Knowledge-sharing reward dynamics in knowledge management systems: Game theory-based empirical validation

2010 ◽  
Vol 20 (2) ◽  
pp. 103-122 ◽  
Author(s):  
Xi Zhang ◽  
Zhenjiao Chen ◽  
Doug Vogel ◽  
Minghui Yuan ◽  
Chuanjie Guo
Keyword(s):  
Game Theory ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Empirical Validation ◽  
Knowledge Management Systems

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

Motivating Knowledge Sharing in Knowledge Management Systems

2011 ◽  
Vol 40 (4) ◽  
pp. 978-1009 ◽  
Author(s):  
Sheng Wang ◽  
Raymond A. Noe ◽  
Zhong-Ming Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Using Knowledge Management Systems to Enhance Cooperative Learning

2011 ◽  
Vol 187 ◽  
pp. 416-421
Author(s):  
Shih Ming Pi ◽  
Hsiu Li Liao ◽  
Su Houn Liu ◽  
Su Yu Peng
Keyword(s):  
Knowledge Management ◽  
Cooperative Learning ◽  
Knowledge Sharing ◽  
Small And Medium Enterprises ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
It Department ◽  
Medium Enterprises

The study investigates the usage of knowledge management systems in Taiwan. The usage acts as a cooperative learning of knowledge-sharing and knowledge-recycling. We chose 127 employees of IT department of small and medium enterprises in Taiwan, to investigate what factors would affect their cooperative learning in the context of using knowledge management systems, and to investigate the outcome of cooperative learning. The result shows all hypotheses are significant except people-related autonomy and process-related autonomy.

Organizational Controls as Enablers and Constraints in Successful Knowledge Management Systems Implementation

2001 ◽  
pp. 326-336 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Knowledge Sharing ◽  
Information Technologies ◽  
Organizational Management ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Controls ◽  
Systems Implementation ◽  
New Knowledge

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such failures of knowledge management systems implementations arise from incorrect understanding and misapplication of the notion of ‘controls.’ Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management systems implementations. This chapter fills the critical void of incomplete and often incorrect interpretations of organizational controls by developing a better theoretical and conceptual understanding of organizational controls and their pragmatic implications. The chapter also proposes an organic model of organizational controls for design of knowledge management systems that can effectively enable creation of new knowledge, renewal of existing knowledge and knowledge sharing.

Knowledge Sharing

2011 ◽  
pp. 73-80 ◽  
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Knowledge sharing (KS) is critical to organizations that wish to use their knowledge as an asset to achieve competitive advantage. Knowledge management systems (KMSs) can be primary enablers of knowledge sharing in an organization.

scholarly journals Critical Success Factors (CSFs) needed to Build Faculty Knowledge Sharing Systems Concentrating in Universities the Middle East

2018 ◽  
Vol 7 (3.13) ◽  
pp. 188
Author(s):  
Dr Ashraf Badawood ◽  
Dr Hamad AlBadri
Keyword(s):  
Knowledge Management ◽  
Middle East ◽  
Knowledge Sharing ◽  
Critical Success Factors ◽  
Success Factors ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Cultural Leadership ◽  
Faculty Knowledge ◽  
Critical Success

The objective of this study is to assess the critical success factors needed to build faculty knowledge management systems with students by using phone texting platform. This study particularly investigates the efficacy of using phone texting platforms as primary knowledge sharing system in universities in the Middle East. Consistent with results collected and previous research, it was shown that knowledge sharing is plagued by various barriers while implementation of phone texting platforms was viable but also impaired. To ameliorate this, changes in cultural, leadership and control attitudes ought to be undertaken to ensure knowledge sharing technologies are integrated in culture as well as in the universities. Revision of government policy is also important in order to foster implementation of knowledge management systems in universities and they can also help in availing the capital outlays required for infrastructure. Furthermore, collaboration with western universities who have already impended phone texting platforms as knowledge sharing systems is also essential. Finally, training of faculty members on how to use and integrate knowledge sharing technology especially phone texting platform will help in augmenting their skills in this facet of knowledge management 

Innovations in Knowledge Management: Applying Modular Design

2014 ◽  
Vol 6 (2) ◽  
pp. 83-96 ◽  
Author(s):  
Fang-wei Zhu ◽  
Xiu-xia Sun ◽  
Janis Miller ◽  
Zhi-jun Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Modular Design ◽  
Management Systems ◽  
Design Knowledge ◽  
Knowledge Management Systems ◽  
Advanced Method ◽  
Knowledge Based ◽  
Innovative Resources

This article presents an advanced method for managing knowledge using a modular design approach and applied the approach through an example with computer manufacturing. The benefits of modularity are discussed both within and between companies. We find that through modular design, knowledge management systems are simplified and communication between modules is greatly improved. In addition, modularity makes parallel innovation possible, as well as, sharing innovative resources through collaboration. Modularity leads to effective knowledge sharing and thus stimulates knowledge-based innovation. A case study of the computer industry further demonstrates the effects of modularity in an industry. Finally, we suggest that enterprises should take advantage of modularity when they carry out knowledge-based innovation and the measures are developed to implement successful modularity.

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