Search results

Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.

This paper introduces some of the elements of Knowledge Management and outlines the approaches RM Consulting ‐ the internal consultancy of the Royal Mail and the Post Office ‐ is taking to support the development of knowledge enablers within the organization. A Knowledge Management approach is described which focuses on people (including the organizational structure), processes and technology. The initial Knowledge Management focus of the organization is aimed principally on explicit knowledge, and the establishment of tools which help to capture internal information. The long‐term challenge is to capture the knowledge of the organization in such a way that all of its employees can maximize the value they provide to the organization’s stakeholders.

An information technology company uses its own systems to share expertise at every level.

Does managing and transferring knowledge really work? Absolutely. Dramatic results for a growing number of companies—large and small, private and public—have encouraged other organizations to follow suit.

Based on the findings of a large‐scale benchmarking study, this article highlights the strategies employed by best‐practice organizations to identify, capture, and leverage knowledge. Supported by case study examples from several companies, descriptions of six emerging knowledge management strategies discovered during the benchmarking process are provided. The article reveals how organizations seek to incorporate various knowledge management approaches into their business and sheds light on the changing nature of knowledge management in general.

The purpose of this paper is to explore the contextual dimensions of organizations for finding the interactions between of these dimensions and knowledge management (KM) and to identify the critical success factors, drivers and constraints, relevant to the implementation of KM in the Tehran business environment. The most research of KM merely pays attention to its relation with dimensions of the organizations especially contextual dimensions.

A new exploration based on research experiences of the KM is formalized as an extension of the model by Daft. The present article reports the empirical findings of a survey conducted among managers and experts in Tehran. In this survey we give them a questionnaire that contains some questions related to the mentioned dimensions and asked about relations of them and KM critical success factors for better implementation based on factor analysis. The questionnaire reflects insights gained from a mix of individual choice models developed by various researchers and Delphi technique.

This research finds seven critical success factors, Collaboration and knowledge workers, Technology Deployment, Learning Culture, Flat Structures, Supply Chain Integration, Comprehensive strategies and Flexible Organizations, which related to the conceptual Dimensions of organizations and also drivers and constraints of KM implementation.

This framework reflects the interactions between contextual dimensions and KM. It may need further research to be used for structural dimensions of the organizations.

Using this research, organizations interested in implementing KM may be familiar with the impacts of KM implementation and contextual dimensions on each other for achieving the desirable outcomes.

Anyone can argue that great knowledge management benefits the business. But how do you measure the results?

The following investigation attempts to identify, describe and analyse the conditions and practices that, as regard to human resources management (HR) and knowledge management (KM), take place in the organisations that have received the National Quality Award in Uruguay. Its aim is to disseminate those “best practices”.

The research adopts a qualitative methodology analysis, based on the reading of the Extensive Reports presented by the award‐aspiring businesses. This “lengthy account” put forward following the areas proposed by the Continuous Improvement Model. The topic of solving dilemmas has been presented in this investigation using an illustrative square called a “Dilemmometer”.

The main findings are: the identification of unusual practices, and especially, the way in which they are mutually articulated and integrated. Finally, there is an emphasis on the way these organisations deal with certain classic dilemmas of human resources management and knowledge management respectively.

Knowing good practices would be useful, as well as the description of how they are carried out, and the articulation among them, for other companies that want to compare their practices in the light of high‐performance organisations.

For the first time researches access to the PNC original winner companies information, and try to spread best practices out the market. The way of representing dilemmas of HR and KM can be considered original.

Customer Support Knowledge of Customer Support Organization is one of the important assets of enterprises and “Customer Support Knowledge Management” is also the critical aspect of Business Knowledge Management; however, the attributes of Customer Support Knowledge are complicated, diverse, renewed rapidly and difficult to be managed. Thus, in order to design a successful Customer Support Knowledge Management System, apart from the consideration of “human” and “information technology” aspects, the concerns of attributes and Customer Support Knowledge and industry characteristics should be involved for meeting the requirements of Customer Support Organization and allowing the organization to acquire the competitive advantage of “Differentiation Service”. This research used the “Customer Support Knowledge Management System” in a high‐tech industry as an example and treated the end users of medical instruments in different types of hospitals in Taiwan which have received the support service of our company in recent six months as the population. The end users were mostly the nursing executives or ultrasonic wave technical personnel in intensive care unit and they had similar educational background and incomes and adopted the medical instruments such as physical supervision system, ultrasonic wave system, heart start or ECG machine produced by our company; the research method was to randomly treat the investigation results of the telephone customers’ satisfaction from respective 30 end users in the population three months before and after this system execution as the samples and use hypotheses to validate if the end users’ customer satisfaction significantly improved in terms of “Remote Support,” “On‐site Support,” “Service Turn Around time,” “Technical Competence” and “Service Manner” in order to understand the influence and managerial significance of execution of “Customer Support Knowledge Management System” on Customer Support Organization.

An interview with the Editor in which Gregory Watson was asked to give his perspective on some of the issues on benchmarking. Addresses the basics of benchmarking.