Agustriyana, D., & Pringgabayu, D. (2019). Creating Knowledge Management with the Role of Leadership and Organizational Culture: Evidence from State Owned-Port Company. Global Business & Management Research, 11(1), 35–44.
Agustriyana and Pringgabayu, in their article, targeted the leadership and organizational culture effect on knowledge management in state-owned Port Company. They used leadership and organizational culture to determine the success in knowledge management. The report drew the data from the interviews and questionnaires to the employee population in the state-owned Port Company. The study posits that there is a link between leadership and knowledge management. Furthermore, organizational culture also influences knowledge management. Organizational culture has a higher influence on knowledge management than the leadership at 26.7% and 12.8%, respectively. Moreover, leadership and corporate culture have total control of 0.958 on state-owned port companies.
Davila, G., Varvakis, G., & North, K. (2019). Influence of Strategic Knowledge Management on Firm Innovativeness and Performance. Brazilian Business Review (English Edition), 16(3), 239–254.
According to Davila, Varvakis, and North, priority in managing and the practices for tacit knowledge contributes to the decisions by the support management on the resources allocation objectives and spur performance and improvement in the industry. The research was on the type and intensity of the relationship between innovation performance, strategic knowledge management (SKM), and organizational performance. The research was for the SKM in the Brazilian firms. The research had a sample of 127 southern Brazilian firms and used PLS-SEM for the testing of hypotheses. The research indicated that SKM practices were relevant for innovation and organizational performance. Moreover, it also showed the efficiency level and each SKM practice use. The research made it possible for Brazilian practitioners to identify the practices that would breed improvement and performance. Furthermore, the results indicated that there was a focus on the management of explicit knowledge, and opportunities are available for performance improvement with the focus on tacit knowledge.
Wijayanti, T. C. (2019). The Effect of “Knowledge Management” Training to Improve Employee Performance in Pt Semen Indonesia (Persero) Tbk. International Journal of Organizational Innovation, 12(2), 220–226
Wijayanti’s research was about the effects on the performance of the employees after or before having knowledge management training. The research linked performance with the training on knowledge management. The research target was the employee and the leaders who will be the agents and manage the knowledge management in the work units for the PT Semen Indonesia, respectively. The research collected data from 60 employees. The research indicated that there was a difference in performance for the employees before and after the training. It showed that there is an effective improvement in the performance of the employees through knowledge management investment. Moreover, knowledge management training enhanced behavioral changes from the understanding and experience gained in training. Furthermore, the training improved individual skills and knowledge and proved useful in the handling of the daily problems of employees. From the results, Wijayanti suggests the increase in investment in knowledge management to enhance sustainable competitive advantage.
Prusak, R. (2019). Analysis of selected elements of knowledge management in the context of the size of the enterprise and the specifics of its activity. Management (1429-9321), 23(1), 90–104.
The report posits that effective knowledge management is only possible by the implementation of systems and mechanisms designed for a specific of the company’s operation and the quantity and nature of the resources. From the other developments, Prusak advices that giving elements may be difficult as a result of the specific uniqueness of the various elements of knowledge management in enterprises due to the size of the organization. The research uses the solution used Poland’s characteristic features to identify the enterprises and the nature of activities depending on their size. The research used the questionnaires that addressed the representatives of the 105 top management enterprises. The research showed that the characteristics of the phenomena and trends identified were characterized.
Niknamian, S. (2019). The Relationship Between Valuation Criteria and Maturity Level of Knowledge Management: An Empirical Analysis. IUP Journal of Knowledge Management, 17(2), 7–2
The increasing importance of knowledge management in the success of the enterprise saw the increase in the usage of the knowledge management concept in the leading organizations in creating sustainable competitive advantage. The study aims at examining the criteria in valuation based on the level of maturity of knowledge management in the executive agencies of the Khuzestan Province Iran. The research had the 382 respondents obtained by the Cochran formula and used 17 variables of valuation and 13 knowledge management maturity levels. The research indicates that there is a relationship between the valuation criteria and knowledge management maturity level. According to Niknamian, selective technologies should meet the needs of the creation and implementation of a knowledge management system. Moreover, it should provide access to the output of knowledge management for all employees.
