Pub Date : 2022-11-02DOI: 10.1080/14778238.2022.2144513
M. Weck, Teona Gelashvili, Ingrid Pappel, Fernando A. F. Ferreira
ABSTRACT This article seeks to contribute to the existing body of knowledge management systems (KMS) literature by using cognitive mapping and demonstrating its usefulness in terms of context analysis for identifying the knowledge needs of multiple stakeholders and the appropriate characteristics of a KMS technology solution. Empirical data were collected through two case studies conducted in Finland and Estonia that used knowledge panel meetings to bring together knowledgeable experts who represented quadruple helix (QH) regional innovation actors involved in building smart living environments for ageing well (SLEaws). Adopting a multi-criteria approach in both case studies, cognitive mapping as an important instrument of the strategic options development and analysis (SODA) methodology was used during the panel meetings of both cases to facilitate the decision making of the experts in developing an integrated framework or tool that can support KMS design.
{"title":"Supporting collaboration and knowledge sharing in building SLEs for ageing well: Using cognitive mapping in KMS design","authors":"M. Weck, Teona Gelashvili, Ingrid Pappel, Fernando A. F. Ferreira","doi":"10.1080/14778238.2022.2144513","DOIUrl":"https://doi.org/10.1080/14778238.2022.2144513","url":null,"abstract":"ABSTRACT This article seeks to contribute to the existing body of knowledge management systems (KMS) literature by using cognitive mapping and demonstrating its usefulness in terms of context analysis for identifying the knowledge needs of multiple stakeholders and the appropriate characteristics of a KMS technology solution. Empirical data were collected through two case studies conducted in Finland and Estonia that used knowledge panel meetings to bring together knowledgeable experts who represented quadruple helix (QH) regional innovation actors involved in building smart living environments for ageing well (SLEaws). Adopting a multi-criteria approach in both case studies, cognitive mapping as an important instrument of the strategic options development and analysis (SODA) methodology was used during the panel meetings of both cases to facilitate the decision making of the experts in developing an integrated framework or tool that can support KMS design.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"865 - 877"},"PeriodicalIF":3.2,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42747164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-02DOI: 10.1080/14778238.2022.2129495
D. Carlucci, D. Kudryavtsev, C. Bratianu
Research and practice have long acknowledged the importance of managing knowledge as a strategic source for organisational growth, competitiveness, sustainability, and innovation (e.g., Boisot, 1998; Bolisani & Bratianu, 2018; Carayannis et al., 2021; Carlucci & Schiuma, 2007; Grant, 1996; Heisig et al., 2016; Holsapple, 2005; Nonaka & Takeuchi, 2019; Schiuma et al., 2012; Sirmon et al., 2011; Teece, 2007). In today’s digital age technological advances have further pushed the need for Knowledge Management (KM) to the forefront. Data “explosion” and the development of advanced technologies are changing the way organisations manage, combine and deploy data, information and knowledge, take strategic decisions, operate their business models, and drive value creation mechanisms to meet diversified stakeholders’ wants and needs (Gavrilova et al., 2017). Additionally, the recent fastpaced changes of socio-economic scenario are forcing organisations to ensure optimal utilisation of critical knowledge and search for more efficient and agile approaches to knowledge creation and management (Bratianu, 2020; Bratianu & Bejinaru, 2021). Thus, organisations are rethinking their ways of acquiring or generating new