Knowledge Management Strategies within a Corporate Environment of Papers
Knowledge transfer between personnel could benefit an organization’s improved competitive advantage in the marketplace from a strategic approach to knowledge management. The lack of information sharing between personnel could create knowledge transfer gaps while restricting the decision-making processes. Knowledge transfer between personnel can potentially improve information sharing based on an implemented knowledge management strategy. An organization’s capacity to gain more knowledge is aligned with the organization’s prior or existing captured knowledge. This case study attempted to understand the overall influence of a KMS within the corporate environment and knowledge exchange between personnel. The significance of this study was to help understand how organizations can improve the Return on Investment (ROI) of a knowledge management strategy within a knowledge-centric organization. A qualitative descriptive case study was the research design selected for this study. The lack of information sharing between personnel may create knowledge transfer gaps while restricting the decision-making processes. Developing a knowledge management strategy acceptable at all levels of the organization requires cooperation in support of a common organizational goal. Working with management and executive members to develop a protocol where knowledge transfer becomes a standard practice in multiple tiers of the organization. The knowledge transfer process could be measurable when focusing on specific elements of the organizational process, including personnel transition to help reduce time required understanding the job. The organization studied in this research acknowledged the need for improved knowledge management activities within the organization to help organize, retain, and distribute information throughout the workforce. Data produced from the study indicate three main themes including information management, organizational culture, and knowledge sharing within the workforce by the participants. These themes indicate a possible connection between an organizations KMS, the organizations culture, knowledge sharing, and knowledge transfer.
[1] Al-Hakim, L. A., & Hassan, S. (2013). Knowledge management strategies, innovation, and organizational performance: An empirical study of the Iraqi MTS. Journal of Advances in Management Research, 10(1), 58-71.
[2] Booth, S. (2012). Cultivating Knowledge Sharing and Trust in Online Communities for Educators. Journal of Educational Computing Research, 47(1), 1-31.
[3] Burk, M. (1999). Knowledge management: Everyone benefits by sharing information. Public Roads, 63(3), 26-29.
[4] Chase, R. L. (2004). Knowledge sharing. Journal of Knowledge Management, 8(2), 4-5.
[5] Chen, C., Hsiao, Y., & Chu, M. (2014). Transfer mechanisms and knowledge transfer: The cooperative competency perspective, Journal of Business Research, 67(12), 2531-2541.
[6] Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
[7] Crawford, K., Hasan, H., Warne, L., & Linger, H. (2009). From traditional knowledge management in hierarchical organizations to a network centric paradigm for a changing world. Emergence: Complexity and Organization, 11(1), 1-18. Retrieved from http://search.proquest.com/docview/214150734?accountid=458
[8] Department of the Army. (2008). Army regulation 25-1, army knowledge management and information technology. Washington, DC.
[9] Detlor, B. (2010). Information management, International Journal of Information Management, 30(2), 103-108.
[10] Earl, M. (2001). Knowledge management strategies: Toward a taxonomy. Journal of Management Information Systems, 18(1), 215-233.
[11] Fang, S., Yang, C., & Hsu, W. (2013). Inter-organizational knowledge transfer: the perspective of knowledge governance, Journal of Knowledge Management, 17(6), 943 – 957.
[12] Firestone, J., & McElroy, M. (2004). Organizational learning and knowledge management: The relationship. The Learning Organization, 11(2), 177 – 184.
[13] Greiling, D., & Halachmi, A. (2013). Accountability and organizational learning. Public Performance & Management Review, 36(3), 375-379.
[14] Greiner, M., Böhmann, M., & Krcmar, H. (2007). A strategy for knowledge management. Journal of Knowledge Management, 11(6), 3-15.
[15] Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116.
[16] Haynes, D. (2015). Records and Information Management, Journal of Documentation, 71(1), 210-211.
[17] Hodges, J. (2010). Sharing is good. C4ISR, 24.