Hosseini, S. S., Tekmedash, Y. N., Karami, A., & Jabarzadeh, Y. (2019). The Impact of Knowledge Management Strategy on Service Innovation Performance in Private and Public Hospitals. Iranian Journal of Management Studies, 12(1), 1–24.
The research aimed at investigating the comparative effect of knowledge management strategy on the service innovation performance in public and private hospitals by facilitating the role of knowledge management practices. From the theory of knowledge management, for the organizations to perform successfully, they need a suitable working knowledge management strategy. The research collected data through questionnaires and analyzed using structural equation modeling (SEM) methodology. The research indicates that there is a significant relationship between knowledge management strategy and knowledge management practices. Furthermore, the relationship between knowledge management strategy and service innovation performance in the hospitals public and private confirmed the mediating role of knowledge management.
Rožman, M., Shmeleva, Z., & Tominc, P. (2019). Knowledge Management Components and Their Impact on Work Engagement of Employees. Our Economy (Nase Gospodarstvo), 65(1), 40–56
According to Rozman, Shmeleva, and Tominc, globalization, and modern business expose companies to challenges of the unpredictable and complex competitive environment. The global trends and stringent competition in the world market hit a business environment that has significant changes that call for the companies to introduce in their current business operations. The human management of knowledge is very fundamental. The article aims at establishing the impacts of the various components of knowledge management on the employees’ work engagement in Slovenia companies. The research obtained the data by a questionnaire survey on the 112 Slovenian companies. The questionnaire-based on the existing measurement scales. The research indicated the importance of knowledge management in Slovenian companies and the importance of strategy for the business that was to be fully integrated within all the employees’ related processes in the company.
Raudeliuniene, J., & Szarucki, M. (2019). An Integrated Approach to Assessing an Organization’s Knowledge Potential. Engineering Economics, 30(1), 69–80.
Globalization and transformation call for efficient knowledge assessment and management to increase the performance of organizations. Raudeliuniene and Szarucki in this research analyses the problems in knowledge management and knowledge assessment by examining and integrating the contemporary management approaches and theories, researchers’ different attitudes towards external and internal influence factors of knowledge potential and the researcher assessment aspects. The research aims at presenting the peculiar organizations’ knowledge potential assessment in the theoretical and transformational framework context of potential knowledge influence on the organizations’ performance. The research indicated that the dominant way of increasing organizational performance is through efficient knowledge potential assessment and management. The assessment and management create the medium for satisfying changing the individual customer’s needs, creating mutual value, leadership, and uniqueness in the market.
Veena, K., Jigeesh, N., & Bhat, M. S. (2019). Knowledge Management Practices in Managing Projects and Project People: A Case Study of an Indian IT Company. IUP Journal of Knowledge Management, 17(1), 41–52.
Veena, Jigeesh, and Bhat, in their research, found a unique mechanism for identifying and filling the knowledge gaps for the successful management of projects. The acquisition from the past and ongoing projects and the people projects give current projects strong handling support. The high attrition rate and the evidence complicity in the IT companies call for the proper management of the existing people’s knowledge. There are different ways of managing knowledge in different IT companies. Veena, Jignesh, and Bhat took a case study of the Indian IT company to facilitate the study knowledge management practice. The research indicated that a learning center plays a vital role in enhancing the sharing and extracting of project people’s knowledge.
Gorman, G. E., & Pauleen, D. J. (2011). Personal Knowledge Management : Individual, Organizational, and Social Perspectives. Farnham: Routledge
In the book by Gorman and Pauleen, personal Knowledge management (PKM) helps one cope with the complexity of environmental changes and development. It looks at the emergence of PKM from the multidisciplinary perspective, and the contributors echo the different disciplines that touch upon it. Gorman and Pauleen state that PKM is an evolving concept focusing on individual growth and learning importance and the management and technology processes formerly associated with organizational knowledge management. The book informs, stimulates, and challenges every reader. Delving in the deep and broad concept, the authors help those with the concern with knowledge work and knowledge workers see the importance of PKM in supporting and affecting individuals, organizations, and the whole society. It also helps in a better understanding of the concepts involved and the benefit of relevant research in the area.
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