Organizational culture and its relationship with knowledge management strategy: a case study

In this paper, we study the relationship between organizational culture and knowledge management strategy in Pars Oil, an Iranian oil refining public company. The Denison organizational culture model is used. The model measures four essential traits of culture and leadership: involvement, consistency, adaptability, and mission. Each of these traits has three indices providing a richness of detail about the trait. Data collection method is a survey using a suitable questionnaire. The results of data analysis show that there are significant relationships between four dimensions of knowledge management strategies (creation and transfer of knowledge) and organizational culture in the organization studied. Moreover, the results of ranking the factors influencing the knowledge management strategy show that the priority and importance of the organizational culture traits based on their effects on knowledge management strategy are, respectively, participation, adaptability, consistency, and mission cultures.     

Structuring fragmented knowledge: a case study

When the need to record and track the point of view of different actors in organizational processes becomes a key point for decision makers, a common representation of knowledge from different perspectives and a map of the situation and the decision and action needs could be useful. A methodology that easily and transparently integrates different ‘soft’ and ‘hard’ tools in a common knowledge structuring approach is proposed to deal with complexities and uncertainties in a socio-technical contest. The purpose of this paper is to show the potentialities of this methodology in a real case, in terms of organizational knowledge acquisition and structuring in a multi-actor public context, a university faculty, in relation to a radical change.     

Aggressively pursuing knowledge management over 2 years: a case study at a US government organization

As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework.     

Impelling research productivity and impact through collaboration: a scientometric case study of knowledge management

A case study for impelling university research productivity and impact through collaboration is presented. Scientometric results support the hypothesis that a knowledge management model increased research collaboration and thereby boosted a university’s number of publications and citations. Results come from fifteen years of data at a Mexican university with 2400 researchers who produced 24,000 works in fifteen research disciplines. These data are treated with social network visualizations and algorithms to identify patterns of collaboration and clustering, as well as with normalizations to make disciplines comparable and to verify increasing citation impact. The knowledge management model implemented in the study may be a cost-effective way for universities to intensify collaboration and improve research performance.     

中国传统文化对知识管理的影响和二者融合的实现途径研究

被称为第五代管理的知识管(Knowledge Management)成为知识经济时代的一次巨大的管理浪潮。知识管理在中国企业的实施，无疑要受中国传统文化的影响。本文就中国传统文化对知识管理积极和消极的影响进行了研究，并就实现我国传统文化和现代知识管理思想的融合途径进行了探索。     

Identifying the information management process and knowledge creation in technology-based companies: a Brazilian comparative case study

Knowledge Management Research & Practice - Information and knowledge have been cited over the last two decades as competitive advantage tools. Recently, the use of them has been discussed to...     

Managing the knowledge environment: a case study from healthcare

An organization's future is viable to the degree it can create, obtain, and leverage its intellectual capital in an effort to manage knowledge for sustained, competitive advantage in the market place. Failure to do so can spell disaster. Case in point: Due to a festering crisis between his strategic intent and the organization's operational capacity to support it, in May 2000, the Spartanburg Regional Healthcare System (SRHS) board of directors voted for its chief executive officer (CEO) to resign. His resignation signaled the need for new learning, in addition to more effective management and communication practices in improving the identifying and codifying of knowledge and then facilitating the sharing of it organization-wide. This article focuses on delineating the process principles in managing a supportive environment necessary for the sharing of knowledge to spark creative thinking in devising innovative solutions that the hospital used in adapting to its market.     

Managing technology alliances: The case for knowledge management

Organizations need to form alliances with external entities in order to acquire or access resources outside ones bounds. In recent times, we have seen an increased number of alliances geared towards acquiring technology capabilities. Alliances for technology capabilities include software application licensing agreements, access to technological infrastructure, and accessing technological know-how. While a lot of attention has been paid to the financial, economic, legal, and architectural issues of such arrangements, one dimension has been under debated and discussed—the knowledge component. Knowledge is the critical resource that is exchanged, managed, and integrated, in technology alliances. Managing knowledge in and around technology alliances is of utmost importance if we want to reap the strategic and operational benefits of such engagements. In this case study analysis, we share crucial knowledge management concerns to bear in mind while constructing, governing, and terminating technology alliances.     

隐性知识与企业核心能力:案例研究

随着知识经济的日益崛起,企业的经营和持续发展不再主要依赖资本、自然资源、劳动力等传统资源,而是更多地依赖专业知识、想法和洞察力这些智慧资产。就知识而言,由于显性知识容易沟通和共享,也极易被竞争对手复制和模仿,所以,显性知识显然难以形成企业持续的经营优势。案例研究表明,企业中,经验、技能、心智模式和组织惯例等这些隐性知识由于其巨大的客户价值性、稀缺性、不易模仿性和难以复制性,因此越来越多的企业将其看成企业的战略资源。而能否发掘企业中的隐性知识,充分发挥这些隐性知识的作用,便成为了获取和保持持续竞争优势的关键。     

Understanding knowledge management software-organisation misalignments from an institutional perspective: A case study of a global IT-management consultancy firm

Inspired by the proposition that “Enterprise IS configurations chosen by the organisations will encode institutionalised principles into these systems” (Gosain, 2004, p. 169), this study seeks to draw attention to potential sources of misalignment between knowledge management (KM) software and the implementing organisation from an institutional theory perspective. Using a case of a global consultancy firm, the study elucidates such misalignments as the consequence of different institutional contexts where technology developers and adopters operate. This study demonstrates how institutional forces affect the implementation project and provides some lessons learned for organisations that are rich in high-value text-based knowledge for making decisions.     