knowledge, applying current knowledge, retaining and storing existing knowledge, sharing and transferring knowledge, and handling obsolete or invalid knowledge. In other terms, they are rethinking their KM systems (KMSs) to face the pervasive digitalisation with its challenges and opportunities and to thrive in the VUCA world. KMS has been conceptualised in different ways over the years. KMS has been defined as a collection of techniques and strategies to analyse, organise, improve, distribute, maintain, and share knowledge and experience in an organisation (e.g., Massingham, 2014; Nainar, 2016; Singh, 2007). Focusing on the tacit or explicit nature of knowledge, KMS has been also described as a system that, through information technology, facilitates the capture, storage, search, transfer and reuse of tacit and explicit knowledge in an organisation and can aid an organisation to transform tacit knowledge into explicit knowledge (Alavi & Leidner, 2001; Wang et al., 2016). Recently, the inclusion of knowledge and KMS within the released ISO 9001 and ISO 30401 (International Standards Organization (ISO), 2015; International Standards Organization (ISO), 2018), has marked a further change for KMS and has provided a long-awaited level of legitimacy also for this management system (Kudryavtsev and Sadykova, 2019; Pawlowsky et al., 2021). According to ISO 30401 (International Standards Organization (ISO), 2018) the purpose of this standard for KM is to support organisations to develop a KMS that effectively promotes and enables value-creation through knowledge. For this reason, an organisation shall establish, implement, maintain, and continually improve a KMS, which is understood as a part of a management system concerning knowledge, where system elements i
长期以来，研究和实践都认识到管理知识作为组织成长、竞争力、可持续性的战略来源的重要性，和创新（例如，Boisot，1998；Bolisani和Bratianu，2018；Carayannis等人，2021；Carlucci和Schiuma，2007；Grant，1996；Heisig等人，2016；Holsapple，2005；野中和竹内，2019；Schiuma等人，2012；Sirmon等人，2011；Teece，2007）。在当今的数字时代，技术进步进一步将知识管理（KM）的需求推向了前沿。数据“爆炸”和先进技术的发展正在改变组织管理、组合和部署数据、信息和知识、做出战略决策、运营其商业模式以及推动价值创造机制的方式，以满足多元化利益相关者的愿望和需求（Gavrilova et al.，2017）。此外，最近社会经济形势的快速变化迫使组织确保关键知识的最佳利用，并寻求更高效、更敏捷的知识创造和管理方法（Bratianu，2020；Bratianu和Bejinaru，2021）。因此，组织正在重新思考获取或生成新知识、应用当前知识、保留和存储现有知识、共享和转移知识以及处理过时或无效知识的方式。换言之，他们正在重新思考他们的知识管理系统（KMS），以应对无处不在的数字化及其挑战和机遇，并在VUCA世界中蓬勃发展。多年来，KMS以不同的方式被概念化。KMS被定义为一组技术和战略，用于分析、组织、改进、分发、维护和分享组织中的知识和经验（例如，Massingham，2014；Nainar，2016；Singh，2007）。关注知识的隐性或显性本质，KMS也被描述为一种通过信息技术促进组织中隐性和显性知识的捕获、存储、搜索、转移和重用的系统，并可以帮助组织将隐性知识转化为显性知识（Alavi&Leidner，2001；王等人，2016）。最近，将知识和KMS纳入发布的ISO 9001和ISO 30401（国际标准化组织（ISO），2015；国际标准组织（ISO），2018）标志着KMS的进一步变革，并为该管理体系提供了期待已久的合法性水平（Kudryavtsev和Sadykova，2019；Pawlowsky等人，2021）。根据ISO 30401（国际标准化组织（ISO），2018），本KM标准的目的是支持组织开发KMS，通过知识有效促进和实现价值创造。因此，组织应建立、实施、维护和持续改进知识管理系统，该系统被理解为知识管理系统的一部分，其中系统元素包括组织的知识管理文化、结构、治理和领导、角色和责任、规划、技术、过程和运营，等（国际标准组织（ISO），2018）。如今，开发和利用一个经过深思熟虑的知识管理系统对于利用数字革命的真正潜力至关重要，并使一个组织能够在数字时代制定综合战略和全面的知识管理方法。此外，由于竞争场景的变化速度不断加快，组织必须不断反思其KMS，以便通过适当利用数字技术提供的机会，变得越来越有弹性，并应对意想不到的挑战。这期特刊旨在吸引世界各地学者的严谨研究，为KMS的方法、模型、过程和工具提供新的见解，以便在数字时代及时有效地利用此类系统的潜力。特刊的论文种类再丰富不过了。这显然与社会经济形势中正在发生的各种变化的深远影响以及数字技术在影响和应对这些变化方面的全面作用有关。这些研究反映了这种多样性，使特刊特别丰富。尽管这些论文涉及许多不同的具体问题，并采用了不同的分析视角，但其主题是KMS和数字技术在帮助个人和组织生存、适应甚至利用这个新的、越来越不可预测的数字时代方面的作用。下一节介绍本特刊所载论文的概要。
{"title":"Guest editorial “Knowledge management systems in the digital age”","authors":"D. Carlucci, D. Kudryavtsev, C. Bratianu","doi":"10.1080/14778238.2022.2129495","DOIUrl":"https://doi.org/10.1080/14778238.2022.2129495","url":null,"abstract":"Research and practice have long acknowledged the importance of managing knowledge as a strategic source for organisational growth, competitiveness, sustainability, and innovation (e.g., Boisot, 1998; Bolisani & Bratianu, 2018; Carayannis et al., 2021; Carlucci & Schiuma, 2007; Grant, 1996; Heisig et al., 2016; Holsapple, 2005; Nonaka & Takeuchi, 2019; Schiuma