How Knowledge Organizations Organize Knowledge?

2021 ◽  
Author(s):  
Sidharta Chatterjee
Keyword(s):  
Knowledge Organizations

scholarly journals In (Big) Data we trust: Value creation in knowledge organizations - Introduction to the special issue

2018 ◽  
Vol 54 (5) ◽  
pp. 755-757 ◽  
Author(s):  
Andrea De Mauro ◽  
Marco Greco ◽  
Michele Grimaldi ◽  
Paavo Ritala
Keyword(s):  
Big Data ◽  
Value Creation ◽  
Special Issue ◽  
Trust Value ◽  
Knowledge Organizations

Future Knowledge Organizations

2020 ◽  
pp. 181-188
Author(s):  
Jay Liebowitz ◽  
Tom Beckman
Keyword(s):  
Knowledge Organizations

Knowledge Organizations

2011 ◽  
pp. 451-458 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

Assessment Strategies for Knowledge Organizations

2019 ◽  
Author(s):  
Dean Testa ◽  
Johel Brown-Grant ◽  
Denise Bedford
Keyword(s):  
Assessment Strategies ◽  
Knowledge Organizations

scholarly journals Critical Capabilities and Competencies for Knowledge Organizations

2019 ◽  
Author(s):  
Alexeis Garcia-Perez ◽  
Juan Gabriel Cegarra-Navarro ◽  
Denise Bedford ◽  
Margo Thomas ◽  
Susan Wakabayashi
Keyword(s):  
Knowledge Organizations

scholarly journals Motivational Factors for Knowledge Sharing and Trust

2020 ◽  
Vol 9 (2) ◽  
pp. 920-927
Keyword(s):  
Knowledge Sharing ◽  
Information Sharing ◽  
Theory Of Reasoned Action ◽  
Reasoned Action ◽  
Motivational Factors ◽  
Transmission Of Knowledge ◽  
Hypothetical System ◽  
The Relationship ◽  
Knowledge Organizations

sharing knowledge is transmission of knowledge (implicit or tacit) from an organization, group, or person to another one. Through sharing knowledge, organizations are able to improve their effectiveness, saves cost of training and moderate risks due to lack of certainty. While managing knowledge, organizations find it difficult to motivate employees for sharing knowledge with others. Therefore, it is essential to recognize the elements impacting information sharing and trust. This paper attempts to understand trust and persuasive variables that impact information sharing conduct in associations. It is huge that there are a not many investigations because of inspirational factors on information sharing conduct through trust as an arbitrator. Right now, specialist proposed a hypothetical system that consolidated inspirational elements with Theory of Reasoned Action (TRA) to depict the relationship among inspiration (extraneous and inherent), trust and demeanors toward information sharing. This paper will be important to the experts as it gives a premise of understanding persuasive elements for information sharing and trust.

Sustainable Knowledge Management Strategies

2018 ◽  
pp. 46-73 ◽  
Author(s):  
Denise A.D. Bedford
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Knowledge Assets ◽  
Gray Literature ◽  
Physical Assets ◽  
Knowledge Organizations

Knowledge organizations have been challenged to develop sustainable, actionable and business oriented knowledge management strategies. Many strategies published in the peer reviewed and gray literature include tactics, principle, platitudes and checklists. Organizations often borrow templates from associations or other organizations as starting points for formulating their strategies. These strategies often fall short of expectations. This chapter proposes a framework for an organization to walk through the process of developing a knowledge management strategy that aligns with business-critical capabilities, identifies the intellectual capital and knowledge assets required to support those capabilities, aligns assets and capabilities, and creates a foundation for selecting and monitoring tactics to invest in and manage liabilities associated with those assets. The chapter recommends a strategic infrastructure that is comparable to those developed for financial and physical assets.

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