scholarly journals Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

2021 ◽  
Vol 13 (23) ◽  
pp. 12934
Author(s):  
Kathryn Cormican ◽  
Chen Meng ◽  
Suzana Sampaio ◽  
Qiong Wu
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Sustainable Management ◽  
Organizational Factors ◽  
Organizational Level ◽  
High Tech ◽  
Reward Systems ◽  
Capture Process ◽  
Management Interventions

Sustainable management activities focus on creating efficiencies and value for organizations. Scholars advocate that evaluating and enabling appropriate management interventions can pave the way for future competitive advantage and sustainability. Knowledge management is regarded as a key organizational resource and a means of gaining a sustainable competitive advantage. This is especially important in high-tech service organizations, which are under increasing pressure to capture, process and share knowledge efficiently. While much work has been conducted to advance our knowledge on good practices, there is a dearth of empirical evidence relating to organizational level enablers for knowledge sharing. We advocate that creating the conditions conducive to knowledge sharing influences an organization’s ability to sustain a long-term competitive advantage. Therefore, this current study extends the literature on knowledge management by exploring the questions of whether and how key organizational factors impact knowledge sharing, focusing on the role of trust, communication, reward systems and leadership. To do this, we analyzed prior work and generated hypotheses relating to relevant enablers. We then operationalized these constructs via a structured data collection instrument, which consisted of 27 measurable items. Empirical data were collected from 104 team members in a high-tech service organization in Ireland. Data were analyzed using a quantitative approach, and descriptive statistics, correlations and regression analyses are presented. Our research offers a persuasive body of evidence supporting the notion that trust, communication, reward systems, and leadership strongly impact knowledge sharing in organizations. Specifically, the findings reveal that employees are more willing to share their personal knowledge with those they trust, and carefully designed communication systems can enable knowledge sharing. Reward systems play an important role in affecting employees’ motivation to share knowledge, while empowering leadership and participatory leadership are two main drivers in promoting knowledge sharing. This research addresses a relatively unexplored area, has implications for sustainable management practices relating to organizational design and provides ideas for future research studies.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

scholarly journals Building Competitive Advantage for Vietnamese Firms: The Roles of Knowledge Sharing and Innovation

2019 ◽  
Vol 10 (4) ◽  
pp. 1
Author(s):  
Son Thanh Than ◽  
Cung Huu Nguyen ◽  
Thang Quang Tran ◽  
Phong Ba Le
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Low Cost ◽  
Equation Modeling ◽  
Future Research ◽  
Knowledge Application ◽  
Mediating Role

The purpose of this study is to investigate the influence of knowledge sharing (KS) and two specific types of innovation on competitive advantage in Vietnamese firms. Based on using structural equation modeling (SEM) and survey data collected from 225 participants, the findings reveal that KS directly and indirectly affects firm’s competitive advantage through the mediating role of innovation speed and innovation quality. The findings stress the important role of building a positive climate to stimulate employees for sharing knowledge aimed at improving firm’s innovation capability, and sustaining competitive advantage. Future research needs to explore the relationship between three components of knowledge management namely knowledge acquisition, KS, and knowledge application, innovation, and specific aspects of competitive advantage (such as low cost advantage, differentiation advantage, and time advantage) to provide deeper the mechanism of how specifics aspects of knowledge management connected with firm’s certain types of competitive advantage through innovation.

ENABLERS OF KNOWLEDGE MANAGEMENT ACROSS BORDERS: A STRUCTURAL APPROACH

2013 ◽  
Vol 10 (04) ◽  
pp. 1350012
Author(s):  
R. MAGNIER-WATANABE ◽  
C. BENTON
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Organizational Factors ◽  
Organizational Control ◽  
Organizational Level ◽  
Equation Modeling ◽  
Large Dataset ◽  
Seci Model ◽  
The Us ◽  
Strategic Assets

Although knowledge has been cited as one of the most important strategic assets, the creation and sharing of knowledge at the organizational level is a difficult process that will not proceed without incentives and conscious efforts by management. The complexity of knowledge management (KM) is further compounded by the influence of a wide variety of factors such as leadership, ba, organizational culture, organizational control and individual work styles. Based on a large dataset gathered from a questionnaire survey of a multi-national Japanese pharmaceutical company and its subsidiary in the US, we compare how the aforementioned organizational factors influence KM, expressed through the SECI model of socialization, externalization, combination and internalization. The results of a structural equation modeling path analysis show that a single model of KM should not be applied unilaterally to both organizations, although part of the same company, and instead may need to be adapted to each stage of KM maturity.

Modeling the Metrics of Individual, Organizational and Technological Knowledge Sharing Barriers

2014 ◽  
Vol 10 (1) ◽  
pp. 43-57 ◽  
Author(s):  
B. P. Sharma ◽  
M. D. Singh
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Technological Knowledge ◽  
Maximum Effect ◽  
Analytical Network Process ◽  
Knowledge Based ◽  
Business Knowledge ◽  
Network Process ◽  
Engineering Industries

In today's knowledge-based business, knowledge is the only source of competitive advantage for engineering industries. Knowledge sharing plays an important role in the success of knowledge management (KM). Knowledge sharing barriers (KSBs) become obstacles for KM to achieve the goals of the industries. In this paper, three categories of KSBs have been identified such as individual, organizational and technological. The main purpose of this research is to measure the effectiveness of individual, organizational and technological KSBs by the application of an analytical network process (ANP) framework which helps to the managers for taking decision to enhance the successful knowledge sharing in the engineering industries. An ANP framework has been developed with the help of identified determinants, dimensions and enablers to evaluate alternatives such as individual, organizational and technological KSBs. Results indicate that the organizational KSBs have the maximum effect on knowledge sharing followed by technological and individual KSBs.

The Implementation of Knowledge Management in Service Businesses

2011 ◽  
pp. 160-176
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Service Industry ◽  
High Tech ◽  
High Tech Industry ◽  
Service Businesses ◽  
Industry Needs

Knowledge management is increasingly being mentioned in practice and research as a mechanism for gaining competitive advantage. Not only the high-tech industry needs to put knowledge management to use, but also the service industry. This article presents a conceptual framework to provide insights for managers to implement knowledge management in service businesses. Especially, we provide a four-stage approach in this study that was adopted from the processes of knowledge management proposed by Alavi and Leidner (2001) and we suggest two to four strategies for each process.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

Modeling the Metrics of Individual, Organisational and Technological Knowledge Sharing Barriers: An Analytical Network Process Approach

2013 ◽  
Vol 12 (03) ◽  
pp. 1350018 ◽  
Author(s):  
B. P. Sharma ◽  
M. D. Singh
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Process Approach ◽  
Maximum Effect ◽  
Analytical Network Process ◽  
Knowledge Based ◽  
Sharing Strategy ◽  
Network Process ◽  
Engineering Industries

In today's knowledge-based business, knowledge is the only source of competitive advantage for engineering industries. Knowledge sharing plays an important role in the success of knowledge management (KM). Knowledge sharing barriers (KSBs) become obstacles for KM to achieve the goals of the industries. In this paper, three categories of KSBs have been identified such as individual, organisational and technological. The main purpose of this research is to measure the effectiveness of individual, organisational and technological KSBs which helps the managers for taking decision to enhance the successful knowledge sharing strategy in the engineering industries. In this paper, an analytical network process (ANP) framework has been developed with the help of identified determinants, dimensions and enablers to evaluate the effectiveness of alternatives such as individual, organisational and technological KSBs. As per evaluation, the organisational KSBs have the maximum effect on knowledge sharing followed by technological and individual KSBs.

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