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This paper seeks to discuss the new frontiers of knowledge management research.
Abstract
Purpose
This paper seeks to discuss the new frontiers of knowledge management research.
Design/methodology/approach
The paper is based on the author's experiences of putting together a compilation of writings by scholars on the future of knowledge management.
Findings
The paper outlines a research agenda for knowledge management.
Originality/value
The paper sheds light on critical problems that need to be examined in order to advance the field of knowledge management. Current scholars and students in the area of knowledge management can gain from the insights presented here.
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Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are…
Abstract
Purpose
Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are utilized for the creation, dissemination, and retention of knowledge. The various stages of knowledge management as supported by social media, is mapped through a framework.
Design/methodology/approach
A list of research articles on “social media and knowledge management” have been read and reviewed. The insights are summarized and a framework is proposed.
Findings
The framework demonstrates how SM tools aid in the creation of new knowledge, knowledge exchange and storage of the knowledge footprint. They help to generate varied forms of knowledge from different stakeholders. The freely available information acts as a knowledge source for the third party. The virtual nature of digital platforms motivates employees to share knowledge more openly, leaving a digital trace that can be accessed anytime, thereby building on to the knowledge base.
Originality/value
The article highlights how SM can be essential in the knowledge management processes in the organization. It showcases the prominence of everyday organizational interactions and experiences which together build a knowledge-rich culture.
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Knowledge management is one of the hottest topics in organizations today. Much of what is being proposed and accomplished is not novel by any means. Techniques, tools, concepts…
Abstract
Knowledge management is one of the hottest topics in organizations today. Much of what is being proposed and accomplished is not novel by any means. Techniques, tools, concepts, and methodologies can easily be borrowed from the expert systems and artificial intelligence disciplines. This paper emphasizes that expert systems need to be an integral part of knowledge management if knowledge management is to succeed, and not simply be a fad!
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To describe the process of conducting an information audit at the Hobart City Council and to demonstrate how the audit contributed to knowledge management at the Council.
Abstract
Purpose
To describe the process of conducting an information audit at the Hobart City Council and to demonstrate how the audit contributed to knowledge management at the Council.
Design/methodology/approach
This paper is a personalised account of a pilot information audit conducted in the area of risk management activities across the organisation. It gives an overview of some relevant knowledge management texts, the methodology of the pilot audit and a summary of the findings and outcomes of the project.
Findings
The Council units have yet to implement all the findings and recommendations of the pilot, but there have already been significant outcomes. Units have used the audit to coordinate risk management initiatives and processes with other areas. This has contributed to breaking down the information silos and to the development of a culture of knowledge sharing.
Research limitations/implications
This paper describes the process used for the Pilot Information Audit – Risk Management project, and what happened as a result.
Practical implications
This paper may provide some useful insights to other librarians in a small special library environment with limited resources who are planning to conduct an information audit.
Originality/value
This is an example of an information audit undertaken in a local government setting.
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Knowledge management has recently received considerable attention in the Web‐based business community. This paper discusses the key concepts of human‐computer interaction in…
Abstract
Knowledge management has recently received considerable attention in the Web‐based business community. This paper discusses the key concepts of human‐computer interaction in knowledge development, and identifies new challenges of knowledge management for Web‐based business. Based on theories of knowledge representations and semantic networks, this paper proposes a structure of knowledge maps for knowledge management in the Web‐based business environment. An example of knowledge maps for online auctions is used to illustrate the application of the proposed structure of knowledge maps.
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As firms once again come to see knowledge management as central to having an effective, efficient organization, executives should address the problem of how the firm can capture…
Abstract
Purpose
As firms once again come to see knowledge management as central to having an effective, efficient organization, executives should address the problem of how the firm can capture the promise of knowledge management while sidestepping the pitfalls. This article aims to offer steps to overcome this problem.
Design/methodology/approach
Based on his experience and that of other experts, the author offers ten practical steps for an executive to take to exploit the true potential of knowledge management.
Findings
The article suggests that if these ten basic principles are followed, managers should be able to capture much of knowledge management's potential while avoiding its most serious pitfalls.
Practical implications
The article explains how to use metrics, narratives, incentives, goals, and cultural change to support knowledge management.
Originality/value
The article provides an overview of the actions–technological, cultural and procedural–that leaders can take to get greater value out of knowledge. These include finding better ways to identify, gather, share and exploit the knowledge that the firm may possess or can create, access, or develop.
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Kevin C. Desouza and Yukika Awazu
To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.
Abstract
Purpose
To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.
Design/methodology/approach
An opinion paper based on consulting and research experiences of the authors.
Findings
Organizations that consider the two missing capabilities have witnessed significantly improved knowledge management programs compared with when the capabilities were missing from their agenda. In addition to the two missing capabilities, the third capability – protection capability – may need due attention.
Research limitations/implications
The two missing capabilities can be further investigated as important constructs. The two capabilities complement and augment their peer capabilities (creation, transfer, storing, retrieving and applying). The intricacies of the missing capabilities and the known capabilities need to be further studied.
Practical implications
If an organization neglects the two capabilities, the benefits of their knowledge management program will be limited. Organizations can cultivate the two missing capabilities effectively and efficiently by following the suggestions of the paper.
Originality/value
This is the first paper that discusses the two missing knowledge management capabilities exclusively and connects their role and importance to known capabilities.
