The role of an organizational culture and individual towards knowledge management practice in cement industry

2016 ◽  
Author(s):  
Nilda Tri Putri ◽  
Sandi Kurnia
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practice ◽  
Cement Industry ◽  
Knowledge Management Practice

scholarly journals Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practice ◽  
Academic Staff ◽  
Team Work ◽  
Knowledge Management Practice ◽  
Ordinal Logistic Regression Analysis ◽  
Jimma University

This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

scholarly journals Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

Metamorphosis ◽  
2019 ◽  
Vol 18 (1) ◽  
pp. 20-35
Author(s):  
Himanshu Dutt ◽  
Reni Diah Kusumawati
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Past Research ◽  
Knowledge Management Practice ◽  
Cultural Approach ◽  
The Past ◽  
The Difference ◽  
The Impact ◽  
Made In

This article is targeting at examining the difference between the impact of culture and technology on the knowledge management (KM) practices. It holds two points: first is why the existing research relies heavily on cultural approach to KM and the second one is why technology view of KM is neglected in the past research. Most scholars have rated organizational culture highly over tech-nology (IT). This premise has been largely made in context of knowledge sharing, with technology enabling this transfer. As KM matured from sharing to creating knowledge, scholarly views, however, have remained unchanged. This stubborn viewpoint—culture precedes technology—weighs behaviours and attitudes, collectively called culture, compared to the technology thus, limiting its scope. This research attempts to find out if KM practitioners agree to this notion. Whose contribution they value more—culture or technology? Our research assessed the role of culture and technology, individually, for their impact/contribution to overall KM practice. We found practitioners testifying against the above hypothesis, giving credit largely to technology for KM success in their organizations, over culture. Our research further outlines the reasons why culture has taken the backseat and what contribution technology has been making to successful KM practice.

The Role of Knowledge Management (KM) in Aged Care Informatics

Big Data ◽  
2016 ◽  
pp. 1668-1686
Author(s):  
Margee Hume ◽  
Craig Hume ◽  
Paul Johnston ◽  
Jeffrey Soar ◽  
Jon Whitty
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Aged Care ◽  
Social Infrastructure ◽  
Care Giving ◽  
Aged Care Facilities ◽  
Definition Of

Aged care is projected to be the fastest-growing sector within the health and community care industries (Reynolds, 2009). Strengthening the care-giving workforce, compliance, delivery, and technology is not only vital to our social infrastructure and improving the quality of care, but also has the potential to drive long-term economic growth and contribute to the Gross Domestic Product (GDP). This chapter examines the role of Knowledge Management (KM) in aged care organizations to assist in the delivery of aged care. With limited research related to KM in aged care, this chapter advances knowledge and offers a unique view of KM from the perspective of 22 aged care stakeholders. Using in-depth interviewing, this chapter explores the definition of knowledge in aged care facilities, the importance of knowledge planning, capture, and diffusion for accreditation purposes, and offers recommendations for the development of sustainable knowledge management practice and development.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

Knowledge management practice in Scottish law firms

2002 ◽  
Vol 12 (2) ◽  
pp. 4-21 ◽  
Author(s):  
Laurie Hunter ◽  
Phil Beaumont ◽  
Matthew Lee
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Law Firms ◽  
Knowledge Management Practice
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