et al., 2012; Sirmon et al., 2011; Teece, 2007). In today’s digital age technological advances have further pushed the need for Knowledge Management (KM) to the forefront. Data “explosion” and the development of advanced technologies are changing the way organisations manage, combine and deploy data, information and knowledge, take strategic decisions, operate their business models, and drive value creation mechanisms to meet diversified stakeholders’ wants and needs (Gavrilova et al., 2017). Additionally, the recent fastpaced changes of socio-economic scenario are forcing organisations to ensure optimal utilisation of critical knowledge and search for more efficient and agile approaches to knowledge creation and management (Bratianu, 2020; Bratianu & Bejinaru, 2021). Thus, organisations are rethinking their ways of acquiring or generating new knowledge, applying current knowledge, retaining and storing existing knowledge, sharing and transferring knowledge, and handling obsolete or invalid knowledge. In other terms, they are rethinking their KM systems (KMSs) to face the pervasive digitalisation with its challenges and opportunities and to thrive in the VUCA world. KMS has been conceptualised in different ways over the years. KMS has been defined as a collection of techniques and strategies to analyse, organise, improve, distribute, maintain, and share knowledge and experience in an organisation (e.g., Massingham, 2014; Nainar, 2016; Singh, 2007). Focusing on the tacit or explicit nature of knowledge, KMS has been also described as a system that, through information technology, facilitates the capture, storage, search, transfer and reuse of tacit and explicit knowledge in an organisation and can aid an organisation to transform tacit knowledge into explicit knowledge (Alavi & Leidner, 2001; Wang et al., 2016). Recently, the inclusion of knowledge and KMS within the released ISO 9001 and ISO 30401 (International Standards Organization (ISO), 2015; International Standards Organization (ISO), 2018), has marked a further change for KMS and has provided a long-awaited level of legitimacy also for this management system (Kudryavtsev and Sadykova, 2019; Pawlowsky et al., 2021). According to ISO 30401 (International Standards Organization (ISO), 2018) the purpose of this standard for KM is to support organisations to develop a KMS that effectively promotes and enables value-creation through knowledge. For this reason, an organisation shall establish, implement, maintain, and continually improve a KMS, which is understood as a part of a management system concerning knowledge, where system elements i","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"793 - 796"},"PeriodicalIF":3.2,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43067660","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-15DOI: 10.1080/14778238.2022.2113345
M. Miao, S. Zaman, Arooba Zafar, Cristian Garcia Rodriguez, Syed Ahsan Ali Zaman
ABSTRACT This research examines critical elements of knowledge management and industry 4.0 that assist human resources in the air transport industry. In addition, we look at the essential components that connect the divide between Industry 4.0 and knowledge management. This paper uses the Grey- DEMATEL technique to comprehend the cause-and-effect factors and their interrelationships. A seven-scale ranking, and sensitivity analysis was further applied for better results. It was observed from the findings that information sharing (F15) was the most significant factor for the aviation sector as the causal factor was ranked as the top criterion. Joint knowledge creation (F15) was ranked as the second topmost criteria as effect factor. E-learning (F9) is the third-ranking effect factor. This paper showed that information sharing assists in management performance and efficiency performance in the aviation sector.