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What is the role of managing knowledge within organizations? This is one of the fundamental research and practical questions which has animated and moved forward the rich…
Abstract
Purpose
What is the role of managing knowledge within organizations? This is one of the fundamental research and practical questions which has animated and moved forward the rich scientific debate around the management of knowledge resources. This article aims to introduce the focus of the special issue. Its fundamental premise is that organizations invest their scarce resources only if these investments are capable of enhancing the business value creation capacity. Thus managers are interested in managing knowledge not for the sake of knowledge management, but because the planning, design, assessment and revision of the organizational knowledge resources and processes can support the business performance improvements.
Design/methodology/approach
The selection of the articles collected in this special issue is largely based on the work of the conference “International Forum on Knowledge Assets Dynamics – IFKAD” which took place in June 2011 in Tampere, Finland. IFKAD gathers leading experts in the field of the strategic knowledge‐based development of micro and macro organizations paying great attention to the knowledge dynamics affecting organizational value creation capacity.
Findings
Knowledge represents one of the fundamental constituent parts of any organization and it can be incorporated into people's abilities or ingrained into structural and technological capital. Thus management of knowledge is at the core of organization's business growth. In the light of this reflection this special issue pays attention to two main perspectives. First, recognizing that knowledge, likewise any other organization's resource, needs management means to support its allocation and development, the frameworks and tools aiming to identify, manage and assess the critical knowledge resources for growth are focused on. Second, acknowledging that the translation of knowledge into business outcomes requires management mechanisms, and then considering the knowledge processes grounding the improvement of performance.
Originality/value
The special issue explores the phenomena integrating the organizational, group and individual perspectives. This integration overcomes some limitations about the understanding of the issues under investigation.
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‘The management of knowledge goes far beyond the storage and manipulation of data, or even of information. It is the attempt to recognize what is essentially a human asset buried…
Abstract
‘The management of knowledge goes far beyond the storage and manipulation of data, or even of information. It is the attempt to recognize what is essentially a human asset buried in the minds of individuals, and leverage it into an organizational asset that can be accessed and used by a broader set of individuals on whose decisions the firm depends.’ The ability to manage human intellect and its conversion into useful ‘product’ is, perhaps, the most critical management skill in our age, providing the ultimate in competitive edge. Unfortunately, in most organisations managing intellectual capital remains largely unexplored territory, especially understanding the human side of knowledge management. Moreover, given the centrality of communication to organising, it is surprising how little recent work in the field of knowledge management or intellectual capital focuses on, never mind even mentions, the concept of communication per se. Perhaps it is time that organisation communication scholars tackled this void. This paper then takes up such a challenge, reflecting on the role organisation communication might play in dealing with knowledge management in contemporary and future organisational practice.
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Zeyu Xing, Tachia Chin, Jing Huang, Mirko Perano and Valerio Temperini
The ongoing paradigm shift in the energy sector holds paramount implications for the realization of the sustainable development goals, encompassing critical domains such as…
Abstract
Purpose
The ongoing paradigm shift in the energy sector holds paramount implications for the realization of the sustainable development goals, encompassing critical domains such as resource optimization, environmental stewardship and workforce opportunities. Concurrently, this transformative trajectory within the power sector possesses a dual-edged nature; it may ameliorate certain challenges while accentuating others. In light of the burgeoning research stream on open innovation, this study aims to examine the intricate dynamics of knowledge-based industry-university-research networking, with an overarching objective to elucidate and calibrate the equilibrium of ambidextrous innovation within power systems.
Design/methodology/approach
The authors scrutinize the role of different innovation organizations in three innovation models: ambidextrous, exploitative and exploratory, and use a multiobjective decision analysis method-entropy weight TOPSIS. The research was conducted within the sphere of the power industry, and the authors mined data from the widely used PatSnap database.
Findings
Results show that the breadth of knowledge search and the strength of an organization’s direct relationships are crucial for ambidextrous innovation, with research institutions having the highest impact. In contrast, for exploitative innovation, depth of knowledge search, the number of R&D patents and the number of innovative products are paramount, with universities playing the most significant role. For exploratory innovation, the depth of knowledge search and the quality of two-mode network relations are vital, with research institutions yielding the best effect. Regional analysis reveals Beijing as the primary hub for ambidextrous and exploratory innovation organizations, while Jiangsu leads for exploitative innovation.
Practical implications
The study offers valuable implications to cope with the dynamic state of ambidextrous innovation performance of the entire power system. In light of the findings, the dynamic state of ambidextrous innovation performance within the power system can be adeptly managed. By emphasizing a balance between exploratory and exploitative strategies, stakeholders are better positioned to respond to evolving challenges and opportunities. Thus, the study offers pivotal guidance to ensure sustained adaptability and growth in the power sector’s innovation landscape.
Originality/value
The primary originality is to extend and refine the theoretical understanding of ambidextrous innovation within power systems. By integrating several theoretical frameworks, including social network theory, knowledge-based theory and resource-based theory, the authors enrich the theoretical landscape of power system ambidextrous innovation. Also, this inclusive examination of two-mode network structures, including the interplay between knowledge and cooperation networks, unveils the intricate interdependencies between these networks and the ambidextrous innovation of power systems. This approach significantly widens the theoretical parameters of innovation network research.
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