This chapter reviews the related literature on knowledge management. It is divided into five main sections. The first section presents conceptual framework for the study elucidating key concepts of the study. The second section discusses the theoretical framework where key theories informing the study are discussed. In this section knowledge management theories and models are discussed and linked to the study. Section three reviews a critical review of the existing literature on the subject of knowledge management. In this section empirical studies are interrogated and critiqued to identify important variables which are relevant in this study. The current international knowledge coordination systems and knowledge management best practices will be evaluated. The literature review ends with a discussion of knowledge management critical success factors (knowledge enablers) related to the objectives of this study. The need for top management commitment in knowledge management processes is examined. The effect of organizational
To cite this document: Maria Mårtensson, (2000),"A critical review of knowledge management as a management tool", Journal of Knowledge Management, Vol. 4 Iss: 3 pp. 204 - 216 Permanent link to this document: http://dx.doi.org/10.1108/13673270010350002 Downloaded on: 23-04-2012 References: This document contains references to 78 other documents Citations: This document has been cited by 18 other documents To copy this document: email@example.com This document has been downloaded 12944 times.
The term knowledge management has become common in businesses throughout the world. Despite its increased prevalence, there remains a large degree of confusion concerning the applied definition of what knowledge management is. Within the knowledge management community, attempts at defining this elusive term appear to be in constant flux. However, a basic description of what constitutes
The superior capabilities of knowledge management systems provide an opportunity for the business to engage the most effective components and recognize the importance of communication to make informed, accurate decisions (McGrath, 2001). This system can organize the company’s knowledge resources, knowledge obtaining, organizing, and applying to make a sound routine the will enforce effectiveness (Niu, 2008). The dynamic function of knowledge management to create, capture, and apply knowledge to achieve an organization’s objective will allow them to be more profitable and successful (Zucker, 1986). In addition to increasing profits, the system can be also used to reduce costs and enhance research and development (DeTienne & Jackson, 2001). With all of these advantages, it would be wasteful for a company to not employ knowledge management. As seen in the Discovery Communications, Inc. example, the company can attribute their new productivity levels and increase in ease of securing documents to the knowledge management system that put into place by Carefree Technology. Like Discovery Communications, Inc., knowledge management is so popular today because companies can collect, process and share knowledge to ignite employees ' creativity which in turn will make the business grow. Wenhong and Jianhua (2009) explained the core of knowledge management is to convert company’s knowledge resources into an increased company
Hewlett Packard (HP) is a leading multinational organization providing products and services in many IT related technologies such as computer hardware and software, printers, scanners, storage devices etc. In 1995, the company decided to introduce knowledge management in its organization that will make its systems, processes, outcomes superior with organized and systematic knowledge handling and storage. HP faces severe competition and thus has to be ahead of the market using many strategies, one of which is application of Knowledge Management (KM). With over 600 business units located
Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)
In order to manage knowledge successfully, it is essential to clarify the essence of knowledge before identifying the importance of knowledge management. The perception of knowledge has been varied broadly; however, one of the generally accepted defintion is from Davenport and Prusak (1998). According to their points of view, knowledge is defined as a set of experience and values, it either comes from individuals ' mind or roots in the organisation, which can be found in the documents, routines, practices and norms, and is assumed to flow between individuals through various networks, being used to assess and embody new
This chapter describes what is knowledge management in details as well as what is the factors of implementing knowledge management which are implementing best practices, network expansion, systematic information system infrastructure, good organizational culture, senior management leadership and commitment and trustworthiness of teamwork.
In the contemporary corporate cultural based world, a knowledge management system (KMS) is considered an important element to assist the sharing and integration of knowledge within the organization. An effective knowledge management strategy is capable of resolving knowledge management issue arises at any level in the organization (top management-to-bottom management level). A successful KMS also helps in increasing the overall business performance through ensuring staff performance, project management, organizational change management, quality of deliverables and the satisfaction of the staffs and customers. On the other side a lack of implementation of proper knowledge management system may hinder the performance of the staffs and the overall productiveness for the organization.
ABSTRACT- Globalization is seen as an essential part for Malaysian Automotive Industry (MAI). Through globalisation MAI can build their competitive advantage. Automotive industry mainly focused on sustainability, performance, quality and financial factors. Automotive industry in Malaysia is seen as one of the most important economic sector by revenue which mainly comes from the contribution of Perusahaan Otomotif Nasional (PROTON). The purpose of this research is to study the competence of PROTON cars in term of many aspects by surveying the Malaysian public which how they view PROTON cars as their national car. Furthermore, I would like to suggest the implementation of Knowledge Management (KM) in the Malaysian Automotive Industry. KM can be used as a tool to improve efficiency and competitiveness.
Recent empirical studies have found support for the direct impact of knowledge on performance (e.g., Applyard, 1996; Decarolis and Deeds, 1999; Yeoh and Roth, 1999), Vera and Crossan (2003) suggest that the conclusion from these studies is not that more knowledge leads to greater performance, but the knowledge that is relevant may have positive effects on the organization performance. Therefore, knowledge management (KM) has been introduced to manage the relevant knowledge.
While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the
The literature has been unable to agree on a definition or the concepts behind KM (Bhatt, 2001; Hlupic, et al., 2002; Neef, 1999). For instance, Snowden (1998) defines KM as the identification, optimization and active management of intellectual assets, either in the form of explicit knowledge held in artifacts or tacit knowledge possessed by individuals or communities; Hedlund (1994) suggests that KM addresses the generation, representation, storage, transfer, transformation, application, embedding, and protecting of organizational knowledge; Brooking (1997) suggests that KM is the activity which is concerned with strategy and tactics to manage human centered assets; De Jarnet (1996) defines KM as knowledge creation, which is followed by knowledge
In the last era, there has been a substantial rise in the number of health initiatives which have seen significant increase in partnerships with national governments, agencies and global organizations. As these programs grow, there has also been a rise in the number of practices followed by the governments and well as these organizations approach to manage aids and funds. These require a significant importance being put to knowledge management.