widely recognized
that individuals within the organization are the basic elements and the source of
organizational knowledge. In spite of this, it has become common to view knowledge
management as an organizational or group level phenomenon, and the question of
how individuals who constitute the group and organization manage what they know
has received relatively little attention in the literature. Drawing on behavioral and
learning theories, this research investigates various factors that impact how
individuals manage their knowledge, and how such extended behaviors influence
the outcomes that are commonly attributed to their better management of
knowledge. This research focuses on these individual behaviors in the context of
information technology supported knowledge work since today’s knowledge work is
substantially integrated with diverse information technologies. A manufacturing
related environment is chosen to test the proposed hypotheses because of a wide

variety of work settings and information technologies available in this context.
Following a pre-test and pilot, large-scale analysis utilized data collected from 252
individuals. The results of the analysis suggest that cognitive effort involved in their
work, empowerment and information technology support available significantly
impact the individuals’ knowledge management practice. Other work characteristics
such as virtualness of work and slack time available did not have a significant direct
impact on their knowledge management practice. Virtualness, however, contributed
to the degree to which the work would be perceived as cognitively demanding. The
three dimensions of community of practice also did not have a significant direct
impact on the respondent’s knowledge management practices. The structural and
cognitive aspects, however, had a significant impact on the relational dimension.
Further, consistent with other cognitive theories, the relational dimension influenced
individuals’ knowledge management practices through their cognitive empowerment.
Greater engagement in various knowledge management practices by these individuals
led to increased task related knowledge and better performance.
Todd Allen Peachey 2016, This study examined the effects of culture, climate,
intrinsic motivators, structure and technological capabilities on knowledge
management effectiveness when structure is moderated by technological capabilities.
Knowledge workers were surveyed to collect data on their perceptions of culture,
climate, structure and technological capabilities within the organization. Partial
Least Squares Modeling was used to analyze the data. This research found evidence
that climatic factors including fairness and affiliation, in addition to intrinsic
motivators and technology, affect knowledgemanagement effectiveness.
Anitha Chennamaneni 2016, Knowledge sharing has been identified as the key

enabler of knowledge management. To leverage knowledge resources and to support
knowledge sharing, organizations are employing knowledge management systems.
While knowledge management systems are important, practical implementations
have found that technology alone cannot guarantee that knowledge will be shared.
The objective of this research study was to examine factors that promote or
discourage knowledge sharing behaviors of knowledge workers in the organizational
context. Drawing from multiple streams of research including social psychology,
organizational learning, knowledge management, information systems and so forth,
this research developed an integrated theoretical model and unveiled three sets of
critical factors: psychological, organizational and technological that are believed to
affect the knowledge sharing behaviors. The posited theoretical model was validated
using a field survey of knowledge workers. The results of the study provide empirical
support for the overall structure theorized in the research model. 11 of the 12
hypothesized relationships were supported. Knowledge sharing behavior was
predicted by the knowledge workers intention towards knowledge sharing and
perceived behavioral control. Knowledge sharing intention in turn was predicted by
knowledge workers attitude towards knowledge sharing, subjective norm and
perceived behavioral control. The knowledge workers perceptions of reciprocity,
reputation, enjoyment in helping others were positively associated with favorable
attitude towards knowledge sharing. The perceptions of loss of knowledge power
exerted a negative effect on the attitude. Organizational climate positively influenced
knowledge workers subjective norm. Additionally, facilitating tools and technology
was positively associated with high levels of perceived behavioral control towards
knowledge sharing. Based on the findings, the study discussed implications for theory

and practice. Overall, the results of the study advance prior research in the area of
knowledge sharing by shedding light on the determinants of knowledge sharing
behaviors of knowledge workers. In addition to contributing to theory, the findings
of the study also yield insights for practice. These insights could be used by
organizations in developing realistic environments that are conducive to knowledge
sharing.
Terrence P. McGill 2016, This study, using mixed methods, explores the
relationships among types of knowledge transfer channels and the transfer of various
forms/components of intellectual capital by individuals within an organization. Using
a grounded theory approach and multiple linear regressions, this study investigated
operational descriptions of intellectual capital types and the knowledge transfer
channels used to effectively transfer them, as well as relationships among them in the
specific setting of a Department of Defense field activity. Twenty-three individuals
from across the organization participated in qualitative study interviews and one-
hundred and thirteen individuals from the same organization completed a self-
administered web- based survey for the quantitative study. Prior to this study, most
knowledge transfer and intellectual capital research has been theoretical in nature, and
was found to fall short of explaining the relationships between the two bodies of
knowledge. This study has implications for both theory and practice, as it provides a
beginning to understand the relationships among knowledge transfer mechanisms and
intellectual capital types, thereby extending the two bodies of knowledge and
establishing a connection between them. Regression analysis were used to examine
the hypotheses advanced from the qualitative findings. The analyses suggest that
within the Federal organization the effectiveness of aknowledge transfer channel used

to exchange intellectual capital between individuals within the organization is
dependent on the type of intellectual capital being transferred. The analyses also
suggest that the perceived effectiveness of knowledge transfer mechanisms for
exchanging intellectual capital is influenced by demographic and organizational
factors, among others, signaling that solutions for addressing intellectual capital
transfer within an organization should consider the diversity of the variables
influencing the intellectual capital transfer process. This research is essentially a
building block for both theory and practice. Future researchers are provided with the
basis for the relationship in a practical setting. Practitioners are provided with
operationalized descriptions of intellectual capital types and the knowledge transfer
channels used to effectively transfer them.
Nikhil Mehta 2016, Contemporary organizations are increasingly depending on
team- based structures to strategically consolidate their dispersed knowledge
resources. Team members possess diverse knowledge resources, and these have to be
combined with knowledge from external sources to achieve project goals. Teams
achieve this objective by integrating knowledge from external sources and blending
it with the skills, know-how, and expertise of the team members. Software teams
are an appropriate example of the importance of team-level knowledge integration.
Multiple project stakeholders, within and outside the team, possess diverse portfolios
of requisite know-how, skills, and abilities and teams must integrate them to develop
a timely and workable solution. Prior research suggests that software teams carry out
two types of knowledge integration - external integration and internal integration.
The aim of this study is to examine the influence of various team, project, and it
related antecedents on these two categories of knowledge integration in software

teams. Team-related issues include teams’ knowledge heterogeneity, relational
capital, and boundary-buffering processes. Project-related issues include project
uncertainty and project interdependence. IT-usage is examined in a moderating
capacity. A research model connecting various categories of antecedents to the two
types of knowledge integration was tested by collecting data on 300 projects in nine
mid- to large-sized CMM Level 5 software firms. The respondents provided
information in light of the most successful project and the least successful project
they had experienced. PLS latent variable modeling was used to analyze the data.
Two separate analyses were conducted: First, the combined sample of 300 projects
was examined to test the research hypotheses; and second, separate analyses were
conducted on 150 most successful projects and the same number of least successful
ones. The findings of this study support the influence of a number of team-, project-,
and IT- related issues on external as well as internal knowledge integration in
software teams. Among team-related issues, knowledge heterogeneity, relational
capital, and sentry processes significantly improved knowledge integration, while
guard processes had a negative impact on external knowledge integration. Among
project-related antecedents, project uncertainty had a significantly negative influence
on both internal as well as external knowledge integration, while project
interdependence significantly improved external knowledge integration. Interestingly,
IT-usage did not moderate the influence of either team- or project-related issues on
internal knowledge integration, but significantly improved the influence of these
issues on external knowledge integration. These results provide scholars with a
foundation for future research in developing a robust knowledge integration
framework. Interesting implications are also in offering for practitioners.

