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Journal articles on the topic 'Knowledge management'

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Published: 4 June 2021
Last updated: 25 July 2024

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1

JEBASTA, D. SHEELA, and Dr R. BHAVANI Dr.R.BHAVANI. "Knowledge Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 87–89. http://dx.doi.org/10.15373/2249555x/apr2014/233.

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2

ADALARASU, SUBASH K, DR B. "Knowledge Management." SIJ Transactions on Industrial, Financial & Business Management 7, no. 6 (November 29, 2019): 01–06. http://dx.doi.org/10.9756/sijifbm/v7i6/ifbm19045.

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3

Hron, J. "Knowledge and strategic management." Agricultural Economics (Zemědělská ekonomika) 52, No. 3 (February 17, 2012): 101–6. http://dx.doi.org/10.17221/5001-agricecon.

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The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.
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4

Miyan, Hasan. "Knowledge Management in Libraries." International Journal of Scientific Research 2, no. 4 (June 1, 2012): 209–10. http://dx.doi.org/10.15373/22778179/apr2013/75.

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5

Prabha, D. "Indigenous Knowledge Management vs Adam’s Knowledge Management." Acta Scientific Agriculture 5, no. 4 (March 11, 2021): 44–45. http://dx.doi.org/10.31080/asag.2021.05.0968.

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6

Zoogah, David B., Emanuel Gomes, and Miguel Pina Cunha. "Autochthonous management knowledge/knowledge management in Africa." Journal of Knowledge Management 24, no. 6 (June 16, 2020): 1493–512. http://dx.doi.org/10.1108/jkm-10-2019-0554.

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Purpose There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach The authors review studies on knowledge management and paradoxes on Africa. Findings The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international “best practice.” Originality/value The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management.
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7

Svoboda, E. "Knowledge-management in managerial work of business management." Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (January 7, 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.
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8

Naushad, Ali P. M., and Jafar Iqbal. "Knowledge Management in the Major Knowledge Repositories in India." International Journal of Knowledge Engineering-IACSIT 1, no. 1 (2015): 18–23. http://dx.doi.org/10.7763/ijke.2015.v1.3.

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Qhal, Eissa Mohammed Ali. "Big Data and Knowledge Management in Virtual Knowledge Incubators." AMBIENT SCIENCE 9, no. 3 (November 2022): 8–16. http://dx.doi.org/10.21276/ambi.2022.09.3.ga01.

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10

Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management." Journal of Quality in Health Care & Economics 5, no. 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-16000271.

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Roughly, the management of knowledge lies in the establishment of institutional guidelines from which will generate the isomorphism and mimeticism necessary to produce relevant information when making decisions or carry out forwardlooking actions. The objective of the present work is to specify a model with the purpose of studying the possible scenarios of knowledge management. A documentary study was conducted with a selection of sources indexed to leading Latin American repositories such as Dialnet, Latindex and Redalyc. Hypothetical dependency relationship trajectories between the specified variables are observed, as well as the inclusion of other factors according to the state of knowledge and the literature review is intensified.
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Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management." Journal of Quality in Health Care & Economics 5, no. 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-1600021.

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Roughly, the management of knowledge lies in the establishment of institutional guidelines from which will generate the isomorphism and mimeticism necessary to produce relevant information when making decisions or carry out forwardlooking actions. The objective of the present work is to specify a model with the purpose of studying the possible scenarios of knowledge management. A documentary study was conducted with a selection of sources indexed to leading Latin American repositories such as Dialnet, Latindex and Redalyc. Hypothetical dependency relationship trajectories between the specified variables are observed, as well as the inclusion of other factors according to the state of knowledge and the literature review is intensified.
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12

Johannessen, Jon-Arild. "Knowledge management in future organizations." Problems and Perspectives in Management 15, no. 2 (September 5, 2017): 306–18. http://dx.doi.org/10.21511/ppm.15(2-2).2017.01.

