Impact of knowledge management practices on green innovation and corporate sustainable development: A structural analysis

2019 ◽  
Vol 229 ◽  
pp. 611-620 ◽  
Author(s):  
Jawad Abbas ◽  
Mustafa Sağsan
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Structural Analysis ◽  
Management Practices ◽  
Green Innovation ◽  
Knowledge Management Practices

scholarly journals The Status quo of Knowledge Management and Sustainability Knowledge

2020 ◽  
Vol 18 (2) ◽  
Author(s):  
Beate Klingenberg ◽  
Helen N. Rothberg
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
United Nations ◽  
Learning Strategies ◽  
Business Models ◽  
Management Practices ◽  
Complex Nature ◽  
Life Styles ◽  
Knowledge Management Practices ◽  
Systemic Nature

The United Nations (UN) 2030 agenda for sustainable development issues an urgent call to transition to sustainable business models and life styles. Outlining seventeen concrete sustainable development goals (SDGs), organizations and individuals are encouraged to actively participate (United Nations, 2015). However, as of the 2019 report on the SDGs, progress is slow. Organizations that aspire to be economically viable as well as socially and environmentally responsible global citizens, need to understand what sustainability means and how to institutionalize its principles. This paper posits that some of the underlying reasons for slow progress are lack of full understanding of the required knowledge and its systemic nature, as well as potentially insufficient knowledge management processes. It proposes that sustainability knowledge learning should include three “DCA” steps: 1) What to know: identify which knowledge is needed (DEFINE); 2) How to learn : develop strategies to identify sources and learning strategies for the requisite sustainability knowledge (COLLECT); 3) How to use sustainability knowledge: develop knowledge management practices that enable absorption and institutionalization (ACT). Comparing the DCA model to other sustainability knowledge management models reveals that internal processes are emphasized (ACT). Fewer models consider the second step, COLLECT. The necessity to identify knowledge needs, DEFINE is almost entirely absent. Given the complex nature of sustainability knowledge, it appears that currently, knowledge management practices may be inadequately designed to support organizations in their transformational change towards sustainability and in the development of required stakeholder partnerships. Said systemic nature is also ill reflected in knowledge management research for sustainability. Further limiting is a lack of a clear definition of sustainability knowledge. This paper is a call for research to establish a clear view of what sustainability knowledge is, and based on that, a more detailed development of effective knowledge management strategies.

scholarly journals Knowledge Management Practice in General Education Schools as a Tool for Sustainable Development

2020 ◽  
Vol 12 (10) ◽  
pp. 4034 ◽  
Author(s):  
Jurgita Raudeliūnienė ◽  
Manuela Tvaronavičienė ◽  
Milda Blažytė
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
General Education ◽  
Management Practices ◽  
Management Practice ◽  
Social Challenges ◽  
The Public ◽  
Knowledge Infrastructure ◽  
Knowledge Management Practices ◽  
National Boundaries

The already scarce and further dwindling natural resources, increasing environmental pollution, and other environmental, economic, and social challenges that transcend national boundaries necessitate the continuous pursuit of the more responsible implementation of the principles of sustainable development in the public and business sectors, especially in general education schools, as the future and welfare of the society depend on education results. Therefore, the implementation of knowledge management practices in general education schools is one of the efficient ways of achieving the principles of sustainable development and their positive outcomes for society and the state. This research aimed to evaluate the peculiarities of applying knowledge management practices in general education schools for sustainable development. Research methods such as analysis of scientific literature, multiple-criteria assessment, survey, and expert evaluation were used to achieve the goal of the study. The results of the study showed that there is a high potential in general education schools for the application of knowledge management practices to achieve sustainable development. However, general education schools still face a lack of teachers’ motivation and a lack of financial resources to apply knowledge management practices and improve knowledge infrastructure for sustainability.

scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

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