{"title":"The augmentation of Knowledge Management through Industry 4.0: case of Aviation sector of emerging economy","authors":"M. Miao, S. Zaman, Arooba Zafar, Cristian Garcia Rodriguez, Syed Ahsan Ali Zaman","doi":"10.1080/14778238.2022.2113345","DOIUrl":"https://doi.org/10.1080/14778238.2022.2113345","url":null,"abstract":"ABSTRACT This research examines critical elements of knowledge management and industry 4.0 that assist human resources in the air transport industry. In addition, we look at the essential components that connect the divide between Industry 4.0 and knowledge management. This paper uses the Grey- DEMATEL technique to comprehend the cause-and-effect factors and their interrelationships. A seven-scale ranking, and sensitivity analysis was further applied for better results. It was observed from the findings that information sharing (F15) was the most significant factor for the aviation sector as the causal factor was ranked as the top criterion. Joint knowledge creation (F15) was ranked as the second topmost criteria as effect factor. E-learning (F9) is the third-ranking effect factor. This paper showed that information sharing assists in management performance and efficiency performance in the aviation sector.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"893 - 912"},"PeriodicalIF":3.2,"publicationDate":"2022-10-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49375413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-11DOI: 10.1080/14778238.2022.2125848
Leonardo Fernandes Souto, Maria de Fátima Bruno-Faria
ABSTRACT This study’s main aim is to characterise knowledge loss risk management based on the perception of managers of a military public company that acts in the nuclear sector. This was a qualitative, single case study conducted in the company AMAZUL. For data collection ten semi-structured interviews were conducted, complemented by a documentary analysis. The data were analysed using the content analysis technique. The main findings corresponded to knowledge loss risk situations, actions at the level of managers, KM practices at the institutional level, post-knowledge loss actions, facilitators, barriers, and impacts of failures in the knowledge loss risk management. Thus, this study contributed to the emerging field of knowledge risk management, especially with regard to the understanding of aspects related to knowledge loss risk management in the context of the military and nuclear sectors organisations.
{"title":"Knowledge loss risk management in a Brazilian public company: the case of AMAZUL","authors":"Leonardo Fernandes Souto, Maria de Fátima Bruno-Faria","doi":"10.1080/14778238.2022.2125848","DOIUrl":"https://doi.org/10.1080/14778238.2022.2125848","url":null,"abstract":"ABSTRACT This study’s main aim is to characterise knowledge loss risk management based on the perception of managers of a military public company that acts in the nuclear sector. This was a qualitative, single case study conducted in the company AMAZUL. For data collection ten semi-structured interviews were conducted, complemented by a documentary analysis. The data were analysed using the content analysis technique. The main findings corresponded to knowledge loss risk situations, actions at the level of managers, KM practices at the institutional level, post-knowledge loss actions, facilitators, barriers, and impacts of failures in the knowledge loss risk management. Thus, this study contributed to the emerging field of knowledge risk management, especially with regard to the understanding of aspects related to knowledge loss risk management in the context of the military and nuclear sectors organisations.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"917 - 928"},"PeriodicalIF":3.2,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44369054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-06DOI: 10.1080/14778238.2022.2129494
M. Andriani, Alvin Christiandy, I. Wiratmadja, I. Sunaryo
ABSTRACT This study aims to develop an evaluation model of knowledge management effectiveness based on generational differences. Different generations have different learning styles and needs in accessing and disseminating knowledge. On the other hand, knowledge management’s role in companies in the digital era is critical. Therefore, the company needs to build an effective knowledge management system to maintain its life. This research was conducted through in-depth literature studies on the characteristics of generations X, Y, and Z, and the knowledge management effectiveness model, followed by the development of the knowledge management effectiveness model, and conducted empirical measurement using an explanatory sequential mixed-method in Indonesian automotive company. Three differences determine intergenerational knowledge management’s effectiveness: knowledge management’s support for productivity, training, and leadership. Companies need to pay attention to different employees’ needs to improve knowledge management effectiveness and prioritise features that can facilitate intergenerational differences.