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The question addressed in this paper is linked to the future of knowledge management. The problem is that we don’t know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy.
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13

Mil'ne, B. "Knowledge Management." Problems of Economic Transition 43, no. 10 (February 1, 2001): 65–78. http://dx.doi.org/10.2753/pet1061-1991431065.

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14

Zyngier, Suzanne. "Knowledge Management." International Journal of Knowledge Management 7, no. 1 (January 2011): 35–54. http://dx.doi.org/10.4018/jkm.2011010103.

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Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34 countries across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the measurability of KM outcomes through KM governance. These research findings strengthen the proposition that KM governance supports the capacity of KM governance to realize and reveal the value from, or the return on investment (ROI) of KM strategy development and implementation; the selection of KM tools and techniques is less of a consideration in this regard.
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Bin-Abbas, Hesham, and Saad Haj Bakry. "Knowledge Management." International Journal of Knowledge Society Research 3, no. 3 (July 2012): 58–67. http://dx.doi.org/10.4018/jksr.2012070105.

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Building a knowledge-based society is widely recognized as leading to human, social and economic benefits. This paper explores the issue of using knowledge management as an instrument for the development and sustainability of this knowledge society. The paper attempts to achieve its purpose through four main integrated steps: providing a brief review of knowledge management and the knowledge society; viewing knowledge management according to the STOPE “strategy, technology, organization, people and the environment” scope; incorporating knowledge management into the six-sigma DMAIC “define, measure, analyze, improve, and control” process; and deriving observations on the outcome, and producing guidelines for future work. The paper emphasizes the claim that developing and continuously sustaining the knowledge society can be achieved by applying knowledge management through building it into the STOPE scope and the six-sigma process, and by considering the multi-level nature of the society. The paper enjoys a high potential as a guide to knowledge management driven development and sustainability of the knowledge society at all levels. This would be beneficial to all those interested and concerned with supporting the role of knowledge in their own societies.
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., Deepak. "Knowledge Management." i-manager's Journal of Educational Technology 2, no. 2 (September 15, 2005): 23–26. http://dx.doi.org/10.26634/jet.2.2.896.

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17

Hannabuss, Stuart. "Knowledge Management." Library Management 8, no. 5 (May 1987): 2–50. http://dx.doi.org/10.1108/eb054901.

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18

Gumbley, Helen. "Knowledge management." Work Study 47, no. 5 (September 1998): 175–77. http://dx.doi.org/10.1108/00438029810229318.

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19

Austin, Michael J., Jennette Ciaassen, Catherine M. Vu, and Paola Mizrahi. "Knowledge Management." Journal of Evidence-Based Social Work 5, no. 1-2 (January 2008): 361–89. http://dx.doi.org/10.1300/j394v05n01_13.

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20

Borges Tiago, Maria Teresa, João Pedro Almeida Couto, Flávio Gomes Tiago, and António Cabral Vieira. "Knowledge management." Management Research News 30, no. 2 (January 30, 2007): 100–114. http://dx.doi.org/10.1108/01409170710722946.

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21

Barham, Chris. "Knowledge management." Anaesthesia & Intensive Care Medicine 5, no. 12 (December 2004): 409–10. http://dx.doi.org/10.1383/anes.5.12.409.55120.

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22

Gray, Paul. "Knowledge Management." Information Systems Management 19, no. 1 (January 2002): 89–93. http://dx.doi.org/10.1201/1078/43199.19.1.20020101/31481.12.

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23

Walsham, Geoff. "Knowledge Management:." European Management Journal 19, no. 6 (December 2001): 599–608. http://dx.doi.org/10.1016/s0263-2373(01)00085-8.

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24

Shokri-Ghasabeh, Morteza, and Nicholas Chileshe. "Knowledge management." Construction Innovation 14, no. 1 (January 6, 2014): 108–34. http://dx.doi.org/10.1108/ci-06-2013-0026.