Worapa Anothayanon 2016, This study investigates knowledge transfer types that
are most frequently adopted by employees who have different tasks in an
organization. As the context of contemporary organizations becomes extremely
complicated, effective management of knowledge becomes critical in gaining and
sustainingcompetitiveness. The importance of effectively transferring knowledge can
help organizations gain knowledge capital, productivity, and performance. It is
proposed that the four knowledge transfer types are effectively adopted by four
different task situations: i.e., socialization by craft, externalization by non routine,
combination by engineering and internalization by routine. The research was
conducted at a local university using Quantitative Methodology along with a survey
instrument. Data were collected from 157 college alumni, who represented various
types of task situations. Results of the data analyses confirmed that the proposed
knowledge transfer types were matched with the anticipated task situations with the
exception of the non routine group. The findings also revealed that the socialization
and internalization types significantly contributed to knowledge transfer and only the
socialization type positively contribute to knowledge creation. Further research is
needed to advance the area of the non routine task situation and to intensively
investigate in an organization. For a crucial positive social impact, knowledge gained
from this study will help organizations in planning effective knowledge transfer,
which will result in gaining organizational knowledge wealth, increasing revenues,
decreasing budgets, improving human resources, and transforming organizations into
knowledge generation enterprises.
Chien Chun Lun, Grace 2016, Recent research on managing knowledge has focused
on its measurement. The aims of this study were to develop a measurement scale for

the assessment of knowledge management (KM) strategy implementation and to test a
KM model incorporating market orientation (MO) capabilities and organizational
performance (OP). By placing KM research within a hotel context, the research
explored new paths for understanding the nature of KM practices in the hotel
industry. Specifically, it proposed that MO capabilities might integrate with the
management practice of modern approaches of KM strategies in enhancing the
delivery component of OP. The purpose of the study was to investigate the linkage
between MO capabilities, KM strategies, and hotel performance. This study focused
on the investigation of hotels in Taiwan at a property level. The study not only aimed
at the development of a KM measurement scale for hotel use, but also empirically
examined whether or not KM strategies were an essential function of enhancing a
firm's performance by properly aligning MO capabilities. Therefore, objectives of the
study were to: 1) develop and validate an instrument for the assessment of KM
strategy implementation in the hotel industry; 2) examine the implementation of KM
strategies in the hotel industry; 3) revalidate an existing MO scale in a hotel context;
and 4) examine the relationships between MO, KM, and hotel performance. This
study employed a mixture of qualitative and quantitative methods. Two stages of a
qualitative research, focus group discussions and expert reviews, were involved,
followed by a quantitative survey research.
Amy Chou 2016, Technology advancement and global competition have driven the
pace of the business environment change. Inevitably knowledge workers have to
make the business decisions or design products/services under emerging and situated
context. Markus et al. (2002) describe Emergent knowledge processes (EKPs) are
organizational activities that exhibit three characteristics in combination: (1)

deliberations with no best structure or sequence, (2) knowledge requirements include
both general and tacit knowledge distributed across experts and nonexperts, and (3)
highly unpredictable actor set in term of job role or prior knowledge. Unlike in stable
business process, knowledge workers in EKPs have to rely on more information
technology to collaborate with other actors to solve problem and make decision for
unexpected situations. However, the knowledge work outcomes, such as new idea,
new interpretation, new processes, and productivity, can either be enhanced or
constrained by how knowledge workers use information technology. This research
proposes a causal model that suggests different factors, such as personal interpretative
styles (Thomas and Velthouse, 2000), communities of practice (Brown and Duguid,
2001), and interpretative flexibility (Orlikowski, 2002), will influence user
empowerment, which is an integrative motivational concept based on different
cognitive task assessments emerging from the interaction of people, process and
technology in virtual work (Doll et al. 2014). In turn, user empowerment will affect
the enactment of technology use for problem solving, decision support, collaboration,
and system reconfiguration. Consequently, the enacted technology use will change
the knowledge work outcomes, i.e. the frequency of generating new ideas, new
interpretations, new processes, and new artifacts as well as increasing productivity.
Structural equation model basedon the sample of 211 knowledge workers support that
(1) personal interpretive styles and interpretive flexibility of technology have direct
positive effects on user empowerment and have positive indirect effects on enacted
system use and knowledge work outcomes; (2) user empowerment has direct positive
effect on enacted system use and indirect positive effect on knowledge work
outcomes; and (3) enacted system use has positive effects on knowledge work

outcomes. However, communities of practice have no significant effect on user
empowerment.
Robert Scott Macy 2016, In the new knowledge based economy competitive advantage
comes not from tangible capital, but through intangible (i.e. intellectual) capital. Human
capitalis an important source of an organization's intellectual capital and the building block
of organizational knowledge and knowledge competencies. Given its importance, itwould
be useful for managers to know how they should acquire their knowledge
competencies. An organization's knowledge competency acquisition system is a
potential source of competitive advantage. Prior research is divided between
universalistic and contingency perspectives on the best way for a firm to organize its
knowledge competency acquisition system. Researchers under the universalistic
perspective see competitive advantage as an implementation story in which
organizations gain competitive advantage through superior implementation of
universalistic best practices — in this case an internalized knowledge competency
acquisition system. In contrast to the universalistic view of knowledge competency
acquisition, the contingency view indicates that increased effectiveness is obtained via
superior alignment between an organization's external task environment and its
organization's knowledge competency acquisition system. Under the contingency
perspective an organization should have a more internalized knowledge competency
acquisition system in more stable environments and a more externalized knowledge
competency acquisition system in more dynamic environments. Using the context of
large law firms in the United States the above two competing perspectives were tested
using five years of panel data. Results did not lend support to the universalistic
perspective, but did lend support to the contingency perspective. Results indicate that

an organization's task environment moderates the relationship between an organization's
knowledge competency acquisition system and its financial performance. Organizations
in more stable environments which used more internalized knowledge competency
acquisitions systems outperformed those that were more externalized, and organizations
in more dynamic environments which used more externalized knowledge competency
acquisition systems outperformed those that were more internalized
Mary Ellen M. Stallings Dorsett 2016, Although organizational knowledge is
considered the most strategically important resource and learning the most
strategically important capability for organizations, many initiatives being undertaken
to develop and exploit this knowledge are not explicitly linked to or framed by the
organization's strategy. The study described the relationship between knowledge
creation and strategy formation knowledge structures as they occurred within the
boundaries and context of a public, nonprofit healthcare organization. This
organization had more than 5,300 employees, a 14-member top management team,
and a seven-member publicly elected board of directors. During the study, the
organization experienced the departure of the chief executive officer and the return of
a former chief executive officer with 22 years of previous service with the
organization. The study followed a descriptive case study format using qualitative
methods. The primary method of data collection was the interviews of the top
management team and the board of directors. Data were also captured through
document analysis and observation. Data from the interview transcripts were analyzed
and captured using computer-aided cognitive mapping. Causal maps served as a
research technique to explore the knowledge structures of the organization. In
addition, the interpretation of results was discussed in the Knowledge Creation and