{"title":"Knowledge management effectiveness model in facilitating generation differences","authors":"M. Andriani, Alvin Christiandy, I. Wiratmadja, I. Sunaryo","doi":"10.1080/14778238.2022.2129494","DOIUrl":"https://doi.org/10.1080/14778238.2022.2129494","url":null,"abstract":"ABSTRACT This study aims to develop an evaluation model of knowledge management effectiveness based on generational differences. Different generations have different learning styles and needs in accessing and disseminating knowledge. On the other hand, knowledge management’s role in companies in the digital era is critical. Therefore, the company needs to build an effective knowledge management system to maintain its life. This research was conducted through in-depth literature studies on the characteristics of generations X, Y, and Z, and the knowledge management effectiveness model, followed by the development of the knowledge management effectiveness model, and conducted empirical measurement using an explanatory sequential mixed-method in Indonesian automotive company. Three differences determine intergenerational knowledge management’s effectiveness: knowledge management’s support for productivity, training, and leadership. Companies need to pay attention to different employees’ needs to improve knowledge management effectiveness and prioritise features that can facilitate intergenerational differences.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"947 - 959"},"PeriodicalIF":3.2,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42085339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-08DOI: 10.1080/14778238.2022.2120837
Jean-Philippe Bootz, Stefano Borzillo, S. Raub
ABSTRACT By balancing the needs for autonomy and control, leaders of organisational communities of practice (OCoPs) play a central role in their effectiveness. This study aims to identify different OCoP leader profiles and analyse possible contingencies with various OCoP types. Using a qualitative methodology on a sample of 16 OCoPs from nine international organisations, an inductive analysis was undertaken by using Gioia et al.’s (2013) data structures model. Results reveal three distinct OCoP leader profiles, labelled “centripetal”, “centrifugal” and “balanced”. A comparison of different OCoP types reveals a fit between centripetal OCoP leaders and operational exploitation OCoPs, centrifugal OCoP leaders and strategic exploration OCoPs, and, finally, balanced OCoP leaders and hybrid OCoPs. These results enrich previous research on OCoP types, by identifying a “hybrid” combination of the two, proposing a novel framework of different OCoP leader profiles and highlighting a new contingency perspective on the relationships between OCoP leader profiles and OCoP types.
{"title":"Leaders of organisational communities of practice: their characteristics, activities, and fit with their communities","authors":"Jean-Philippe Bootz, Stefano Borzillo, S. Raub","doi":"10.1080/14778238.2022.2120837","DOIUrl":"https://doi.org/10.1080/14778238.2022.2120837","url":null,"abstract":"ABSTRACT By balancing the needs for autonomy and control, leaders of organisational communities of practice (OCoPs) play a central role in their effectiveness. This study aims to identify different OCoP leader profiles and analyse possible contingencies with various OCoP types. Using a qualitative methodology on a sample of 16 OCoPs from nine international organisations, an inductive analysis was undertaken by using Gioia et al.’s (2013) data structures model. Results reveal three distinct OCoP leader profiles, labelled “centripetal”, “centrifugal” and “balanced”. A comparison of different OCoP types reveals a fit between centripetal OCoP leaders and operational exploitation OCoPs, centrifugal OCoP leaders and strategic exploration OCoPs, and, finally, balanced OCoP leaders and hybrid OCoPs. These results enrich previous research on OCoP types, by identifying a “hybrid” combination of the two, proposing a novel framework of different OCoP leader profiles and highlighting a new contingency perspective on the relationships between OCoP leader profiles and OCoP types.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"972 - 982"},"PeriodicalIF":3.2,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47838487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-09-05DOI: 10.1080/14778238.2022.2118637
D. Carlucci, D. Kudryavtsev, F. Santarsiero, Rosaria Lagrutta, A. Garavelli
ABSTRACT The implementation of ISO Knowledge Management (KM) standard is gaining increasing attention among practitioners and scholars and it is bringing out several issues to investigate, such as reasons and ways of “standardizing” KM systems, and risks, challenges and benefits of implementing the standard. Drawing on a review of the literature on ISO standard for KM, the paper provides a conceptualisation of ISO KM standard through some conceptual and mind maps that systematise and combine the KM requirements of ISO. Such conceptualisation offers a fresh and comprehensive view of key factors, variables, and dimensions that an organisation needs to consider in order to design and implement a KM system consistent with the ISO KM standard. Moreover, based on the literature review results, the study sheds light on risks, challenges and benefits, connected to the implementation of ISO 30401 in organisations and identifies future areas of investigation.