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Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.
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25

Malone, David. "Knowledge management." International Journal of Accounting Information Systems 3, no. 2 (August 2002): 111–23. http://dx.doi.org/10.1016/s1467-0895(02)00039-8.

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26

Cooper, Paul. "Knowledge management." Anaesthesia & Intensive Care Medicine 8, no. 12 (December 2007): 516–17. http://dx.doi.org/10.1016/j.mpaic.2007.09.012.

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27

Ferguson, Stuart, and Shelda Debowski. "Knowledge Management." Australian Academic & Research Libraries 38, no. 4 (December 2007): 299–300. http://dx.doi.org/10.1080/00048623.2007.10721315.

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28

Coakes, Elayne, and Dianne Willis. "Knowledge Management." OR Insight 14, no. 1 (January 2001): 2–3. http://dx.doi.org/10.1057/ori.2001.1.

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Coakes, Elayne, and Dianne Willis. "Knowledge Management." OR Insight 17, no. 3 (July 2004): 2–3. http://dx.doi.org/10.1057/ori.2004.10.

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30

Sensky, Tom. "Knowledge management." Advances in Psychiatric Treatment 8, no. 5 (September 2002): 387–95. http://dx.doi.org/10.1192/apt.8.5.387.

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Knowledge management sounds superficially like yet another of those topical expressions describing something that has been developed outside medicine and is possibly ill-suited for application within the field, but offering an excuse for yet more change. However, one of the distinguishing features of every profession is that it applies a body of specialist knowledge and skills to a defined purpose. Knowledge in medicine is growing exponentially. In a recent survey of just 22 general practices, the practice guidelines identified weighed 28 kg (Hibble et al, 1998)! In psychiatry, about 5500 papers which potentially have clinical relevance are published annually. Keeping pace with knowledge as it grows is a major challenge for all clinicians. This is reflected in the National Health Service (NHS) information strategy, which identifies three specific needs of clinicians (NHS Executive, 1998). These are: •fast, reliable and accurate information about patients in their care;•access to knowledge to inform clinical practice;•access to information to underpin evaluation of clinical practice, planning and research, clinical governance and continuing professional development.
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31

Shirey, Maria R. "Knowledge Management." JONA: The Journal of Nursing Administration 37, no. 1 (January 2007): 5–9. http://dx.doi.org/10.1097/00005110-200701000-00002.

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32

Carnall, Colin. "Knowledge Management." Journal of Change Management 3, no. 2 (July 2002): 189–90. http://dx.doi.org/10.1080/714042531.

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Kiran, Ravi, Parul D. Agarwal, and Anil K. Verma. "Knowledge Management." SAGE Open 3, no. 2 (April 12, 2013): 215824401348491. http://dx.doi.org/10.1177/2158244013484915.

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Anderson, Jane A., and Pamela Willson. "Knowledge Management." Critical Care Nursing Quarterly 32, no. 1 (January 2009): 1–9. http://dx.doi.org/10.1097/01.cnq.0000343127.04448.13.

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35

Saini, Dr Prativindhya, Dr Renu Jain, and Dr Nisha Jain. "Knowledge Management." International Journal for Research in Applied Science and Engineering Technology 11, no. 1 (January 31, 2023): 1786–88. http://dx.doi.org/10.22214/ijraset.2023.48025.

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Abstract: Knowledge management is the intentional and methodical alignment of an organization's people, technology, business operations, and organizational structure with the purpose of generating value through innovation and reuse. This coordination is accomplished through developing, exchanging, and putting information to use as well as by storing the best practices and priceless lessons acquired in corporate memory to support ongoing organizational learning. Therefore, it is crucial for firms to comprehend the fundamental ideas behind knowledge and how to successfully manage their knowledge assets. The purpose of this paper is to outline the knowledge management 3 types, SECI (Socialization, Externalization, Combination and Internalization) Model given by Nonaka & Takeuchi 1996 and future prospects of knowledge management.
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36

Gray, J. A. M. "Knowledge management." British Journal of Surgery 100, s6 (June 2013): 14. http://dx.doi.org/10.1002/bjs.9164_6.

