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Article
Publication date: 1 August 2003

Karina Skovvang Christensen and Heine Kaasgaard Bang

Knowledge management is seen as a metaphorical perspective on management where the managerial focus depends on the epistemological standpoint taken. An identification of three…

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Abstract

Knowledge management is seen as a metaphorical perspective on management where the managerial focus depends on the epistemological standpoint taken. An identification of three epistemological perspectives accommodates the main body of literature on knowledge management: an artifact oriented epistemology that focuses on explicit knowledge, a process oriented epistemology focusing on both tacit and explicit knowledge and the interaction of these types of knowledge and an autopoietic epistemology where knowledge basically always has a tacit dimension. Based on a study of knowledge management in the Danish company Crisplant, the paper shows how the three epistemologies bring different aspects of managerial practice forward. By comparing the characteristics of knowledge, the nature of knowledge management activities, how knowledge is created and shared it is concluded that awareness of the implications of epistemological perspectives could enhance managerial analysis and conduct with respect to the management of knowledge as well as enrich research in the area.

Details

Journal of Knowledge Management, vol. 7 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 19 November 2019

Piera Centobelli, Roberto Cerchione and Emilio Esposito

This paper aims to propose a taxonomic scheme of knowledge management systems (KMSs) and a set of technologies and managerial practices supporting supply firms in knowledge

Abstract

Purpose

This paper aims to propose a taxonomic scheme of knowledge management systems (KMSs) and a set of technologies and managerial practices supporting supply firms in knowledge management processes.

Design/methodology/approach

Based on a field analysis involving a sample of suppliers operating in high-tech manufacturing and service industries, this paper investigates the use of KMSs in the sample investigated.

Findings

The paper shows that suppliers are generally reluctant to use updated and innovative KMSs replacing traditional ones. This gap confirms that suppliers have difficulties in facing rapid technological changes. The field analysis also points out that suppliers investigated perceive knowledge management mainly as an issue of knowledge transfer and knowledge storage while appear to be neglected the phase of knowledge creation.

Originality/value

Moreover, the paper highlights a misalignment between the intensity of use of knowledge management practices that support the phase of knowledge creation and knowledge management tools that should support such practices.

Details

Measuring Business Excellence, vol. 23 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 20 August 2020

Alan Tadeu de Moraes, Luciano Ferreira da Silva and Paulo Sergio Gonçalves de Oliveira

This study aims to systematize the acquisition phase of absorptive capacity microprocesses that contribute to project management (PM) knowledge identification.

Abstract

Purpose

This study aims to systematize the acquisition phase of absorptive capacity microprocesses that contribute to project management (PM) knowledge identification.

Design/methodology/approach

An exploratory and descriptive qualitative research was adopted. The first stage consisted of building the conceptual framework based on four systematic-literature-reviews. The data collection process in the second phase involved in-depth interviews, which are adequate to understand the interviewee’s reality. The sample composition consisted of 15 respondents who are PM professionals with an average of 15 years of experience. Each interviewee was chosen based on their expertise and ability to transmit the entire management process of several projects. The data were analyzed using the Atlas. Tecnology information software following the grounded theory technique with three coding cycles: open, axial and selective.

Findings

Based on the results, the authors organized the microprocesses into three groups: events, social interaction and the use of tools and techniques.

Research limitations/implications

The primary limitation of the study was the number of respondents. Future studies will be able to identify other microprocesses and evaluate their role in the knowledge identification process.

Practical implications

This study presents a systematization of microprocesses in knowledge identification, as it occurs in the context of PM. Based on the results of this study, organizations will be able to choose the microprocesses that best fit their operations and activities according to the complexity, innovation and/or criticality of their projects.

Originality/value

The systematic literature review revealed a gap in the knowledge identification phase of knowledge management as it pertains to PM. Thus, this study presents a systematization of how knowledge identification occurs in the context of PM.

Details

Journal of Knowledge Management, vol. 24 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 22 May 2009

Kwong‐Chi Lo and Kwai‐Sang Chin

This paper aims to develop a user‐satisfaction‐based knowledge management performance measurement model, including identifying the assessment criteria sourced from…

2818

Abstract

Purpose

This paper aims to develop a user‐satisfaction‐based knowledge management performance measurement model, including identifying the assessment criteria sourced from user‐satisfaction‐based core values, critical success factors and phases of knowledge management process. With the aid of the developed measurement model, organisations could assess the strength and weakness of their own knowledge management system and practice and then identify areas for improvement.