{"title":"The ISO 30401 Knowledge Management Systems: a new frame for managing knowledge. Conceptualisation and practice","authors":"D. Carlucci, D. Kudryavtsev, F. Santarsiero, Rosaria Lagrutta, A. Garavelli","doi":"10.1080/14778238.2022.2118637","DOIUrl":"https://doi.org/10.1080/14778238.2022.2118637","url":null,"abstract":"ABSTRACT The implementation of ISO Knowledge Management (KM) standard is gaining increasing attention among practitioners and scholars and it is bringing out several issues to investigate, such as reasons and ways of “standardizing” KM systems, and risks, challenges and benefits of implementing the standard. Drawing on a review of the literature on ISO standard for KM, the paper provides a conceptualisation of ISO KM standard through some conceptual and mind maps that systematise and combine the KM requirements of ISO. Such conceptualisation offers a fresh and comprehensive view of key factors, variables, and dimensions that an organisation needs to consider in order to design and implement a KM system consistent with the ISO KM standard. Moreover, based on the literature review results, the study sheds light on risks, challenges and benefits, connected to the implementation of ISO 30401 in organisations and identifies future areas of investigation.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"975 - 986"},"PeriodicalIF":3.2,"publicationDate":"2022-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47840175","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
ABSTRACT Knowledge management in higher education institutions (HEIs) can be analysed from intellectual capital (IC), which is made up of a series of intangible resources, becoming a valuable element. The purpose of this research is to analyse the creation of core competences based on the interaction between intangible IC resources. A multivariate statistical analysis through Structural Equation Modelling (SEM) was used as a methodological design. The results show that it is possible to articulate IC intangible resources in core activities that become core competences and strengthen competitive advantages in HEIs. The empirical results show the need to recognise the characteristics and maturity level of IC in each HEI. Regarding the originality and value of the research, no previous studies analysing the relationship between IC, core competences, and competitive advantages in HEIs were identified. It was possible to establish valuable intangible resources among which teaching-learning methods, teacher quality and interdepartmental cooperation alliances stand out.
{"title":"Analysis of core competences and competitive advantages in higher education institutions: An intellectual capital approach","authors":"Natalia Marulanda-Grisales, Luz Dinora Vera-Acevedo","doi":"10.1080/14778238.2022.2118636","DOIUrl":"https://doi.org/10.1080/14778238.2022.2118636","url":null,"abstract":"ABSTRACT Knowledge management in higher education institutions (HEIs) can be analysed from intellectual capital (IC), which is made up of a series of intangible resources, becoming a valuable element. The purpose of this research is to analyse the creation of core competences based on the interaction between intangible IC resources. A multivariate statistical analysis through Structural Equation Modelling (SEM) was used as a methodological design. The results show that it is possible to articulate IC intangible resources in core activities that become core competences and strengthen competitive advantages in HEIs. The empirical results show the need to recognise the characteristics and maturity level of IC in each HEI. Regarding the originality and value of the research, no previous studies analysing the relationship between IC, core competences, and competitive advantages in HEIs were identified. It was possible to establish valuable intangible resources among which teaching-learning methods, teacher quality and interdepartmental cooperation alliances stand out.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"957 - 971"},"PeriodicalIF":3.2,"publicationDate":"2022-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42627569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-07DOI: 10.1080/14778238.2022.2105758
Hiep-Hung Pham, T. Nguyen, Viet-Thai Nguyen, Van-Minh Nguyen, Phan The Cong, M. Vu, Thi-Ngoc Do, Myeong Hwan Kim, Nhat-Minh Tran
ABSTRACT Despite the abundance of literature on university performance (UP), few studies have examined the impacts of knowledge management (KM) enablers and KM processes on UP. This study introduces a model explaining the variance in UP, including KM enablers, which include organisational enablers (OEs) and personal enablers (PEs) as indirect determinants, and KM processes as direct determinants. Data from 296 Vietnamese university lecturers and managerial staff indicated that KM processes mediate the link between KM and UP. However, OEs and PEs had unequal impacts on KM processes. Of the three OE components, organisational rewards and culture had a direct impact on KM, while organisational leadership had an indirect impact through the two other processes. Of the two PE components, knowledge self-efficacy had a significant influence on KM. The findings indicate ways for Vietnamese universities to enhance performance and thus develop sustainably.