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37

Colby, Beverly, Mary J. Durham, and Kris Liberman. "Knowledge Management." Bulletin of the American Society for Information Science and Technology 28, no. 6 (January 31, 2005): 7. http://dx.doi.org/10.1002/bult.253.

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38

Martin, Bill. "Knowledge management." Annual Review of Information Science and Technology 42, no. 1 (November 5, 2009): 369–424. http://dx.doi.org/10.1002/aris.2008.1440420116.

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39

Fan, Irene Y. H., and Wilson K. F. Shum. "Knowledge Management." International Journal of Knowledge and Systems Science 14, no. 1 (May 18, 2023): 1–17. http://dx.doi.org/10.4018/ijkss.323420.

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STEM education has become vital to equip the next-generation knowledge workers for Industry 4.0 world. STEM education refers to a curriculum based on the teaching of science, technology, engineering and mathematics, aiming to prepare students with critical thinking, collaboration, communication, and creative thinking (4C) abilities. STEM education and its associated industry market have tremendously grown in the past decade. Developing knowledge management skills and understandings are equally critical in equipping lifelong knowledge workers. The knowledge, skills, attitudes, and abilities to identify, search, analyse, apply and disseminate information and media products are essential. However, knowledge management-related education programs, curricula or frameworks for K-12 education still need to be made available. This article examines the common characteristics of STEM and KM education, investigates the current practice of KM in STEM education in Hong Kong, and proposes a STEM curriculum with KM learning elements for K-12 education.
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40

Choudhury, Suhasini, and Padmalita Routray. "Knowledge Management." DESIDOC Journal of Library & Information Technology 44, no. 2 (April 4, 2024): 77–87. http://dx.doi.org/10.14429/djlit.44.2.19309.

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Research in the KM field has been a point of attraction for innovation and sustainability. The need for research and the effort by the researchers are important to be analysed to know the overall status of contributions and contributors. The purpose of this paper is to identify trends in Knowledge management research and forecast future trends through bibliometric analysis. The study also aims to identify the highest contribution of articles by the authors, the institutions, the journals, and the countries. Microsoft Excel and VOSViewer software were used for the analysis of the data extracted from the Scopus database for the period 2003–2022. It found Bontis. N. of Canada stood out as the highest contributing author in KM research; the Hong Kong Polytechnic University of China proved to be the top contributing institution in the field; the Journal of Knowledge Management ranks first amongst the most contributing journals in the field; and the United States was the highest contributing country. Furthermore, the study found four clusters based on the co-occurrence of keywords. “Artificial Intelligence,” “Big Data,” and “knowledge hiding” are the budding areas in the field.
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41

Gao, Fei, Meng Li, and Steve Clarke. "Knowledge, management, and knowledge management in business operations." Journal of Knowledge Management 12, no. 2 (April 4, 2008): 3–17. http://dx.doi.org/10.1108/13673270810859479.

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42

Dodla, Tori Reddy, and Laura Ann JONES. "Identifying knowledge management strategies for knowledge management systems." Access Journal - Access to Science, Business, Innovation in the digital economy 4, no. 2 (April 2, 2023): 261–77. http://dx.doi.org/10.46656/access.2023.4.2(8).

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43

Ermine, Jean-Louis. "Knowledge Crash and Knowledge Management." International Journal of Knowledge and Systems Science 1, no. 4 (October 2010): 79–95. http://dx.doi.org/10.4018/jkss.2010100105.

