Knowledge management is recognized as a competitive advantage and several organizations are incorporating it as a core strategy to enhance their organizational competitive advantage. Many of the organizations that have implemented knowledge management as a corporate strategy have not achieved their objectives and are having a growing sense of disenchantment about its practicality. Research revealed that organizational culture is a major barrier to creating and leveraging knowledge assets. This research examined the relationship between organizational culture and knowledge management. The Competing Values Framework devised by Robert Quinn and John Rohrbaugh (1983), was used to analyze the differences in organizational culture profiles and how they might be related to the various dimensions of knowledge management. The implications of this study can be of significant value to organizations as they prepare to implement knowledge management initiatives. The findings could help organizations assess the likelihood that implementation of knowledge management initiatives will be successful or will increase the organization’s competitive advantage in relationship to the current culture.
Organizational culture has been an important theme in management & business research for more than two decades. The reason being, that organizational culture has the potential to affect a range of organizationally & individually desired outcomes. Many a author suggest that organizational culture affects productivity, performance, commitment, self-confidence, employee behavior, motivation, ethical behavior and ultimately, the organization’s financial performance. Research has also revealed the role of organizational culture in a variety of contexts including the adoption of innovative technologies and work place practices, information system integration, strategy implementation, and planning initiation. . Infact, Organizational Culture is postulated to be one of the greatest theoretical levers required for understanding organizations. Organizational culture is also found to be essential for successful organizational change and maximizing human capital.
Human Factors in Organizational Design and Management - VI ,
Knowledge Management(KM) is became prime concern for the organizational development. Organization Successes and failure depends on the strategy for Knowledge Utilization and its management. in 21st century KM is becoming indispensable parts for organization economy development for Knowledge Enabler. This Master thesis provides a practical approach to design,development and implementation for KM Strategy through multi agent based approach. its explaining how to design KM Strategy to align business goal with KM Objective and elucidates as approach for implementing KM Strategy in Software engineering organization. which is known as SE-MABKM to make it sustainable. in today era organization development need a complete framework; based on that, organizational activity can be recorded on centralized Knowledge base which is known as Experience factory[EF] in pro rata basis and it can be utilize at the time of required most.this Master thesis can be utilize for knowledge enabler,Knowledge Application developer, Information Technology Management Practitioner.software engineer and various level of IT Practitioner and IT Scientist.
This book examines an ontology-based knowledge management approach to enable the interoperation of heterogeneous knowledge management systems in the domain of reusing inter-organizational knowledge. This book also investigates a theoretical ontology mediation framework to develop an integrated ontology by reusing inter-organizational ontologies. This book makes research contributions in the area of applying ontology and its mediation methods to develop and manage inter-organizational knowledge management process.
As a growing body of research, the paper investigated the relation between some organization structural dimensions with regard to knowledge sharing practices. Researchers, however, have given little attention to the relation between the structural dimensions with regard to knowledge sharing practices in banking sector. The structural dimensions that this paper has focused on are Centralization and Coordination. Data for the experiment were collected in Kurdistan International Bank (KIB). The theoretical predictions were tested by using data collected from employees involved in the Loan Process of KIB. According to the findings, employees who are involved in the Loan Process of KIB, share knowledge and coordinate activities under a system that is a combination between centralization and decentralization. The work concludes with giving practical implications: it gives a number of recommendations for improving the performance of the Loan Process of KIB more effectively, a Business Process Management Framework, and implications for future research.
1. The Effects of Talent Management on Service Quality, 2. The Role of Psychological Capital on Job Embeddedness and Organizational Cynicism, 3. The Impact of Talent Management on Organizational Performance, 4. The Effects of Job Embeddedness on Organizational Cynicism and Employee Performance, 5. Examining the Relationship between Organizational Cynicism and Organizational Change, 6. The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance, 7. Assessing Employee Attitudes Towards Organizational Commitment and Change, 8. Knowledge Management and Organizational Learning from the Employee Perspective, 9. Do Job Rotation and Role Stress Affect Job Attitudes?, 10. The Impact of Organizational Commitment and Identification on the Organizational Citizenship Behavior.