Design/methodology/approach

User‐satisfaction‐based core values, critical success factors and five‐phase knowledge management process are identified through literature review and analysis, and expert interviews, with the aid of system‐modelling techniques.

Findings

The seven user‐satisfaction‐based core values, eight critical success factors and five‐phase knowledge management process are identified as the basis of the assessment criteria. These assessment criteria provide academics and practitioners with a new insight into the research landscape for knowledge management performance measurement.

Originality/value

The user‐satisfaction‐based approach provides direct measurement of knowledge management performances in organisations. The developed user‐satisfaction‐based knowledge management performance measurement model covers comprehensive assessment criteria, which are crucial to enable organisations to measure their knowledge management practices and identify improvement areas. It also provides a platform to benchmark performances among companies and even industries, and in turn continually improve knowledge management performances.

Details

International Journal of Quality & Reliability Management, vol. 26 no. 5
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 November 2000

Rene´e Filius, Jan A. de Jong and Erik C. Roelofs

HRD professionals can be considered to be knowledgeable about knowledge management practices in their own offices. Effectiveness of knowledge management practices of three HRD…

3599

Abstract

HRD professionals can be considered to be knowledgeable about knowledge management practices in their own offices. Effectiveness of knowledge management practices of three HRD offices were studied, using a combination of structured questionnaires plus interviews with four HRD professionals per office. Three categories of knowledge management activities were considered, by the members of these organisations, to be effective: activities that expand the individual or collective experiential horizon; activities that are meant to consolidate knowledge; informal and formal communication about work issues. Conditions that facilitate or inhibit these activities are identified. Organisations wishing to improve their knowledge productivity are confronted with some fundamental choices: innovation versus routine, office versus officer, and knowledge sharing versus knowledge shielding.

Details

Journal of Workplace Learning, vol. 12 no. 7
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 May 2003

Mark W. Salisbury

This article describes our process for putting theory into practice to build knowledge management systems. We begin by discussing our definition of knowledge management and…

6241

Abstract

This article describes our process for putting theory into practice to build knowledge management systems. We begin by discussing our definition of knowledge management and describe our theoretical foundation for developing systemic solutions for organizations to manage their knowledge. Next, we describe our process for creating a knowledge management strategy and how we design the technological aspects of a knowledge management system that will enable organizations to achieve their knowledge management strategy. We also describe how we provide training on the completed system and the organizational development interventions necessary to ensure that management and the members of the organization support the strategy. We conclude by providing an example scenario to illustrate how the resulting knowledge management system would operate in an organization’s work environment.

Details

Journal of Knowledge Management, vol. 7 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 6 April 2010

Vanessa Goldoni and Mírian Oliveira

The main goal of this research is to analyze knowledge management (KM) evaluation metrics in software development companies in Brazil through the perception of managers and users.

2044

Abstract

Purpose

The main goal of this research is to analyze knowledge management (KM) evaluation metrics in software development companies in Brazil through the perception of managers and users.

Design/methodology/approach

The method applied was a multiple case study in two information technology companies in Brazil.

Findings

According to the KM objectives and motivations, each company selects an implementation approach that results in specific challenges. The results show that the differences in Company A and Company B can be related to the KM process adopted. Based on the perception of the interviewees, it is possible to affirm that the relevance of a metric depends on the organization's context and the existence of a structured KM process.

Research limitations/implications

The conclusions are based on two case studies of Brazilian IT companies. There could be industry‐specific issues as well as national cultural and behavioral values that might affect the findings and conclusions.

Practical implications

According to the interviewees, the set of process metrics can be linked to the KM process phases and the organizations should contemplate both quantitative and qualitative metrics. The entire set of metrics and its observations in this work can be used as a starting‐point for the selection of the most adequate metrics for each organization.

Originality/value

The research associated the identified metrics in the literature with the knowledge management process phases of creation, storage, dissemination, utilization, and measurement.