[18] Iqbal, J., & Mahmood, Y. (2012). Reviewing knowledge management literature. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 1005-1026.
[19] Jahn, K., & Nielsen, P. (2011). A vertical approach to knowledge management: Codification and personalization in software processes. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 2(2), 26-36.
[20] Jasimuddin, S. M., & Zuopeng, Z. (2011). Transferring stored knowledge and storing transferred knowledge. Information Systems Management, 28(1), 84-94.
[21] Jayachandra, B., Murali Manohar, B., & Kundu, G. K. (2011). Knowledge retention in the IT service industry. Journal of Systems and Information Technology, 13(1), 43-65.
[22] Jeong, S., Ahn, J., & Rhee, B. (2013). Knowledge transfer activation analysis: Knowledge trade perspective. The Journal of Computer Information Systems, 53(3), 47-55.
[23] Kang, M., & Hau, Y. (2014). Multi-level analysis of knowledge transfer: a knowledge recipient’s perspective, Journal of Knowledge Management, 18(4), 758 – 776.
[24] Khatibian, N., Hasan, T., & Jafari, H. (2010). Measurement of knowledge management maturity level within organizations, Business Strategy Series, 11(1), 54-70.
[25] KPMG Consulting. (2000). Knowledge management research report 2000.
[26] Kulkarni, U., & Freeze, R. (2004). Development and validation of a knowledge management capability assessment model. Proceedings of the 25th International Conference on Information Systems.
[27] Kumar, A., & Ganesh, L.S. (2011). Balancing knowledge strategy: Codification and personalization during product development. Journal of Knowledge Management, 15(1), 118-135.
[28] Kumaraswamy, K., & Chitale, C. M. (2012). Collaborative knowledge sharing strategy to enhance organizational learning. Journal of Management Development, 31(3), 308-322.
[29] Laith Ali, Y. A., & Hassan, S. (2013). Knowledge management strategies, innovation, and organizational performance. Journal of Advances in Management Research, 10(1), 58-71.
[30] Lawlor, M. (2009). Information shared is power squared. Signal, 64(1), 47-50.
[31] Li, P., & Lo, F. (2011). Knowledge transfer and performance. Paper presented at the Annual International Conference on Innovation and Entrepreneurship, 44-49.
[32] Nguyen, H., & Mohamed, S. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), 206-221.
[33] Nicholson, D. (2005, Feb 24). Organizing information helps productivity: Sudbury Star
[34] Nieves, J., & Haller, S., (2014). Building dynamic capabilities through knowledge resources, Tourism Management, 40, 224-232.
[35] Oluikpe, P. (2012). Developing a corporate knowledge management strategy. Journal of Knowledge Management, 16(6), 862-878.
[36] Paulzen, O., & Perc, P. (2002). A maturity model for quality improvement in knowledge management. Proceedings of the 13th Australasian Conference on Information Systems (ACIS 2002).
[37] Rix, G., & Lièvre, P. (2008). Towards a codification of practical knowledge. Knowledge Management Research & Practice, 6(3), 225-232.
[38] Sauve, E. (2007). Informal knowledge transfer. American Society for Training and Development, 61(3), 22-24.
[39] Tuan, L. T. (2012). Behind knowledge transfer. Management Decision, 50(3), 459-478.
[40] Warde, A. (2010). Tacit and explicit knowledge. Sociological Review, 58(4), 714-716.
[41] Watson, R. (2006). Tacit knowledge. Theory, Culture & Society, 23(2), 208-210.
[42] Zelikow, P., Jenkins, B. D., & May, E. R. (2004). The 9/11 commission report. New York, NY: W.W. Norton & Company.
[43] Zhang, D., & Zhao, J. (2006). Knowledge management in organizations. Journal of Database Management, 17(1), 1-8.
[1] Al-Hakim, L. A., & Hassan, S. (2013). Knowledge management strategies, innovation, and organizational performance: An empirical study of the Iraqi MTS. Journal of Advances in Management Research, 10(1), 58-71.