Strategy Formation context of an organizational learning system model. The level of
analysis of the study was at the organizational (collective) level. The findings of this
study did not reflect a coherent sense of direction for the organization. The
knowledge structures did not encapsulate a systems perspective about the inter
dependencies within the system or the exploration of new possibilities. There was a
heavy emphasis on obtaining and applying information with a propensity toward
performance. For the organizational learning structure, this resulted in little critical
inquiry and little actual organizational learning. Concerning strategy, it reinforced
operations rather than vision. Implications of organizational knowledge structures and
organizational learning for practice, research, and methods are explored in the final
parts of this study.
Tom C. Swanson 2015, This research study was a quantitative co relational study.
An Internet-delivered knowledge management (KM) survey was sent to 4,027
participants. The sample was taken from business newsgroups and discussion groups.
The response rate for completed surveys was 473 (11.7 %). The main question
addressed by this study was whether organizations are making the best use of
their e-mail enablers for KM. This study was divided into three research questions to
find an answer to this question. The three questions dealt with the degree to which
organizations have implemented e-mail enablers, the degree to which the participants
have used the e-mail enablers, and can the participants do more to capture knowledge
with no additional cost to the organization. The study did find most (386 or 99%)
organizations do not have a complete e-mail enabler KM solution. In fact, only 4
(1%) participants reported a complete solution while 58 (14.9%) reported a solution
that is 50% to 85.7% complete. The study found e-mail KM enablers are effective in

improving KM. Correlation of several KM variables was completed to see if the e-
mail KM enablers were effective in improving KM capabilities. All of the
correlations were significant and suggest e-mail KM enablers improve the ability for
capturing knowledge. The study found 45.6% of the participants capture more
knowledge than previous studies. There were 142(30%) participants who reported
transferring 71% or more of their daily use of organizational knowledge through their
e-mail system. There were 74 (15.6%) participants who reported they transfer 61% to
70% of their daily use of organizational knowledge through their email system.
Almost all of the participants 469 (99.2%) transfer more than 10% of the knowledge
they work with everyday through their e-mail system. Another result of this study was
finding the amount of time to perform specific KM tasks using e-mail although this
was not the primary focus. The time saved could be translated to dollar amounts
by applying the cost per minute to the totals. The cost could then be used to predict an
ROI for potential new KM implementations. Potential ROI is calculated in this
study.
Caren M. Ledbetter 2015, This quantitative research study investigated a concept of
a wise business leader providing for a wise leader model. The participants were
froma closed population of international MBA graduates. A self-administered survey
was accessed by the respondents through the Internet. The respondents evaluated their
respective most senior executive leader, other than themselves, as to whether they
perceived the leader as wise. Essential elements, drawn from the knowledge
management and ethics management domains, were identified as necessary in
viewing a leader as wise. Respondents then provided information as to the presence
of all the elements in their respective organizations and evaluated leader. The results

indicated a higher percentage of perceived wise leaders than the actual presence of
the essential elements. This disparity may be due to charismatic, group-think, or
personal alignment influences. Thus, an objective tool, such as the wise leader model,
could be utilized to more accurately and effectively evaluate and develop an
organization and its leadership.
Sheng Wang 2015 Knowledge management has been recognized as one way for
organizations to gain a competitive advantage. Despite being one major technique
to facilitate knowledge management, technological knowledge management
systems (KMSs) often fail because their implementation does not consider when
people choose to share knowledge. The present research draws upon accountability
theory, social exchange theory, and the Five Factor Model of Personality to
examine how two contextual factors (i.e., evaluation and evaluation plus- reward),
perceived benefits, and personality characteristics are related to individuals’ intention
to share knowledge and their actual knowledge sharing via a KMS. A lab and a field
study using a longitudinal quasi- experimental design were conducted to test the
study hypotheses. Three experimental conditions were implemented for each study,
including a control condition, an evaluation condition, and an evaluation-plus
reward condition. Surveys were used to measure study participants’ personality
characteristics and perceived benefits. Knowledge sharing measures included
intentions and actual sharing behaviors. The findings generally provide support for
the prediction that accountability mechanisms (i.e., evaluation and evaluation-plus-
reward) facilitate knowledge sharing via a KMS. As expected, career-related
benefits were also found to have a positive effect on both knowledge sharing
intention and actual sharing. Personality characteristics interacted with the conditions.

The implications of the study results for research and practice in knowledge
sharing and knowledge management are discussed.
Christopher Wood 2015 The true importance of knowledge and Knowledge
Management in today’s organizations cannot be overstated. Unlike many of the
other types of capital that appear on an organization’s balance sheet, existing
knowledge more-readily lends itself to “recycling” to generate new intellectual
capital for the benefit of the organization. If we are to take full advantage of the
existing knowledge within an organization, then we must develop and implement
strategies and policies to manage the knowledge environment. The question of“how”
knowledge management is implemented and employed to create value within
organizations has been studied in recent years. These studies evaluated knowledge
management styles, enablers, and processes with respect to their impact on
organizational performance as well as the structure of the organization itself.
Although a number of these previous studies attempt to address knowledge
management at the work-unit level, none of them includedrigorous measurements of
the work-unit characteristics. This dissertation provides a proposed model
integrating much of the previous research and extending it to the work-unit level,
providing a structured approach for gathering the research data and performing the
analysis to confirm the premises that relationships exist between these variables at
the work-unit level. Because knowledge generation and knowledge sharing primarily
occur at the work-unit level in organizations, this research should have
significant implications for both researchers and practitioners in the development of
effective knowledge management strategies and approaches. The organizational
environmental variables studied (Learning Culture and Information Technology (IT)