企业知识管理的文化障碍与对策

知识管理是企业经营面临的新课题,而文化是企业实施知识管理的关键要素之一.文章剖析了知识管理的内涵和本质,考察了文化对企业知识管理活动的影响,分析了企业知识管理面临的文化障碍,进而提出了相应的对策和建议.     

Emergency knowledge management and social media technologies: A case study of the 2010 Haitian earthquake

The US response to the 2010 Haiti Earthquake was a large effort coordinated by three major agencies that worked in tandem with the Government of Haiti, the United Nations, and many countries from around the globe. Managing this response effort was a complex undertaking that relied extensively on knowledge management systems (KMS). For the first time, however, US government agencies employed social media technologies such as wikis and collaborative workspaces as the main knowledge sharing mechanisms. In this research we present a case study developed through action research of how these social media technologies were used, what influences they made on knowledge sharing, reuse, and decision-making, and how knowledge was effectively (and at times ineffectively) maintained in these systems. First-hand knowledge of the response is used, offering strategies for future deployment of social media and important research questions that remain regarding social media as knowledge management systems, particularly for disaster and emergency management.     

Weblogs for organizational knowledge sharing and creation: a comparative case study

The use of weblogs as an information and communication technology for knowledge sharing and creation is a novel social and organizational phenomenon. In this paper, we identify and explain contingency factors that influence the successful use of weblogs for knowledge sharing and creation. We start from the assumption that successful knowledge management requires the motivation of people to engage in knowledge-related communication. Based on a comparison of two antithetic cases, we identify and discuss four contingency factors that directly influence the motivational impact of weblogs on organizational knowledge sharing and creation.     

组织知识管理环境下的个人知识管理研究

通过对个人和组织,以及个人知识和组织知识的讨论来,明确个人知识管理与组织知识管理的关系,确立一个在组织知识管理的环境的个人知识管理的框架.     

复杂产品系统创新的知识管理:以GX公司为例

复杂产品系统在现代经济和社会扮演着越来越重要的角色。而在以知识、信息为特征的新经济社会中,知识管理大大促进了企业技术创新的开展,是提升企业竞争力的有力保证。本文立足于复杂产品系统与规模制造产品的不同之处,对复杂产品系统创新中如何进行知识管理进行了探讨。     

Development of terminological resources for expert knowledge: a case study in mining

In this paper we outline an approach to application of ontology in knowledge management. The University of Belgrade Faculty of Mining and Geology research team has developed a terminological resource to support knowledge management in mining engineering. Mining engineering, like all other engineering disciplines, needs comprehensive, consistent and standardized definitions of terms for efficient knowledge management and interoperability among various related IT applications. This goal can best be reached by terminological resources in electronic form organized as thesauruses or ontologies. The resource used to illustrate this approach, RudOnto, is a system of ontologies developed for mining engineering and their application in mining equipment and mine safety domains. Key benefits of applying ontologies in knowledge management, aside from securing interoperability, are enhancement of browsing/searching functions, and reuse and structuring capabilities. Through export to several specific formats, RudOnto ontologies offer the possibility of generating stand-alone terminological resources or ontologies in specific sub-fields, such as mining equipment, mine safety and geostatistics.     

浅析企业文化对知识管理的影响

阐述了知识经济时代下企业文化和知识管理的意义和特征,分析了企业文化对知识管理的影响,并指出企业文化是企业知识管理成败的重要原因之一,通过建立共性和个性文化,建设共享企业文化,转变企业学习机制等方式来建立有利于知识管理的企业文化。     

跨国公司战略管理知识转移机制的案例研究

通过典型单案例研究对跨国公司战略管理知识转移的机制进行探讨和建构,选取A公司的北京分公司作为研究对象,在文献综述的基础上,深挖案例证据,通过深层分析和归纳得出最后研究结论。研究结果最终揭示:隐性、复杂性和专有性三个知识特征,以及信任、文化距离和子公司的战略地位三个组织关系特征是战略管理知识转移的重要前因变量,而知识质量和吸收能力是子公司战略目标实现的重要中间变量,需要引起跨国公司及其子公司的重视。本案例构建的研究模型需要多案例研究以及实证研究的进一步检验和论证。     

Knowledge management: Taxis Parisiens case study

This paper presents a case study of the management and operation of the Paris taxi cab service (Taxis Parisiens), which is one of the world's largest and most complex public transport operations. The method adopted is to consider the taxi cab service as a set of processes forming a knowledge value chain, which forms the basis of a continuous learning cycle. The case study investigates the management and operation of the Taxis Parisiens community by analysing the corresponding practice along the knowledge value chain. This is achieved by identifying the roles of the main stakeholders associated with the Taxis Parisiens community, discussing current licensing and examination processes, considering the potential use of Information Technology and making recommendations for improved knowledge management practices.     

Understanding of knowledge management roles and responsibilities: a study in the Australian context

Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations.