Knowledge management systems utilisation and knowledge sharing effectiveness: an empirical study of social antecedents in Malaysian organisations

2012 ◽  
Vol 11 (4) ◽  
pp. 410 ◽  
Author(s):  
Ishaq Oyebisi Oyefolahan ◽  
P.D.D. Dominic ◽  
Nor Shahriza Abdul Karim
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Knowledge Sharing ◽  
Management Systems ◽  
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.

Leveraging organizational performance via knowledge management systems platforms in emerging economies

VINE ◽  
2015 ◽  
Vol 45 (2) ◽  
pp. 239-278 ◽  
Author(s):  
Gamal Mohamed Shehata
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Emerging Market ◽  
Positive Association ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Perceived Knowledge ◽  
Management Performance ◽  
Content Type ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to examine the impact of adopting knowledge management systems (KMSs) on firms’ performance. Although many organizations have adopted the notion of KMS, there is little evidence on the effect of KMS on a firm’s performance, especially in an emerging economy like the Egyptian one. An intensive literature review is conducted not only to synthesize but also to establish the conceptual foundations for the systemic perspective of knowledge management and its potential impact on knowledge management performance in an emerging information and communication technology (ICT) industry. This systemic perspective fits with the evolutionary nature of such an emerging industry in Egypt. Design/methodology/approach – The empirical study of this work is conducted on knowledge-intensive firms operating in the field of ICT. The paper is descriptive in nature where a quantitative research design is adopted to survey senior managers’ perceptions – from both national and multinational enterprises operating in Egypt – on the pay-off maintained from creating an integrative KMS. The primary data are collected from 90 managers holding significant top positions related to the knowledge management area. A linear simple regression test is conducted to discover the initial association between the conceptual model’s key variables. Findings – The results of this work reveal that there is a positive association between each of the six elements that constitute a KMS, namely, knowledge: creation, acquisition, codification, sharing, transfer and measurement, and the perceived knowledge management performance. Besides, there is a significant positive association between the adopted total KMS and perceived knowledge management performance. This study provides strong evidence that KMSs are essential to improve firms’ performance. The results of t-test and analysis of variance assert that the gender, types of business, year of experience and age of respondents have no significant difference to perceived knowledge management performance resulting from KMS. Research limitations/implications – The findings reflect the fact that informants have to deploy six components that constitute a KMS to realize improvements in knowledge management performance. This work also highlights a number of findings of great value to managers in the ICT sector. Yet, the empirical study does not cover all the issues which are linked to KMS implementation. Issues such as culture, trust and leadership role in building a significant KMS are not examined in this work. Also, the generalizability of the findings to other industries must be considered carefully. Although the findings are statistically significant, the framework developed may be quite specific to the ICT organizations. Practical implications – This paper enhances managers’ understanding in deploying the notion of KMSs to leverage their corporate performance. It also provides managers in emerging markets with an integrative perspective to fundamental issues that encounter them when they put those KMSs into practice. Social implications – This research advances understanding of the application and benefit of KMS in ICT firms in several ways: it provides a better understanding of KMS and practices currently being applied in the Egyptian ICT firms. There had been little or no industry-wide empirical research on this topic to date, it provides a better understanding of knowledge processes in the ICT sector; specifically, the links between knowledge acquisition, creation, codification, sharing, transfer and measurement, and their links to performance, the measurement instruments developed for this research constitute a reliable set of construct measures that provide a basis for future research. Originality/value – This paper advances the knowledge management subject by synthesizing past studies into an integrative KMS that directs scholars’ attention on how to examine the notion. It is claimed that KMS help those managers improve core business processes, management decisions and, accordingly, firms’ performance. Besides, this study suggests a set of implications for managers in an emerging market that has recently adopted the notion of KMSs. This study also reflects the viewpoints and perceptions of key managers in a strongly evolving knowledge-intensive industry that has an increasing impact on the GDP of an entire nation throughout the past two decades.

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.

Sign in / Sign up

Export Citation Format

Share Document