Support) were found to produce a significant positive influence on knowledge
orientation. These environmental factors should be considered by researchers and
practitioners alike, and should be included in planning future studies and
organizational design to optimize performance with respect to knowledge workers to
promote effective knowledge management within the work-unit. This research
combines frameworks from several reference disciplines to provide a cogent model
upon which to continue building toward a complete understanding of the relationship
between knowledge management orientations, the task environment, and explain how
both sets of work environment variables are inextricably linked to the KM
organizational effectiveness factors of knowledge quality and knowledge
management satisfaction.
Daniel Victor Krefting 2014, This qualitative action research discovers the
knowledge seeking practices of four healthcare leaders in a learning organization.
Leaders were interviewed individually using questions created through a review of
Knowledge Management, Leadership and Learning Organization literature. Findings
were that these leaders engaged in effective knowledge seeking practices, key
knowledge individuals were their most important knowledge resource, and peers and
executive leaders had most of the knowledge these leaders needed. Leaders’
knowledge seeking practices focused on relationships, communication, and inquiry
and dialogue. Coaching and mentoring were identified as opportunities, and a lack of
time creates challenges to knowledge seeking. Most important, there was a gap
between leaders’ current knowledge seeking practices and learning organization
oriented knowledge seeking practices. Recommendations related to addressing this
gap included continuing to support competency based performance management

systems, and increasing learning organization and experiential oriented learning
opportunities for leaders, including self-management, and meeting-leadership
learning opportunities.
Leona Ba 2014, The purpose of this study was to examine the relationship between
knowledge management and organizational culture. The Organizational Learning
Systems Model (OLSM) and the Competing Values Framework (CVF), the 2 models
used in the study, are both consistent with Parsons's general theory of action, in
particular his 4-function paradigm. This common theoretical foundation provided the
conceptual links that enabled the research to operationalise the knowledge
management and organizational culture constructs. Based on the OLSM, knowledge
management was defined as consisting of 4 knowledge management processes,
namely environmental scanning, knowledge creation, knowledge sharing, and
organizational memory. The CVF allowed for organizational culture to be manifested
through 4 dominant cultural types: the clan, the market, the adhocracy, and the
hierarchy. These eight knowledge management and organizational culture variables
were measured using a cross-sectional survey methodology. The study was conducted
at the team level of analysis. Data were collected from a purposive sample of 51
teams from 21 organizations with a total of 104 individuals. Hierarchical cluster
analysis classified these teams into 3 different clusters with no dominant cultural type.
These 3 clusters possessed strong, moderate, and weak comprehensive cultures,
respectively. Analysis of variance indicated that these clusters were significantly
different in terms of their knowledge management scores. Furthermore, the clusters
with the strongest cultures obtained the highest knowledge management and
performance scores. Unlike cultural strength, cultural congruence did not seem to be

related to knowledge management scores. Within each of Parsons's 4 functional
prerequisites, correlation analyses examining the relationship between knowledge
management sub scores and the associated cultural type suggested the existence of a
significant relationship between these variables. Overall, the findings of the present
study allowed for cross-validating the OLSM and the CVF. They provide support
for the use of such models, which integrate the tensions and contradictions inherent in
organizations. Finally, these findings serve to draw implications for research, practice
and theory.
Judith Mebane Ray 2013, Knowledge management (KM) aims to provide a
foundation to support an organization’s sustained competitive advantage by building
and sustaining the value and uniqueness of organizational knowledge resources and
processes. From an inductive theory-building case study of an organization struggling
with the design of its knowledge management system (KMS), a conceptualization of
KM as a sense making system emerged. This takes place in a sense crafting
environment whose principal components are contexts, triggers, knowledge actors,
and dynamic tensions. A key finding is the central role played by knowledge actors in
crafting sense and driving change in KMS initiatives. They were active players in
designing their own shape and trajectory. Multiple organizational contexts were
found to be of particular importance to sense making around knowledge management.
Change in the KMS was found to be driven from two different sides. First, triggers
for KMS change originate in organization’s strategic actions and reactions to events
in external environment. Additionally, this study uncovered the action of proximate
triggers—close-at-hand triggers into which effects of more distant triggers are
funneled and that initiate change processes within the KMS. Second, dynamic

tensions—naturally-occurring organizational paradoxes never fully and finally
resolvable, yet which must be addressed in designing any system—interface between
organization and KMS and serve as levers for an ongoing process of sense making
around organizational knowledge. Movement and interplay among these components
leads organizational participants to greater understanding of the role knowledge and
information resources play in contributing to the organization’s sustained competitive
advantage. The sense crafting environment comprises the core of an organization’s
KMS—the knowledge management pyramid. This pyramid has three layers; KM as
a sense making system—the focus of this study—occupies the middle layer. It is the
workings of the core—the sense crafting environment—that allows anorganization to
move from utilizing KM to enhance operational effectiveness and efficiency at the
foundational information processing layer through utilizing KM to make sense of
knowledge’s value to the organization to utilizing KM to transform the organization
itself. Implications for further theory development are addressed. Key concepts in the
model suggest design parameters for organizations building KM systems.
John Ralph Shantz 2013, Knowledge management in organizations has become
recognized as increasingly important for success. This study examined two
participant registered nurse study groups (N = 40) from local health care
organizations to predict if utilizing knowledge management theory, applications, and
principles affected their perceived ability and motivation to transfer learning to the
job. The study was conducted utilizing two subscales of the Learning Transfer
Inventory Scale (LTSI): Transfer Design and Motivation of Transfer Learning. vi
Group A (n = 20) underwent a training program based on knowledge management
theory, principles, and application, while Group B (n = 20) underwent training

without utilizing the knowledge management platform. Two independent sample t
tests were conducted between Groups A and B for the Transfer Design and
Motivation to Transfer Learning scales. The scores were examined for violations of
critical assumptions. Analyses were also conducted to check for evidence of
abnormality or unequal variances in the data. A Pearson's r correlation was conducted
between the two dependent variables, the Transfer Design and Motivation to Transfer
Learning scales. Additional independent sample t test analyses were conducted on
each item in the Motivation to Transfer Learning scale. Results revealed significantly
higher scores in Group A than Group B on the Transfer Design scale. The results on
the Motivation to Transfer Learning scale revealed Group A had significantly higher
scores than did Group B on Question 4, "I believe the training will help me do my job
better." A knowledge management platform appears to be an effective strategy in the
design of training programs.
Dorit Nevo 2013, Knowledge Management Systems (KMS) are computerized systems intended to
support the management and application of organizational knowledge. Despite the many potential
benefits from KMS industry reports show that companies are having difficulties in realizing these
benefits. This dissertation sets out to identify the reasons for those difficulties - from a
requirements analysis point of view - and to propose a way to improve the design of KMS in
order to enhance their benefits to companies. We develop a theory-based approach to the
evaluation of Knowledge Management Systems and identify the main shortfalls of existing
systems. The findings show two inter-related problems. First, the lack of a conceptual model such
as an organizational ontology or of additional knowledge about the knowledge might inhibit KMS
ability to support specific organizational KM processes. Second - the lack of an integrated KM
product reduces organization's ability to attain an overall solution for the management of

organizational knowledge. In addition, the analysis pinpoints the inability of current technology to
support effective management of tacit knowledge - an important aspect of KMS design. In the
second part of the dissertation we focus on one of the problems identified - namely, the lack of a
unified meta-knowledge set - and identify the specific meta-knowledge that should be
incorporated into the design of KMS. The expected benefits from the inclusion of Meta
knowledge are better management of organizational memory and enhanced adoption of
knowledge by KMS users. We conduct an empirical investigation - using conjoint analysis - to
identify specific attributes of knowledge and of knowledge sources that individuals take into
account when making their knowledge use decision, and propose that these attributes should be
included as meta-knowledge in the KMS design. The results indicate that the 'accuracy' and
'relevance' of the knowledge are the top two important attributes in the knowledge selection
decision and 'extent of knowledge' and 'trustworthiness' are the top two important attributes in the
selection of a knowledge source. In addition the results show that knowledge plays a slightly
more important role than knowledge source in the overall decision. Finally, several demographic
and contextual variables - such as the knowledge search task and organization size are shown to
affect the importance of different attributes in the overall evaluation of knowledge and of
knowledge source by individuals.
Karen Graham 2013, Given the strategic significance of knowledge, many
organizations are adopting a new class of information technologies (ITs) to support
their knowledge management and organizational learning activities. ITs such as
portals, groupware, and data warehouses, collectively referred to as knowledge
management technologies (KMTs) in this study, have been deployed to support
enterprise-wide knowledge creation, sharing, and integration. But how are they
fulfilling this goal? As new information technologies, KMTs have been studied from a

