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High-quality nursing home (NH) care has long been a challenge within the United States. For decades, policymakers at the state and federal levels have adopted and implemented regulations to target critical components of NH care outcomes. Simultaneously, our delivery system continues to change the role of NHs in patient care. For example, more acute patients are cared for in NHs, and the Center for Medicare and Medicaid Services (CMS) has implemented value payment programs targeting NH settings. As a part of these growing pressures from the broader healthcare delivery system, the culture-change movement has emerged among NHs over the past two decades, prompting NHs to embody more person-centered care as well as promote settings which resemble someone's home, as opposed to institutionalized healthcare settings.

Researchers have linked culture change to high-quality outcomes and the ability to adapt and respond to the ever-changing pressures brought on by changes in our regulatory and delivery system. Making enduring culture change within organizations has long been a challenge and focus in NHs. Despite research suggesting that culture-change initiatives that promote greater resident-centered care are associated with several desirable patient outcomes, their adoption and implementation by NHs are resource intensive, and research has shown that NHs with high percentages of low-income residents are especially challenged to adopt these initiatives.

This chapter takes a novel approach to examine factors that impact the adoption of culture-change initiatives by assessing knowledge management and the role of knowledge management activities in promoting the adoption of innovative care delivery models among under-resourced NHs throughout the United States. Using primary data from a survey of NH administrators, we conducted logistic regression models to assess the relationship between knowledge management and the adoption of a culture-change initiative as well as whether these relationships were moderated by leadership and staffing stability. Our study found that NHs were more likely to adopt a culture-change initiative when they had more robust knowledge management activities. Moreover, knowledge management activities were particularly effective at promoting adoption in NHs that struggle with leadership and nursing staff instability. Our findings support the notion that knowledge management activities can help NHs acquire and mobilize informational resources to support the adoption of care delivery innovations, thus highlighting opportunities to more effectively target efforts to stimulate the adoption and spread of these initiatives.

The purpose of this paper is to identify a set of critical success factors, which ensure the effectiveness of knowledge management initiatives, with particular focus on the effect of people‐oriented success factors.

A comprehensive review of knowledge management literature, substantiated by ten qualitative interviews with leading academics and industrial representatives in the field of knowledge management in the construction industry.

The research suggests that organisations need to consider several key areas, in particular, the processes and practices undertaken to understand and define knowledge management, the implementation of dedicated champions, the integration of the initiative into the business, and effective communication of its benefits to members of staff. Each of these factors will have a direct bearing on the level of effectiveness reached by an organisation's knowledge management initiative.

The industry‐based interviewees were all strategic‐level managers. This means that, in relation to the application of knowledge management initiatives, they adopt primarily managerial roles. Further interviews with the practitioners of these initiatives would be beneficial in reflecting the more “hands‐on” perspective of knowledge management implementation.

A holistic overview of the best‐practice for maximising the effectiveness of a knowledge management initiative by addressing the issues, which concern the people involved with its implementation.

The purpose of this study is to explore knowledge management (KM) initiatives for achieving sustainable development goal (SDG) 4.7 and to investigate enablers and barriers to insert KM to prepare higher education institutions (HEIs) ready to contribute to SDGs’ performance. At the end, this paper provides a practical perspective of KM initiatives for higher education for sustainable development (HESD).

This is an exploratory study. It applies a descriptive-interpretative-qualitative approach. The analysis is based on the opinions collected from 170 HEIs’ stakeholders. Discussions among participants have been organized through zoom meetings, telephone interviews and focus group discussions in three phases. In the first phase, a total of 113 informants took part in the discussion on various dates. In the second phase, 10 interviews were conducted with university officials using three open-ended questions; and in the third phase, three focus group discussions were organized to interact about the effectiveness of the Masters in Business Administration in Global Leadership and Management programme and curriculum with teachers, students and the programme initiators.

From the analysis of stakeholders’ views, it appears that Nepalese HEIs have yet to move forward with integrating KM activities into their aims, structure and functions to address the government’s policy guidelines applicable to maximizing SDG’ performance. A KM cultural framework that values intellectual capital is urgently needed to fill the knowledge-doing gap for the benefit of society. HEIs appear to require multidisciplinary teaching, learning and research methods to play a civic role in society. They have to improve their rules and regulation, develop a boundary-spanning structure from a conventional structure and apply KM initiatives to support achieving SDGs’ performance. Understanding and inculcating these initiatives in the academic programmes could provide a value-adding higher education in the country.

This paper is entirely based on the perspectives of stakeholders in higher education. So, understanding their points of view and perspectives may have resulted in vague explanations. Furthermore, because the setting of Nepal’s HEIs differs from that of developed countries, the results should only be interpreted in Nepalese contexts.

This paper acknowledges the gaps and complexities in Nepalese HEIs from the standpoints of HEIs’ leaders, teachers and students for the application of KM initiatives to reform HEIs, with HESD in consideration, and enhance SDGs’ performance.