HUMAN FACTORS IN ORGANIZATIONAL DESIGN AND MANAGEMENT IV - PROCEEDINGSOF 4TH INTERNATIONAL SYMPOSIUM TO BE HELD IN STOCKHOLM, SWEDEN, MAY 29- JUNE 1 ' 94.
Knowledge Management and Information Systems Strategy for Growing Organizations examines the role that information systems play in helping SMEs use knowledge to achieve strategic organizational goals. Adopting a business perspective, it is ideal for students studying strategic information systems and knowledge management.
1. The Role of Organizational DNA in Improving Organizational Performance, 2. The Influence of Ethical Climate on Job Attitudes, 3. Job Attitudes as a Mediator of the Relationship between Organizational Cynicism and Organizational Citizenship Behavior, 4. The Effects of Organizational Cohesiveness on Organizational Performance, 5. The Impact of Cultural Intelligence on Job Performance, 6. The Role of Knowledge Management in Improving Organizational Performance, 7. The Effects of Organizational Cynicism on Job Attitudes, 8. The Effects of Talent Management on Service Quality, 9. The Role of Psychological Capital on Job Embeddedness and Organizational Cynicism, 10. The Impact of Talent Management on Organizational Performance, 11. The Effects of Job Embeddedness on Organizational Cynicism and Performance, 12. The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance, 13. Knowledge Management and Organizational Learning from the Employee Perspective, 14. Do Job Rotation and Role Stress Affect Job Attitudes?, 15. The Impact of Organizational Commitment and Identification on the Organizational Citizenship Behavior
We know that in comparison with the organizations, which are supported by structure and routines to suck up knowledge, project based-organization do not have any supportive natural transfer mechanism and also do not have any organizational memory, as they are temporary in nature. So, without a certain knowledge system and supporting culture during a project’s life cycle, knowledge assets can misplaced once a project is completed. This results in organizational knowledge destruction and loss of organizational learning. Knowledge management (KM) for project is vital for organizations to achieve competition and to survive in a dynamic environment. However, it’s is not an easy task, planned management efforts are require to capture and transfer of knowledge in projects. This study aims to analyze critical factors of knowledge management in the project based-organization with the help of ISM.This study shows that top management support, investment cost, organization and IT infrastructure are the main enablers of managing knowledge in the projects and it is advocated that project managers should harmonize KM practices with organization culture and launch a user-friendly system.
Many organizations fail to implement their strategies due to the inability of stakeholders in addressing the problems associated with strategy implementation. These problems are solved by this book through the development of a knowledge management metrics model. The model was identified and grouped separately into M1 for strategy implementation measurement and M2 for organizational knowledge process measurement towards Strategy Implementation Success’s (SIS) achievement. M1 and M2 are displayed in M3 with nine quadrants of organizational situation describing the reflection of the success achievement against the organizational performance. A quantitative statistical analysis and arithmetic calculation were performed to validate the model and mapped M1 and M2 into the organizational situation. The overall results are positive, indicating the appropriateness of the model. Hence, this book can be used to guide HEIs management in measuring the performance of their strategy implementation and diagnosing their organizational situation.
Knowledge management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices.Knowledge management efforts typically focus on organizational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organization. KM efforts overlap with organizational learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge.
1. Organizational DNA, 2. Psychological Capital and Job Embeddedness, 3. Organizational Cynicism and Job Attitudes, 4. Organizational Cohesiveness and Performance, 5. Ethical Climate, 6. Cultural Intelligence and Job Performance, 7. Knowledge Management, 8. Talent Management and Service Quality, 9. Job Rotation and Role Stress, 10. Organizational Learning, 11. Transactional and Transformational Leadership Styles.