technical perspective and are under-researched from organizational and behavioral
perspectives. Therefore, the main objective of this research was to address some of
these gaps in prior work by developing and empirically testing a comprehensive
framework that identifies the processes through which KMTs contribute to learning
within organizations. This research is based on the Vandenbosch and Higgins (1996)
study that empirically tested and found support for direct positive relationships
between knowledge acquisition behaviors (focused search and scanning) and
individual learning (mental model maintenance and mental model building) . The
current research empirically tested an extension of the Vandenbosch and Higgins
model incorporating: 1) a broader conceptualization of knowledge-based activities
(acquisition, sharing, and analysis and interpretation) facilitated by technologies
designed to support knowledge work, 2) consequences of post-adoptive behavior in
the form of specific organizational learning outcomes (decision-making impacts and
intentions to innovate with an IT), 3) the effect of certain perceived working climate
characteristics (that reflect learning and innovation orientation) on usage behaviors
(KMT use and knowledge use), and 4) the effect of specific individual characteristics
(personal innovativeness in IT, computer self-efficacy, and prior related knowledge)
on both of the aforementioned usage behaviors. Associated hypotheses were tested in
cross- sectional field studies using survey data from two independent samples from
two sites. Both research sites were non-profit organizations that had implemented a
data warehouse at least four years prior to the study being conducted. The
research findings indicate that use of a KMT for various knowledge-based activities
results in an incremental or radical change in the mental models of those who use
them. In addition, perceived organizational climate for learning and innovation

influences 1) the extent to which a KMT is used, and 2) the extent to which
individuals actually apply or intend to apply new knowledge. Furthermore, personal
innovativeness in IT, computer self- efficacy, and prior related knowledge has a
significant combined effect on KMT use and knowledge use. The contributions of
this research are two fold. From a practical perspective, these results provide evidence
that the use of KMTs contribute significantly to the gathering and use of
organizational intelligence. Also, working climate can inhibit or enhance the extent to
which these benefits are realized. Theoretically, the comprehensive research model
provides a framework for examining the relative effects of various dimensions of
perceived organization climate and individual characteristics on learning and
learning outcomes.
Lakshman C 2013, The long tradition of leadership theory and research has not adequately
addressed the role of leadership in managing information and knowledge, despite their importance
to organizations. Consequently, with some exceptions (e.g.Lord & Maher, 2001; and Fleishman,
Mumford, Zaccaro, Levin, Korotkin, & Hein, 1991) information and knowledge management as
key leader functions have not been sufficiently explored. This dissertation builds on the leadership
and organizational literature by extending the theoretical framework built by Lord & Maher
(2001) detailing the various means through which organizational leaders have an impact on
organizational performance, and by extending ideas discussed by Fleishman et. al. (2001) on
taxonomic descriptions of leader behavior. The specific objectives of this dissertation are twofold.
First, this dissertation builds a theory of the role of leadership in information and knowledge
management through a review of the leadership and knowledge management literatures. Second,
this dissertation tests the hypothesis developed using CEO interviews published in the Harvard
Business Review over a period of more than a decade. The theory built here suggests that
information and knowledge management is a key function of executive leaders of organizations.
CEO knowledge in the form of cause-effect beliefs is hypothesized to be positively related to
organizational effectiveness and perceptions of leadership. Processes of knowledge management
and customer-focused knowledge management are also hypothesized to relate to organizational
effectiveness. Using a method similar to structured content analysis developed by Jauch, Osborn,
& Martin (2000), this dissertation uses these HBR interviews and develops questionnaire
instruments through which data were collected from respondents in a structured fashion. These
published interviews with top executives of organizations (such as CEOs) were distributed to
three groups of respondents, who then carefully read the interviews and responded to the
structured questions that had been developed for the purpose of assessing the relevant constructs
in the study. The independent variables are knowledge in the form of cause-effect beliefs,
knowledge management and customer-focused knowledge management processes. The dependent
variables are leadership perceptions and organizational effectiveness. The structured content

analysis method yielded acceptable scale reliabilities for all of the constructs in the study. Further,
acceptable levels of inter-rater reliability in the form of both correlations and coefficient of
agreement were found, allowing a sufficient degree of confidence in the use of these data in
testing hypotheses. Regression analysis, using the overall average across respondent types, on each
of the scale measures, yielded strong results for the impact of the independent variables on
measures of performance and perceptions of leadership. The major hypotheses, relating cause-
effect beliefs held by the CEOs and their knowledge management practices to performance
measures and leadership perceptions, were "supported. The hypothesis relating customer-focused
knowledge management practices ofthe CEOs to organizational effectiveness was not supported.
Leonard J. Ponzi 2012, Knowledge Management (KM), a concept perceived by academics and
practitioners as an emerging field, has little empirical lead evidence to support claims about its
origin, growth, or constructs. The purpose of this research was to analyze systematically the 1991
to 2001 academic and industry literature to provide a better understanding of KM's evolution and
intellectual development. Given the limitation of the methodological approach in this study, the
analysis presents an archival view of KM. The findings of this research illuminate the emergence
of KM, and in so doing, this study unpacked the KM concept by employing seven different
bibliometric techniques and analyses (Discourse Life Cycle, Co-Term Occurrence, Author Co-
citation Analysis, Disciplinary Activity & Breadth, Author Influence Index, and Disciplinary
Influence) to explore the main conceptual shifts in KM's discourse, interdisciplinary nature, and
intellectual structure. This methodological approach statistically analyzed data gathered from the
occurrence and co- occurrence of key search phrases, cited authors, and cited references.
Discourse life cycle and co-term occurrence analyses reveal that KM is still developing and that it
has had three distinct evolutionary stages. The period 1991 to 1995 reflect KM's origin and
formation. The foundation of KM occurred in 1995, when Nonaka and Takeuchi's seminal work,
The Knowledge-Creating Company, was published. This work marked the tipping point to the
growth stage as well as the birth of KM. Starting in 1996 and continuing through 1999 is a growth
period, in which the KM literature reached exponential growth rates. During 2000-2001, the KM
literature experienced a contraction and rebound. Disciplinary Activity measures show that KM's
rapid growth, contraction, and rebound was in large part a computer industry driven phenomenon.
The intellectual development analyses support claims that KM has emerged from the
organizational sciences and is predominantly a social science phenomenon. The intellectual
structure supports the four proposed constructs of: 1) Creating a Knowledge-based Business
Strategy; 2) Developing a Learning Organization; 3) Managing Intellectual Capital; and 4)
Leveraging Information Technology. Future study of KM's evolution and intellectual
development is needed.
Peter V. Marks, Jr 2011, Knowledge is a resource in organizations that has the
ability to provide a competitive advantage that is difficult for other organizations to
imitate because knowledge resources are generally unique to the originating
organization. Recently, organizations have taken steps to better utilize this resource
within their own organizations. These steps have often manifested themselves as the
development of organizational Knowledge Management Systems (KMSs). KMSs are

