Abstract: In the current era of shrinking budgets, increasing amounts of worldwide natural disasters, state and non-state initiated conflicts within the world. The response has involved multinational coalitions to conduct effective military operations. The need for a Knowledge Management strategy when developing these coalitions have been overlooked in the past and the need for developing these accords early on will save time and help shape the way information and knowledge are transferred from the staff and action officers of the coalition to the decision-makers in order to make timely decisions within an ever changing environment. The aim of this paper is to show how Knowledge Management has developed within the United States military and how the transformation of working within a Combined/ Joint environment in both the Middle East and the Far East has improved relations between members of the coalitions as well as being more effective as a military force. These same principles could be applied to multinational corporations when dealing with cultures and decision-making processes.
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.
Abstract: Recently, a great number of theoretical frameworks
have been proposed to develop the linkages between knowledge
management (KM) and organizational strategies. However, while
there has been much theorizing and case study in the area, validated
research models integrating KM and information technology
strategies for empirical testing of these theories have been scarce. In
this research, we try to develop a research model for explaining the
relationship between KM strategy and IT strategy and their effects on
performance. Finally, meaningful propositions and conclusions are
derived, and suggestions for future research are proposed and
discussed.
Abstract: The area of knowledge management has been in the
highlight for enterprises over the past three decades. Many
enterprises would like to have knowledge management and work hard
to achieve it, however they are often confused about which direction
to take to be successful and this point is especially true for Small and
Medium Enterprises (SMEs) in developing countries. Many large
companies have realized that knowledge is one of the richest
resources which an organization possesses and knowledge
management is a part of the foundation for a sustainable competitive
advantage. Much work has been done in the area of knowledge
management, but most of it has served large enterprises. This
research provides a Model of knowledge management strategy for
SMEs. It is based on analysis, insights and recommendations and it is
presented so that SMEs in developing countries can easily understand
and implement this model.