{"title":"The impacts of knowledge management enablers and knowledge management processes on university performance in Vietnam","authors":"Hiep-Hung Pham, T. Nguyen, Viet-Thai Nguyen, Van-Minh Nguyen, Phan The Cong, M. Vu, Thi-Ngoc Do, Myeong Hwan Kim, Nhat-Minh Tran","doi":"10.1080/14778238.2022.2105758","DOIUrl":"https://doi.org/10.1080/14778238.2022.2105758","url":null,"abstract":"ABSTRACT Despite the abundance of literature on university performance (UP), few studies have examined the impacts of knowledge management (KM) enablers and KM processes on UP. This study introduces a model explaining the variance in UP, including KM enablers, which include organisational enablers (OEs) and personal enablers (PEs) as indirect determinants, and KM processes as direct determinants. Data from 296 Vietnamese university lecturers and managerial staff indicated that KM processes mediate the link between KM and UP. However, OEs and PEs had unequal impacts on KM processes. Of the three OE components, organisational rewards and culture had a direct impact on KM, while organisational leadership had an indirect impact through the two other processes. Of the two PE components, knowledge self-efficacy had a significant influence on KM. The findings indicate ways for Vietnamese universities to enhance performance and thus develop sustainably.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"512 - 524"},"PeriodicalIF":3.2,"publicationDate":"2022-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44480009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-28DOI: 10.1080/14778238.2022.2094292
Pasquale Del Vecchio, Gioconda Mele, G. Passiante, Donata Serra
ABSTRACT This study aims to provide a contribution to the systematisation of the state-of-the art of the literature on Big Data for the process of New Product Development (NPD). Based on the evidence of a structured literature review (SLR) on articles published from 2015 to 2021, the paper aims to identify new areas for future research, by highlighting the contribution of Big Data in the perspective of knowledge management for the improvement of the new product development process. Findings demonstrate a lack of research in this field and the fragmentation of the publications that require more in-depth investigation. The analysis allows the identification of quantitative and qualitative evidence of the research trends emerging at the intersection of the two well-known areas and to derive several implications both for research and practice.
{"title":"Knowledge generation from Big Data for new product development: a structured literature review","authors":"Pasquale Del Vecchio, Gioconda Mele, G. Passiante, Donata Serra","doi":"10.1080/14778238.2022.2094292","DOIUrl":"https://doi.org/10.1080/14778238.2022.2094292","url":null,"abstract":"ABSTRACT This study aims to provide a contribution to the systematisation of the state-of-the art of the literature on Big Data for the process of New Product Development (NPD). Based on the evidence of a structured literature review (SLR) on articles published from 2015 to 2021, the paper aims to identify new areas for future research, by highlighting the contribution of Big Data in the perspective of knowledge management for the improvement of the new product development process. Findings demonstrate a lack of research in this field and the fragmentation of the publications that require more in-depth investigation. The analysis allows the identification of quantitative and qualitative evidence of the research trends emerging at the intersection of the two well-known areas and to derive several implications both for research and practice.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"892 - 907"},"PeriodicalIF":3.2,"publicationDate":"2022-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49095427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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