automated systems that have the intent of capturing and disseminating knowledge
that exists in the organization throughout the organization. However, a problem with
the utilization of this resource is getting individuals within the organization to share
their knowledgethrough the KMS. This thesis compares and contrasts the effects of a
measure named Supervisory Control (based in Economic literature) to a measure
named Organizational Support (based in the Sociological literature) and explores
the differing effects on two separate dependent measures of sharing knowledge
through a KMS, (1) frequency of contributions to the system and (2) effort that an
individual is willing to exert to share organizationally efficacious knowledge through
the system. The thesis posits that there will be a stronger relationship between
supervisory control and frequency of contributions because these measures are more
tangible and quantifiable in organizations. Contrastingly, this thesis posits that there
will be a stronger relationship between organizational support and effort to contribute
organizationally efficacious knowledge because both of these measures are more
generalizable and difficult for management to accurately assess. The data for the
study were collected through a field study in an organization that has been utilizing a
KMSfor over five years. The results of the data analysis revealed that the supervisory
control measure had the most significant impact on frequencies of contributions,
which was expected. However, supervisory control also had the greatest impact on
effort to contribute organizationally efficacious knowledge to the system, which was
not expected. This result provides empirical evidence that supervisory control can
impact knowledge sharing when it is measured as both a tangible frequency and a less
than tangible effort to contribute organizationally efficacious knowledge.
Andrew H Gold 2011, A hallmark of the new economy is the ability of

organizations to realize economic value from their collection of knowledge assets as
well as their assets of information, production distribution, and affiliation. Despite
the competitive necessity of becoming knowledge – based organization, senior
managers have found it difficult to transform their firms through programs of
knowledge management. This is particularly true if their organizations have long
histories of process and a tradition of business success. This research examines the
issue of effective knowledge management from the perspective of organizational
capabilities. This perspective suggests that a knowledge infrastructure consisting of
technology, structure, and culture along with knowledge process architecture of
acquisition, conversion, application, and protection are essential organizational
capabilities or "pre-conditions" for effective knowledge management. Through
analysis of survey collected from over 300 senior executives, this research
empirically models and uncovers key aspects of these dimensions. The results
provide a basis for understanding the completive predisposition of a firm as it enters
a program of knowledge management.
Tayyab Maqsood School of Property, Andrew D. Finegan, 2019, This paper aims to
summarize a Doctor of Philosophy research study. The purpose is to provide a summary of the
scope, literature review, and main issues raised in the thesis, the application of a two phase action
research methodology, key research findings and potential areas for future research.
Design/methodology/approach in this research investigates the role of knowledge management
(KM) in supporting innovation and learning in the construction industry. The research is carried
out in two phases. Phase 1 employs a grounded theory methodology to develop and map out the
current state of knowledge-related activities being undertaken in two leading Australian
construction organizations. This is developed into a model thatshows that the segregation between
three crucial components – people, process and technology – of an organization is required to
successfully carry out construction work. Phase 2 utilizes soft system methodology (SSM) as a
KM tool to identify the gap between organizations’ internal and external knowledge sources. This
gap is significant as it restricts the pull of knowledge fromexternal knowledge sources. Findings
in this investigation provide a model to achieve KM initiatives through adoption of SSM. This
results in an improvement in the integration of people, process and technology within an
organization, an increase in the capacity of the organization to pull external knowledge, and
thereby improve its own internal knowledge bank. All these improvements help an organization
to transform itself into a learning organization that can continually adapt and innovate. Practical

implications denote that KM research is relatively new in the construction industry. This research
has significantly added to the existing body of knowledge in the domain of KM by effectively
linking KM with innovation and learning. This provides a strong case for employing KM in order
to make innovation a regular phenomenon within the construction industry and encouraging
organizations to transform themselves into learning organizations. Originality/value of this paper
is that it provides practitioners with an insight into how KM can be applied in project
management (PM)-oriented organizations. Also the research explores an identified gap between
PM research and practice, and argues that industry needs to effectively work in collaboration with
knowledge sources found in academia. The paper also demonstrates that SSM can be used to
create artifacts of knowledge.
Yogesh Malhotra, 2015, The purpose is to provide executives and scholars with pragmatic
understanding about integrating knowledge management strategy
andtechnologies in business processes for successful
performance. Design/methodology/approach in this research provides a comprehensivereview
of theory, research, and practices on knowledge management develop a framework that contrasts
existing technology-push models with proposed strategy-pull models. The framework explains
how the ‘‘critical gaps’’between technology inputs, related knowledge
processes, and business performance outcomes can be bridged for the two types of
models. Illustrative case studies of real-time enterprise (RTE) business model designs for
both successful and unsuccessful companies are used to provide real world understanding of
the proposed framework. Findings in this research suggest superiority of strategy-pull models
made feasible by new ‘‘plug-and-play’’ information and communication technologies over the
traditional technology- push models. Critical importance of strategic execution in guiding the
design of enterprise knowledge processes as well as selection and implementation of related
technologies is explained. Research limitations/implications are that given the limited number
of cases, the framework is based on real world evidence about companies most popularized
for real time technologies by some technology analysts. This limited sample helps understand the
caveats in analysts’ advice by highlighting the critical importance of strategic execution over
selection of specific technologies. However, the framework needs to be tested with multiple
enterprises to determine the contingencies that may be relevant to its application.
Originality/value of this paper is that the first comprehensive analysis relating knowledge
management and its integration into enterprise business processes for achieving agility and
adaptability often associated with the ‘‘real time enterprise’’ business models. It constitutes
critical knowledge for organizations that must depend on information and communication
technologies for increasing strategic agility and adaptability.
Geoff Walsham, 2011, Much organizational effort has been put into knowledge management
initiatives in recent years, and information and communication technologies (ICTs) have been
central to many of these initiatives. However, organizations have found that levering knowledge
through ICTs is often hard to achieve. This paper addresses the question of why this is the case,
and what we can learn of value to the future practice of knowledge management. The analysis in
the paper is based on a human-centered view of knowledge, emphasizing the deep tacit
knowledge which underpins human thought and action, and the complex sense-reading and sense
giving processes which human beings carry out in communicating with each other and ‘sharing’
knowledge. The paper concludes that computer based systems can be of benefit in knowledge
based activities, but only if we are careful in using such systems to support the development and
communication of human meaning.