[2] Booth, S. (2012). Cultivating Knowledge Sharing and Trust in Online Communities for Educators. Journal of Educational Computing Research, 47(1), 1-31.
[3] Burk, M. (1999). Knowledge management: Everyone benefits by sharing information. Public Roads, 63(3), 26-29.
[4] Chase, R. L. (2004). Knowledge sharing. Journal of Knowledge Management, 8(2), 4-5.
[5] Chen, C., Hsiao, Y., & Chu, M. (2014). Transfer mechanisms and knowledge transfer: The cooperative competency perspective, Journal of Business Research, 67(12), 2531-2541.
[6] Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
[7] Crawford, K., Hasan, H., Warne, L., & Linger, H. (2009). From traditional knowledge management in hierarchical organizations to a network centric paradigm for a changing world. Emergence: Complexity and Organization, 11(1), 1-18. Retrieved from http://search.proquest.com/docview/214150734?accountid=458
[8] Department of the Army. (2008). Army regulation 25-1, army knowledge management and information technology. Washington, DC.
[9] Detlor, B. (2010). Information management, International Journal of Information Management, 30(2), 103-108.
[10] Earl, M. (2001). Knowledge management strategies: Toward a taxonomy. Journal of Management Information Systems, 18(1), 215-233.
[11] Fang, S., Yang, C., & Hsu, W. (2013). Inter-organizational knowledge transfer: the perspective of knowledge governance, Journal of Knowledge Management, 17(6), 943 – 957.
[12] Firestone, J., & McElroy, M. (2004). Organizational learning and knowledge management: The relationship. The Learning Organization, 11(2), 177 – 184.
[13] Greiling, D., & Halachmi, A. (2013). Accountability and organizational learning. Public Performance & Management Review, 36(3), 375-379.
[14] Greiner, M., Böhmann, M., & Krcmar, H. (2007). A strategy for knowledge management. Journal of Knowledge Management, 11(6), 3-15.
[15] Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116.
[16] Haynes, D. (2015). Records and Information Management, Journal of Documentation, 71(1), 210-211.
[17] Hodges, J. (2010). Sharing is good. C4ISR, 24.
[18] Iqbal, J., & Mahmood, Y. (2012). Reviewing knowledge management literature. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 1005-1026.
[19] Jahn, K., & Nielsen, P. (2011). A vertical approach to knowledge management: Codification and personalization in software processes. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 2(2), 26-36.
[20] Jasimuddin, S. M., & Zuopeng, Z. (2011). Transferring stored knowledge and storing transferred knowledge. Information Systems Management, 28(1), 84-94.
[21] Jayachandra, B., Murali Manohar, B., & Kundu, G. K. (2011). Knowledge retention in the IT service industry. Journal of Systems and Information Technology, 13(1), 43-65.
[22] Jeong, S., Ahn, J., & Rhee, B. (2013). Knowledge transfer activation analysis: Knowledge trade perspective. The Journal of Computer Information Systems, 53(3), 47-55.
[23] Kang, M., & Hau, Y. (2014). Multi-level analysis of knowledge transfer: a knowledge recipient’s perspective, Journal of Knowledge Management, 18(4), 758 – 776.
[24] Khatibian, N., Hasan, T., & Jafari, H. (2010). Measurement of knowledge management maturity level within organizations, Business Strategy Series, 11(1), 54-70.
[25] KPMG Consulting. (2000). Knowledge management research report 2000.
[26] Kulkarni, U., & Freeze, R. (2004). Development and validation of a knowledge management capability assessment model. Proceedings of the 25th International Conference on Information Systems.
[27] Kumar, A., & Ganesh, L.S. (2011). Balancing knowledge strategy: Codification and personalization during product development. Journal of Knowledge Management, 15(1), 118-135.
