After developing and testing a research model (See Figure 2-3), concerning the effects of KM activities supported by organisational and technological initiatives have on individual, team, and organisational levels. The results provide some potential valuable insights for theories and practice on knowledge management.
First, the study provides empirical support to the argument inherent in social capital theory, the knowledge-based theory of the organisation, and the theory of knowledge management that the impacts of knowledge management move up from individuals to teams and then to the entire organisation. Individual performance affects organisational performance, although this impact does not occur directly, but through its effect on team performance and the effects of team performance on organisational performance. Therefore, this study highlights the importance of communities of practice linked to KM activities to individual level knowledge.
This study is an important finding, as it demonstrates the importance of communities of practice not only to the individuals and their teams, but to their entire organisation as well. Universities that continue to invest in the intellectual growth of their individuals will continue to reap rich returns via growth in organisational knowledge.
Second, this research provides valid and reliable measures which senior managers can use as a valuable tool to assess and benchmark the various KM activities of their staff with that of their best work place. Knowledge worker productivity is an important issue in the light of increasing amount of such work in the current economy. The KM activities as measures in this research are found to significantly impact the performance outcomes of such w...
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...l performance. This finding may be due to several possible reasons. First, it may have been a consequence of the more technical nature of the items used to measure organisational performance outcomes. If that is the case, it would be interesting to see whether KM activities benefit more from technological progress. Alternatively, the low beta of organisational performance outcomes might simply show that organisations are only beginning to experiment with them.
Finally, the results contribute to both behavioural and cognitive theories providing empirical evidence for relationship between the constituent variables in the context of knowledge management at all levels. The results also confirm several similar relationships proposed by Porras and Robertson (1992) in their framework used to analyse organisational change/development based on social cognitive theory.
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
Zhihong, L., Zhu, T., & Fang, L. (2010, April). A study of the influence of organizational climate on knowledge-sharing behavior in IT enterprises. Journal of Computers, 5(4), 508-513.
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
Medium companies are kind of stuck in the middle of their organizational performance growth (Parnell, 2014).
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
One of the 12 key areas of Performance Management System by Ferera Otley wants to emphasize on the organization’s key performance measures that illustrate which of the organization’s goal have been achieved. Key performance measures are sometimes referred to as key performance indicators (KPI). KPJ believe the use of Key Performance Indicators (KPIs) helped to define critical success factors and measure progress towards major organizational goals. As KPJ venture forth, they have specific goals and priorities in strengthening the KPIs with focus on customer service; prioritizing employee development programs; enhancing policies pertaining to employment practices and people development; and making enhancements to HR-related technology.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Communities of practice in knowledge transfer are also highlighted along with the conditions and charter for effective knowledge transfer.
Nevertheless, there remains a debate over the differences between productivity and performance, and how they are measured. Performance is comprised of seven dimensions, of which one is productivity, as well as effectiveness, efficiency, quality, profitability, quality of work, and innovation (Haynes, 2007). Productivity is defined as “the relationship between outputs and the inputs provided to create those ou...
Bogan and English (1994) identified a rapid advancing revolution in performance measurements, known as benchmarking. Today, this revolution is creating a new paradigm for how organizations manage and measure ...
Tarricone, P., & Luca, J. (2002). The 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Secondary' of the 'Se Successful teamwork: A case study. (pp. 640-646. See the full text of the report. Milperra: Higher Education Research and Development Society of Australasia,
For Key Performance Indicators (KPI) to be successful, it needs to have the following characteristics:
These benefits are best discovered and maximized if used in conjunction with KPIs. A KPI is a key performance indicator and they allow a company to measure and manage ...