Irene Y.L. Chen, 2017, Many organizations have implemented knowledge
management systems to support knowledge management. However, many of such
systems have failed due to the lack of relationship networks and IT capability within
organizations. Motivated by such concerns, this paper examines the factors that may
facilitate the success of knowledge management systems. The ten constructs derived
from social capital theory, resource-based view and IS success model are integrated
into the current research model. Twenty-one hypotheses derived from the research
model are empirically validated using a field survey of KMS users. The results
suggest that social capital and organizational IT capability are important
preconditions of the success of knowledge management systems. Among the posited
relationships, trust, social interaction ties, IT capability do not significantly impact
service quality, system quality and IT capability, respectively. Against prior
expectation, service quality and knowledge quality do not significantly influence
perceived KMS benefits and user satisfaction, respectively. Discussion of the results
and conclusion are provided. This study then provides insights for future research
avenue.
Mahdi Mahmoodsalehi, Saeed Jahanyan, 2019, In this study we suppose that
knowledge management system is a facility for developing knowledge in a
company; this system effects thecorrelation between intellectual capital and business
performance. Thus in this research we studied effect of knowledge management on
business performance as a moderate variable. Therefore we attempt to explain
relationship betweenintellectual capital and business
performance regarding knowledge management. It was found that the knowledge
management system moderates the relationship between intellectual capital and

business performance. Also we found a positive correlation between three dimension
of intellectual capital and business performance. Despite a positive correlation
between intellectualcapital and business performance, when we controlled the effect
of knowledge management we observed that the correlation was less than before.
This indicates significant effect of knowledge management on intellectual capital
and business performance. It is observed by correlation analysis that KM as a
moderated variable, has a positive effect on the business performance and we show
that the relationship between IC and BP is positively moderated by KM.
S.C.L. Koh, A. Gunasekaran, 2016, The purpose of this paper proposes a
knowledge management approach for managing uncertainty in manufacturing
enterprises. Design/methodology/approach in this study states that the knowledge
management approach consists of a knowledge-enriched manufacturing system,
which is modeled using SIMAN simulation language and programmed using Visual
Basic applications. A knowledge-based planning module and an execution platform
are simulated so that signals could be transferred, and configuration to the planned
parameters could be made, in order to minimize variations due to uncertainties. A
reference architecture and intelligent agent are created to store tacit knowledge and
create explicit knowledge, respectively. Findings are that the manufacturing
enterprises should use both tacit knowledge about uncertainties and buffering and
dampening techniques, simultaneously with the explicit knowledge that is generated
by the intelligent agent, for managing uncertainty. The design of the knowledge
management approach enables easy integration with material requirements
planning, manufacturing resource planning or enterprise resource planning systems,
and complements with the adoption of advanced technology. Originality/value in this

paper provides a new concept – management by valued-added urgency, emerges that
underpins the knowledge management approach. It is grounded from the previous
literature on managing uncertainty classified into: masking approach; standardizing
approach; prioritizing approach; and optimizing approach and extended Westbrook’s
priority management theory. This concept focuses selectively on value-added changes
that need to be made to counteract variations caused by significant uncertainty.
Gunasekaran, E.W.T. Ngai, 2017, As markets have become global, more and more
manufacturing companies achieve global operations through various strategic
business alliances including joint ventures and outsourcing, etc. Since manufacturing
has become global to address the needs of the global market, companies take
advantage of advanced information technologies in achieving their global supply
chain. It is not enough to just establish an integrated information system such as
enterprise resource planning (ERP); it is also important to see to what extent this has
been used to facilitate innovation and knowledge diffusion along the supply chain
for an ultimate improvement of productivity and quality and in turn manufacturing
organizational competitiveness. Without the integration of people and information
technology/information systems (IT/IS), it is very hard to achieve any significant
improvement in organizational performance. However, there are not many articles or
reports that deal with knowledge management in advanced manufacturing
organizations. Advanced manufacturing enterprises are characterized by a physically
distributed enterprise environment, outsourcing and IT-enabled supply chain
management (SCM). This paper makes an attempt to review the literature
available on knowledge management (KM) in manufacturing with the objective of
identifying the gap between theory and practice, strategies and techniques for KM

systems in advanced manufacturing environments. The literature on KM in
manufacturing has been reviewed using a suitable classification scheme with the
objective of developing a framework for managing knowledge in manufacturing and
suggesting some future research directions.
Elizabeth Kremp and Jacques Mairesse, 2014, In modern knowledge driven
economies, firms are increasingly aware that individual and collective knowledge is
a major factor of economic performance. The larger the firms and the stronger their
connection with technology intensive industries, the more are they likely to set up
knowledge management (KM) policies, such as promoting a culture of information
and knowledge sharing (C), motivating employees and executives to remain with the
firm (R), forging alliances and partnerships for knowledge acquisition (A),
implementing written knowledge management rules (W). The French 1998- 2000
Community Innovation Survey (CIS3) has surveyed the use of these four knowledge
management policies for a representative sample of manufacturing firms. The micro
econometric analysis of the survey tends to confirm that knowledge management
indeed contributes significantly to firm innovativeperformance and to its productivity.
The impacts of adoption of the four surveyed KM practices on firm innovative and
productivity performance are not completely accounted by firm size, industry,
research & development(R&D) efforts or other factors, but persist to a sizeable extent
after controlling for all these factors.
Wing S. Chow, Lai Sheung Chan, 2018, The aim of our study was to further
develop an understanding of social capital in organizational knowledge- sharing. We
first developed a measurement tool and then a theoretical framework in which three
social capital factors (social network, social trust, and shared goals) were combined

with the theory of reasoned action; their relationships were then examined using
confirmatory factoring analysis. We then surveyed of 190 managers fromHong Kong
firms, we confirm that a social network and shared goals significantly contributed to a
person’s volition to share knowledge, and directly contributed to the perceived social
pressure of the organization. The social trust has however showed no direct effect on
the attitude and subjective norm of sharing knowledge.
S. L. Mountney, J. X. Gao S. Wiseall, 2017, The integration of manufacturing
knowledge into the product introduction process is presented as a knowledge
management problem. Concurrent engineering techniques are highly effective in
sharing manufacturing knowledge, particularly for the re-use of knowledge at the
detaildesign stage when the geometry has been developed. This research considers the
use of manufacturing knowledge in the earlier, preliminary stage of design where the
geometry is not so developed and where development of manufacturing technology
may be required. An exploratory case study was carried out with a manufacturer of
gas turbine engines for the civil aviation market. Semi-structured interviews were
carried out to investigate the manufacturing knowledge required and its format. Using
a data-driven analysis, a thematic code was developed and three themes emerged:
manufacturing impact, expressions of impact and knowledge type. These themes
indicate the requirement for a hybrid social-technical system to support both the tacit
and explicit elements of manufacturing knowledge. An indication of the maturity of
the manufacturing process also emerged as a major requirement in order to
synchronize manufacturing technology developments with future product
requirements. A prototype knowledge system is now being developed to meet the
requirements identified through the coding analysis. The specification of the system,