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Population ageing is a phenomenon that is quite new and irreversible in the history of mankind. Every country and every organisation is concerned while it is not certain that all the risks and challenges have been clearly identified. Clearly, there is a risk of massive knowledge loss, i.e., “Knowledge Crash”, due to massive retirements, but not exclusively for this reason. This risk is not evaluated at the right level, and in this regard, this article, by including the problem of “Knowledge Crash” in the more general framework of “Knowledge Management”, enlarges the concepts of knowledge, generation, and knowledge transfer. The author proposes a global approach, starting from a strategic analysis of a knowledge capital and ending in the implementation of socio-technical devices for inter-generational knowledge transfer.
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FUJIWARA, AYANO, and TOSHIYA WATANABE. "KNOWLEDGE MANAGEMENT USING EXTERNAL KNOWLEDGE." International Journal of Innovation Management 21, no. 04 (May 2017): 1750031. http://dx.doi.org/10.1142/s1363919617500311.

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This study performed an empirical analysis of R&D based on technologies and knowledge embodied in people hired by advanced companies as engineers in emerging countries. In recent years, emerging companies in Asia have been recruiting numerous engineers from Japanese companies for their R&D efforts. This study empirically analysed the R&D performance of companies for which engineers from Japanese companies have become employed. Result shows that those engineers from Japanese companies contributed to increased patent production, patent complexity, and patent quality of companies in emerging Asian countries. However, the contribution is limited. Among the engineers from Japanese companies, engineers who contribute to increased patent production and who contribute to patent complexity, and patent quality are different.
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Kruizinga, Eelco, Gertjan van Heijst, and Rob van der Spek. "Knowledge management and knowledge infrastructures." ACM SIGOIS Bulletin 17, no. 3 (December 1996): 64–68. http://dx.doi.org/10.1145/242206.242325.

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46

Ceptureanu, Sebastian Ion. "Knowledge Cycles and Knowledge Management." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 1 (June 1, 2016): 173–77. http://dx.doi.org/10.1515/kbo-2016-0031.

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Abstract The increasing importance of knowledge for companies come along with the increasing concerns about the way organizations cope with the exponential growth of available knowledge and the increasingly more complex products and processes that incorporate knowledge. Given the importance and impact of knowledge activities on the knowledge-based management, various models, approaches or frameworks require a more analytical approach, centred on how knowledge can be effectively managed. This paper analyses several knowledge cycle models and discusses their importance in relation with the knowledge management, even though it seems to be few models that bring something truly new in understanding knowledge and knowledge cycle activities. That is the reason we chose to address some of these, starting with the first most influential one, the Wiig model, and finishing with a less structured but very comprehensive approach, the Heisig model.
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47

Amaravadi, Chandra S. "Knowledge management for administrative knowledge." Expert Systems 22, no. 2 (May 2005): 53–61. http://dx.doi.org/10.1111/j.1468-0394.2005.00294.x.

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48

Wensley, Anthony. "Knowledge management and knowledge creation." Knowledge and Process Management 4, no. 3 (September 1997): 139–41. http://dx.doi.org/10.1002/(sici)1099-1441(199709)4:3<139::aid-kpm104>3.0.co;2-s.

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49

Laperche, Blandine. "Knowledge Management, Knowledge Capital and Knowledge Capitalism." Journal of Innovation Economics & Management N° 43, no. 1 (January 19, 2024): 319–25. http://dx.doi.org/10.3917/jie.043.0319.

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50

Barnes, Stephanie. "Introduction to radical knowledge management: Making knowledge management sustainable." Business Information Review 39, no. 1 (February 27, 2022): 32–35. http://dx.doi.org/10.1177/02663821221075535.

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This paper introduces the concept of Radical Knowledge Management (Radical KM) and explains why taking this approach to knowledge within our organisations is necessary. Radical Knowledge Management helps us adapt to constant change and the chaos of the world we live and work in by making us as individuals and our organisations more sustainable. The paper also outlines a case study of an organisation that implemented these ideas and provides an approach for how an organisation can implement it for themselves.
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