Organizational Structure and Culture and Its Impact on Knowledge Management Processes - The Case of Thomas Cookks Experience with Accenture (2002-2007)

2010 ◽  
Author(s):  
Andrijana Bogdanovska Djurovic
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Management Processes ◽  
Knowledge Management Processes

scholarly journals Usage of technology enhanced learning tools and organizational change perception

2012 ◽  
Vol 9 (1) ◽  
pp. 285-302 ◽  
Author(s):  
Mladen Cudanov ◽  
Gheorghe Savoiu ◽  
Ondrej Jasko
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Technology Enhanced Learning ◽  
Learning Tools ◽  
Change Perception ◽  
Management Processes ◽  
The Social ◽  
Enhanced Learning ◽  
Knowledge Management Processes

This paper presents an analysis of organizational changes perceived by the employees in the organizations where Technology Enhanced Learning was facilitated by tools such as wiki, (we)blog, the Internet forum and the social network, practice often considered as Elearning 2.0. Our research focuses on the technologically advanced organizations, leaders in the CT and IS adoption. We specifically observe the perception of influence on the organizational structure, organizational culture and the knowledge management processes in the organization. Our findings are that the TEL tools are perceived to have a noteworthy impact on the organizational change in the three mentioned areas, and that the perception of change significantly differs in dependence on whether the employees are regular or are not regular users of organizational structure and knowledge management processes.

Organizational structure features supporting knowledge management processes

2007 ◽  
Vol 11 (4) ◽  
pp. 45-57 ◽  
Author(s):  
Enrique Claver‐Cortés ◽  
Patrocinio Zaragoza‐Sáez ◽  
Eva Pertusa‐Ortega
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Management Processes ◽  
Knowledge Management Processes

scholarly journals Žinių valdymo įtaka nuolatiniam inovacijų kūrimui: atvejo analizė

2014 ◽  
Vol 68 ◽  
pp. 44-62 ◽  
Author(s):  
Ingrida Girnienė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Continuous Creation ◽  
Management Processes ◽  
Study Results ◽  
And Storage ◽  
Knowledge Management Processes

Nūdienos dinamiškoje aplinkoje informacija ir žinios yra vieni iš esminių organizacijos išteklių ir pagrindiniai inovacijų šaltiniai. Šių išteklių tikslingas valdymas lemia organizacijų konkurencinį pranašumą kuriant didesnę pridėtinę vertę ir didinant jos procesų efektyvumą. Atsižvelgiant į Pasaulio ekonomikos forumo 2013–2014 metų šalių konkurencingumo tyrimo rezultatus, Lietuva užima 27 vietą tarp 148 valstybių pagal žmonių, turinčių aukštąjį išsilavinimą, skaičių, tačiau 44 vietą – pagal inovacijų ir verslo lankstumo subindeksą. Šie statistiniai duomenys leidžia daryti prielaidą, kad Lietuvos organizacijose žinių potencialas yra aukštas, tačiau jis nėra pakankamai išnaudojamas. Susiklosčiusi realybė verčia ieškoti būdų ir metodų, kaip būtų galima ją keisti lygiuojantis į užsienio šalių patirtį. Viena iš priežasčių, kodėl Lietuvos inovatyvumo indeksas yra ganėtinai žemas, galėtų būti ta, kad dažnai organizacijoje trūksta sistemingumo ir tikslingumo valdant žinias, nesukuriama atvira, darbuotojų pasitikėjimą skatinanti aplinka, kai darbuotojai noriai dalijasi žiniomis ir įgyta patirtimi, dėl to sukuriamos naujos prekės ir paslaugos, įgyjamas konkurencinis pranašumas. Šio straipsnio tikslas – konceptualių teorinių įžvalgų analizės rezultatų pagrindu, pasitelkiant inovatyviam sektoriui priklausančią įmonių grupę, nustatyti esminių žinių valdymo veiklų įtaką nuolatiniam inovacijų kūrimui organizacijoje.Pagrindiniai žodžiai: žinios, žinių valdymas, inovacijos, žinių valdymo modelis, žinių valdymo strategija, organizacinė kultūra, mokymasis. Knowledge management influence on continuous creation of innovations: a case studyIngrida Girnienė Summary The knowledge-oriented society and economic challenges evoke constant changes in all modern organizations. Knowledge is an inexhaustible source of creating innovative ideas, which is one of the essential conditions of innovation development. Today, knowledge management is closely associated with innovative activities. The scope of studies related to determining the impact of knowledge management on innovation is constantly increasing. In order to continuously create innovations, organizations should formulate their knowledge management strategy and integrate it into the organizational strategy, create the organizational culture which could stimulate knowledge sharing, promote continuous learning and the improvement of competencies, identify the key knowledge, create new ideas, develop and acquire new skills, constantly store and share knowledge. The article highlights knowledge management activities affecting innovation, presents an integral knowledge management model which stimulates a continuous creation of innovations, and provides a case study results demonstrating the knowledge management influence on innovation. According to the case study results, knowledge management processes, particularly knowledge sharing, storage, and creation, make the greatest impact on the continuous creation of innovations. Besides, the organizational culture and the organizational structure also influence the process of innovation creation. The knowledge processes, such as sharing and storage, make the greatest influence on the organizational, marketing and product innovation, and process innovation is impossible without knowledge acquisition and storage. Organisations seeking to continuously create different types of innovation should develop knowledge management processes, with a particular emphasis on knowledge storage while applying appropriate technological solutions, and knowledge sharing while creating a favourable organizational culture and choosing the optimal organizational structure.

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

2021 ◽  
Vol 27 (6) ◽  
pp. 1657-1676
Author(s):  
Anum Shahzadi ◽  
Shuangyan Li ◽  
Umar Farooq Sahibzada ◽  
Mehwish Malik ◽  
Roshi Khalid ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Knowledge Worker ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

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