[28] Kumaraswamy, K., & Chitale, C. M. (2012). Collaborative knowledge sharing strategy to enhance organizational learning. Journal of Management Development, 31(3), 308-322.
[29] Laith Ali, Y. A., & Hassan, S. (2013). Knowledge management strategies, innovation, and organizational performance. Journal of Advances in Management Research, 10(1), 58-71.
[30] Lawlor, M. (2009). Information shared is power squared. Signal, 64(1), 47-50.
[31] Li, P., & Lo, F. (2011). Knowledge transfer and performance. Paper presented at the Annual International Conference on Innovation and Entrepreneurship, 44-49.
[32] Nguyen, H., & Mohamed, S. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. Journal of Management Development, 30(2), 206-221.
[33] Nicholson, D. (2005, Feb 24). Organizing information helps productivity: Sudbury Star
[34] Nieves, J., & Haller, S., (2014). Building dynamic capabilities through knowledge resources, Tourism Management, 40, 224-232.
[35] Oluikpe, P. (2012). Developing a corporate knowledge management strategy. Journal of Knowledge Management, 16(6), 862-878.
[36] Paulzen, O., & Perc, P. (2002). A maturity model for quality improvement in knowledge management. Proceedings of the 13th Australasian Conference on Information Systems (ACIS 2002).
[37] Rix, G., & Lièvre, P. (2008). Towards a codification of practical knowledge. Knowledge Management Research & Practice, 6(3), 225-232.
[38] Sauve, E. (2007). Informal knowledge transfer. American Society for Training and Development, 61(3), 22-24.
[39] Tuan, L. T. (2012). Behind knowledge transfer. Management Decision, 50(3), 459-478.
[40] Warde, A. (2010). Tacit and explicit knowledge. Sociological Review, 58(4), 714-716.
[41] Watson, R. (2006). Tacit knowledge. Theory, Culture & Society, 23(2), 208-210.
[42] Zelikow, P., Jenkins, B. D., & May, E. R. (2004). The 9/11 commission report. New York, NY: W.W. Norton & Company.
[43] Zhang, D., & Zhao, J. (2006). Knowledge management in organizations. Journal of Database Management, 17(1), 1-8.
@article{"International Journal of Business, Human and Social Sciences:72035", author = "Daniel J. Glauber", title = "Knowledge Management Strategies within a Corporate Environment of Papers", abstract = "Knowledge transfer between personnel could benefit an organization’s improved competitive advantage in the marketplace from a strategic approach to knowledge management. The lack of information sharing between personnel could create knowledge transfer gaps while restricting the decision-making processes. Knowledge transfer between personnel can potentially improve information sharing based on an implemented knowledge management strategy. An organization’s capacity to gain more knowledge is aligned with the organization’s prior or existing captured knowledge. This case study attempted to understand the overall influence of a KMS within the corporate environment and knowledge exchange between personnel. The significance of this study was to help understand how organizations can improve the Return on Investment (ROI) of a knowledge management strategy within a knowledge-centric organization. A qualitative descriptive case study was the research design selected for this study. The lack of information sharing between personnel may create knowledge transfer gaps while restricting the decision-making processes. Developing a knowledge management strategy acceptable at all levels of the organization requires cooperation in support of a common organizational goal. Working with management and executive members to develop a protocol where knowledge transfer becomes a standard practice in multiple tiers of the organization. The knowledge transfer process could be measurable when focusing on specific elements of the organizational process, including personnel transition to help reduce time required understanding the job. The organization studied in this research acknowledged the need for improved knowledge management activities within the organization to help organize, retain, and distribute information throughout the workforce. Data produced from the study indicate three main themes including information management, organizational culture, and knowledge sharing within the workforce by the participants. These themes indicate a possible connection between an organizations KMS, the organizations culture, knowledge sharing, and knowledge transfer.
", keywords = "Knowledge management strategies, knowledge transfer, knowledge management, knowledge capacity. ", volume = "10", number = "2", pages = "444-5", }