which uses a combination of information andsocial systems, is discussed.
Berger Ulrich, Lebedynska Yuliya, Minhas Sarfraz Ul Haque, 2018, This paper
focuses on the systematic methodology for incorporating intelligence and
development methodology for knowledge acquisition system in an automated
manufacturing environment. The intelligence is incorporated in the shape of
technology data catalogue that contains the knowledge about production system as a
whole. The knowledge acquisition system is implemented in the form of a multiuser
scalable interface into remote human machine interface devices (e.g. Personal Digital
Assistants) with a purpose of extracting concrete and precise information and
knowledge about manufacturing systems and processes in highly automated
manufacturing environment. The extraction of precise knowledge as well as
organized access to the knowledge will facilitates the operators, technicians and
engineers for making faster, safer and simpler on-process modifications and
parameters optimization.
Vittal S. Anantatmula, 2018, Criteria for Knowledge Management (KM) help
determine results. Our research indicated that widely accepted criteria and
performance measures have not been developed for KM. This study was undertaken
to establish a set of criteria to assess the effectiveness of KM for different types of
organizations. Subsequently, we will discuss how to expand these criteria to develop
measures. Our methodology/approach is based on a literature review to determine a
list of KM outcomes followed by the Delphi Technique and survey questionnaire
methods. The findings of the Delphi Technique were used to supplement literature
review findings. We used both these results to develop the survey questionnaire,
which was aimed at establishing criteria for assessing KM success. Future research

should focus on translating the soft measures of KM into detailed metrics.
M. D. Singh, R. Kant, 2018, In the fast changing global business, knowledge
management (KM) has emerged as an integral part of business strategy. Many
business organizations have implemented KM and many are in the process of its
implementation. KM implementation is adversely affected by few factors which are
known as KM barriers. The objective of this paper is to develop the relationships
among the identified KM barriers. Further, this paper is also helpful to understand
mutual influences of barriers and to identify those barriers which support other
barriers (driving barrier) and also those barriers which are most influenced by other
barriers (dependent barriers). The interpretive structural modeling (ISM)
methodology is used to evolve mutual relationships among these barriers. KM
barriers have been classified, based on their driving power and dependence power.
The objective behind this classification is to analyze the driving power and
dependence power of these barriers.
Kaj U. Koskinen, Pekka Pihlantob, 2013, In this article we address the question of
what kind of social engagements provide the proper project work context for tacit
knowledge acquisition and sharing to take place. In pursuit of this objective two
epistemological assumptions are presented, and the analytical tool for understanding
the behavior of project team members, the Holistic Concept of Man, is illustrated and
discussed. Project as a context of tacit knowledge utilization is discussed, and
different factors and situations that affect acquisition and sharing of tacit knowledge
in project work, are analyzed. The results of the study suggest that the situations,
where the members of a project team can interact face-to-face with each other,
reinforce tacit knowledge sharing. Also used language, mutual trust and proximity are

factors which affect the grade of tacit knowledge utilization in project work
Mostafa Jafari, Peyman Akhavan, Jalal Rezaee Nour, Mehdi N. Fesharaki, 2017,
Purpose of this paper aims to discuss the essential issues of knowledge management
adoption, in order to establish a knowledge management program in Iran Aerospace
Industries Organization (AIO). Design/methodology/approach in this paper has
identified critical factors of knowledge management through Iran AIOs based on a
comprehensive review of recent literature. For this purpose, a questionnaire was
designed, applied and then analyzed by some statistical methods. The results
discussed various perspectives from the knowledge management point of view, and
provided some critical factors and a regression model for showing essential issues of
subject. Findings are that the statistical analysis determined eight factors as critical
issues in this large-scale case study. These factors are “team working and KM
features,” “leadership and commitment of CEO,” “appropriate organizational
infrastructure,” “pilot, benchmarking and KM systems,” “job enrichment and
security,” “culture, change management and strategy,” “collaborative and flexible
organization” and “training and learning.” The overall results from the case study
were positive as well, thus reflecting the appropriateness of the suggested regression
model. Research limitations/implications are that the extracted factors can act as a
guideline for KM adoption in the organizations. This helps to ensure that the essential
issues are covered during design and implementation phase of KM program. For
academics, it provides a common language to discuss and study the factors crucial for
knowledge management. Originality/value in the paper may present high value to
researchers in the knowledge management field and to practitioners involved with
KM program in the organizations. This study further provides an integrated

perspective of critical issues for KM adoption in the high-tech industries including the
aerospace industry. It gives valuable information and guidelines that hopefully will
help the leaders to consider the important issues during knowledge management
establishment in the organization.
Kevin C. Desouza, 2012, The medical field in recent years has been facing
increasing pressures for lower cost and increased quality of healthcare. These two
pressures are forcing dramatic changes throughout the industry. Managingknowledge
in healthcare enterprises is hence crucial for optimal achievement of lowered cost of
services with higher quality. The following paper focuses on developing and fostering
a knowledge management process model. The process is then viewed through the
lenses of various strategic management and competitive frameworks.
Christine Urquhart, 2008, The progress of initiatives concerned with implementing evaluated
clinical research (such as evidence based medicine and clinical effectiveness) is dependent on
the way individual health professionals actually acquire, use and value clinical knowledge in
routine practice. The findings of two research projects, the Value and EVINCE projects, are
compared with studies of the consolidation and application of clinical knowledge in clinical
decisionmaking. The Value project was concerned with the ways in which informationfrom NHS
libraries might be used in present and future clinical decision making. EVINCE was a similar
impact study for nursing professionals. Both studies confirmed the importance of personal
clinical knowledge. Health information services need to use a variety of strategies and
knowledge management skills to ensure that the evaluated research evidence is assimilated and
implemented into practice.
Peter Loan, 2016, This paper sets out to review Mark McElroy's article which looks
at the new knowledge management. Design/methodology/approach provides a
critique of McElroy's work: The New Knowledge Management: Complexity,
Learning and Sustainable Innovation is presented. Findings are that the new KM
requires changes in traditional organizational practices: managers should defer to
workers, creating optimal knowledge production environments; organizations should
become open, broadly sharing the knowledge production process. The adoption of the

new KM is critical to the organization's ability to remain competitive in the
Knowledge Age. Originality/value of this study is that the new KM falls somewhat
short of McElroy's claim for it to be an implementation strategy for organizational
learning, because of its limiting assumption that knowledge is a product. The theory
of knowledge that supportsthe new KM does not adequately deal with knowledge and
the knower, or with truth or wisdom. This theoretical weakness does not detract from
the power or value of its insights; rather it renders problematic the placement of KM
within the organization and the organizational relationship of managers and
employees.
Prodromos D. Chatzoglou, Eftichia Vraimaki, 2019, Purpose of this paper aims to
develop an understanding of the factors that influence knowledge-sharing behavior
within an organizational framework, using widely accepted social psychology
theories. Design/methodology/approach provides Knowledge-sharing behavior of
bank

Review of literature knowledge management

Review of literature knowledge management

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Review of literature knowledge management

Semelhante a Review of literature knowledge management (20)

Mais de NIMMANAGANTI RAMAKRISHNA

Mais de NIMMANAGANTI RAMAKRISHNA (20)

Último

Último (20)

Review of literature knowledge management