Details

Journal of Knowledge Management, vol. 14 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 16 October 2019

Fernando Criado-García, Arturo Calvo-Mora and Silvia Martelo-Landroguez

The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an…

Abstract

Purpose

The purpose of this paper is to identify knowledge as a key strategic resource within the EFQM excellence model. The study also analyses whether the EFQM model helps to create an adequate context for successful knowledge management (KM). A description is given of the synergies between both management approaches, with the purpose of reaching sustainable competitive advantages within organizations.

Design/methodology/approach

A literature review and a content analysis are carried out which show how the current version of the EFQM model includes the key aspects of the knowledge management systems (KMS) and its process. Also, the relationships and synergies between both considered management approaches are analyzed: quality management and KM.

Findings

After a detailed analysis of KM issues in the EFQM model, important synergies and complementary elements are appreciated between both management frameworks. Evidence is given of how the integration of both frameworks constitutes a dynamic capability that can lead organizations to attain sustainable competitive advantages.

Practical implications

An exhaustive review is given of the elements related to KM present in the EFQM model. In addition, companies are offered guidelines to be able to manage their knowledge through a model that is recognized and widespread in the business sphere.

Originality/value

The research develops the first content analysis of the process elements and KMS present in the whole structure of the EFQM model. Furthermore, it is shown how the integration of excellence and KM constitutes a dynamic capability for organizations based on continuous improvement, innovation and learning.

Details

International Journal of Quality & Reliability Management, vol. 37 no. 5
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 June 2006

Klaasjan Visscher

The purpose of this article is to assess whether the effort of consulting firms and branch organizations to establish a shared and standardized methodology as a means to…

3858

Abstract

Purpose

The purpose of this article is to assess whether the effort of consulting firms and branch organizations to establish a shared and standardized methodology as a means to professionalize consulting and as a standard for training is possible and sensible.

Design/methodology/approach

A survey was conducted among Dutch management consultants, which explored their ways of working and their ways of learning.

Findings

The study shows that efforts to develop a shared and standardized phase‐model methodology do not seem to be effective. Instead of following phase‐models, consultants appear to be improvising bricoleurs, tailoring their ways of working to specific situations, and using broad, heterogeneous and partly implicit repertoires, which are built through mainly through action‐learning. This requires another kind of methodology and another kind of training.

Research limitations/implications

The article gives a general direction for the development of a consulting methodology and the education of consultants. Further research on consulting practices and repertoires is necessary to explore this direction.

Practical implications

The paper concludes that the value of phase‐models as a standard is limited. Therefore, branch organizations, consulting firms and corporate universities should not focus their professionalization and training activities on these standardized methods.

Originality/value

Little work has been done yet on the relation between professionalization, methods, and training in management consulting, and no earlier publication has studied this topic quantitatively.

Details

Journal of Workplace Learning, vol. 18 no. 4
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 20 November 2019

Davide Aloini, Valentina Lazzarotti, Luisa Pellegrini and Pierluigi Zerbino

The role of information and communication technologies (ICTs) and digital platforms in enabling connectivity and collaboration among actors is neglected when dealing with outbound…

Abstract

Purpose

The role of information and communication technologies (ICTs) and digital platforms in enabling connectivity and collaboration among actors is neglected when dealing with outbound open innovation (OI). Moreover, the outbound OI process is not currently defined in a univocal way. Thus, this paper aims to outline the outbound OI phases and to explore role and capabilities of ICTs in supporting it.

Design/methodology/approach

Through a literature review approach, the authors specified the outbound OI process. Hence, the authors leveraged the similarities between the knowledge management process phases and the outbound OI phases for developing a conceptual framework that could match the outbound OI phases with acknowledged categories of ICT tools.

Findings

Through a process-view, the authors outlined outbound OI as a three-phase process. The authors developed a matrix-shaped framework in which the columns represent the three outbound OI process phases, while the rows are three ICT categories that could be suitable for supporting the outbound OI process.

Practical implications

The framework is designed to guide a deep understanding of how ICTs could support specific phases of the outbound OI process. In so doing, it could be useful for software developers interested in the preliminary design of an ICT platform for outbound OI.

Originality/value

The conceptual framework proposal as follows: specifies a detailed, process-oriented definition of the outbound OI; allows to identify the main ICT categories supporting the phases of the outbound OI process; and provides guidance for further exploration about the role of ICT in outbound OI.

Details

Measuring Business Excellence, vol. 24 no. 1
Type: Research Article
ISSN: 1368-3047

Keywords

1 – 10 of over 71000