To the best of the authors’ knowledge, the paper is the first of its kind in the context of Nepal, exploring KM initiatives for SDGs. It provides a new perspective on KM and comprehends KM initiatives in the case of Nepalese HEIs transformation into HESD for achieving SDG 4.7.

This paper aims to explore the requirements of organizational knowledge management initiatives using requirements engineering techniques, identifying the optimal techniques configuration and serving as a management tool for knowledge engineers.

The method is selection attributes. Knowledge management enablers are characterized and mapped with the coverage capabilities of requirements engineering techniques, using the attributes of the elicited object and a box-plot analysis. The information is gathered from 280 references, 32 companies and 16 experts in requirements engineering.

Requirements of organizational knowledge management initiatives are got optimally by combining interviews, use cases, scenarios, laddering and focus group techniques. The requirements of structure and processes are more complex to identify, while culture requirements are the best covered.

Knowledge management enablers are analyzed according to the current studies and comprehension of engineering techniques.

Knowledge engineers need to consider the coverage capabilities of engineering techniques to design an optimal requirement identification and meet the objectives of organizational knowledge acquisition initiatives. Requirement engineers can improve the requirements identification by a staged selection process.

The requirements of knowledge management initiatives that impact the community can be identified and traced to ensure the knowledge objectives. Requirements related to culture and people, like shared values, beliefs, and behaviors, are also considered.

To the best of the authors’ knowledge, this is the first study about formal requirement identification of knowledge management initiatives in the organizational context, providing the optimal configuration. A novel staged process is proposed for requirements engineering techniques selection, analyzing the enablers at component level and identifying the attributes associated with the elicited object.

Wipro Technologies is an Indian information technology outsourcing company that, over a two year period, established a knowledge management initiative that enables it to build a competitive advantage as it experiences rapid growth in its global market. The Wipro story is remarkable in that it shows that having a sound, innovative knowledge management effort is no longer merely an option but rather a core necessity for any organization anywhere in the world if it is to compete successfully and survive globally. Wipro’s CEO said the knowledge initiative must be based on knowledge sharing and collaboration and this has to be translated into delivering value to the customer, in terms of: speed, being able to deploy for the customer, and innovative products and services which are focused on the customer needs. The knowledge initiative has been implemented across all areas of the firm in all its locations around the world.

Large numbers of organizations are taking great interest in the idea of knowledge management and many are launching knowledge management initiatives and programmes. A large proportion of such initiatives will fail. Yet, despite the injunctions to “learn from failure”, little detailed attention has been paid to why and how these apparently popular initiatives run into difficulties. The purpose of this article is to examine, in some unusual detail, a significant example of a failed knowledge management initiative in order to analyse what went wrong and to identify the key learning points.

The purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.

This paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.

The findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.

The paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.

The paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.

The paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

This paper analyzes how organizations may use different knowledge management styles according to higher or lower emphasis on (1) techno‐structural initiatives for information processing, and (2) behavioral solutions for knowledge sharing by organizational members. As a consequence, the effects of these styles on learning capacity are also different. The empirical analysis of the present study found that knowledge management practices can be categorized into four styles: (1) passive, (2) behavioral, (3) techno‐structural, and (4) active. The active style, which implies superior management of both techno‐structural and behavioral tools of knowledge management has been the most effective in the development of learning capacity. In contrast, the passive style, which implies weak management of both kinds of knowledge management initiatives, results in lower learning capacity. Hence, this work focuses on suggesting and empirically testing a characteristic framework for how a set of knowledge management initiatives interact and influence learning capacity in organizations.

The present paper is a cross‐sectional case study of knowledge management (KM) initiatives at Ericsson. The general aim of the study was to investigate how a large Swedish telecom corporation developed and integrated KM tools with existing organizational structure, needs and tasks, and to pinpoint opportunities and pitfalls in this regard. In order to do this the authors mapped and categorized the KM initiatives developed in the company. The method used was a series of semi‐structured interviews which focused on, among other things, getting respondents to identify the organizational needs that arise as a result of context and task. The results are presented in a two‐by‐two matrix categorizing KM initiatives as to content and mode of implementation. The paper concludes with a number of hypotheses and propositions that may be used for further investigation into how firms may go about optimally organizing their knowledge management strategies.

The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of industries and sectors. SMART KM contains number of business components which supports knowledge flow throughout the organisations which can be tailored to achieve the organisation-specific goals and objectives in alignment with the adopted operating model. Throughout the paper, number of key issues facing organisations in implementing KM initiatives will be introduced and discussed. The readers would also be able to realise the design principles supporting SMART KM model and how it can be used to improve performance and achieve organisational excellence.

The paper provides an in-depth and critical review of the literature and theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as well as books, online databases, governmental reports and statistics, etc.

All organisations are demanding better justification for investments in any KM initiative and expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s business strategy. Moreover, we must also ensure that there are performance measurements in place to evaluate the success of the proposed KMF or KM initiative.

The SMART KMF is unique as it considers a number of paradigms and key organisation facets to assure successful deployment of KM practices and long-term sustainability of the associated benefits.