Towards an Electronic Knowledge Management Culture
Ilídio Tomás Lopes
- Abstract: In the last 10 years, Internet has emerged as the way to excellence to reach the main stakeholders’ information needs. Focusing primarily on the information about products and services, gradually new capabilities were introduced in the corporate websites. Customers can order products and services, potential shareholders can obtain financial and non-financial information; electronic contact has contributed to minimize the operational cycle. Concepts of time and space have been strongly surpassed and new business models have emerged. While marked by connectivity, information, convergence and mobility, Knowledge Management (KM) will lead to apart from the perspective analysis, a strong and deep cultural transformation inside the companies and towards a better relation with stakeholders. Based on the top 500 companies in Portugal, this paper explores the typology of information (voluntary and non-voluntary, financial and non-financial) effectively released to stakeholders through their corporate websites. A sample of 144 companies was extracted. Most of the companies under analysis use the Internet to share information with stakeholders, some of them according to financial market regulator rules. It includes financial reports, corporate governance information, press releases, and environment and sustainability reports. Apart from that, the paper also tries to show evidence of, and underline an Electronic Knowledge Management Culture (EKMC) based on several capabilities implemented through their websites and through the effective contribution and linkage between stakeholders and companies. Size of companies and financial performance indicators seems to contribute positively to the quality and quantity of information effectively disseminated.
The Critical Knowledge Transfer in an Organization: Approaches
Viju Mathew and Mary Kavitha
- Abstract: Knowledge Management (KM) is considered to be a major focus area in knowledge and learning industry, especially in software industry in the fast growing competitive world. Almost all the softwares, multinationals and developers, are making efforts to reduce cost and time for the decision making process with the use of knowledge. The sector captures the knowledge (tacit and explicit) which is used in problem solving in the future. Discussing software industry further, the knowledge workers develop and ascertain various aspects regarding the technological process resulting in valuable output. The KM development and sharing helps the organization to develop group dynamics and group activity in a systematic way giving the end product. The transfer and the management of the knowledge should be emphasized in an organization to create competitive advantage. The use of knowledge from various levels, and transfer from one level to another, should be developed. The organization consists of major enterprises and individual knowledge, which they transfer from one generation to another. Enterprise knowledge is an explicit form of knowledge which can be retrieved by the new employees at different levels, time and functional situations. Individual knowledge as tacit form of knowledge, differs from employee to employee and function to function. This paper suggests various types of Knowledge Transfer (KT) models which an organization uses for the transfer of both tacit and explicit knowledge.
Knowledge Management of Risk and Its Implications for Bank Performance: The Experience of Malaysia
Nor Hayati Ahmad and Hafizi Muhamad Ali
- Abstract: The globalization and liberalization of financial markets not only bring forth greater prospect of higher returns, but also a greater competition and higher risks for bankers. While competition arises mainly from the entrance of new players and product innovations, greater volatility and rapid changes in the financial landscape generate complex banking risks. The multidimensional nature of these risks demand bankers to be knowledge-based, in order to manage these risks adequately and to maintain a competitive edge. This paper provides evidence for the impact of risks on bank performance and the implication of Knowledge Management (KM) application on bank performance improvement. Further, a conceptual model on knowledge risk is also presented.
Assessing Success Factors for Learning in a Business School: Exploratory Study of an Indian Business School
Bhaskar Basu and Kalyan Sengupta
- Abstract: In today’s world, knowledge has become a major driving force for organizational change and wealth creation. Effective Knowledge Management (KM) is considered to be an increasingly important source of competitive advantage and a key to the success of organizations. As a result, companies are now showing a tremendous interest in implementing KM processes and supporting technologies. A business school can be considered to be a knowledge intensive organization. The emergence of a large number of business schools in India over the past decade, has raised issues of quality and sustainability in the education sector. Successful KM initiatives taken by a business school, could give them a considerable edge over their rivals in the education market. KM initiatives are both expensive and risky propositions. It is experienced that not many such projects yield satisfactory results. This paper is a result of an exploratory study that tries to explain the factors influencing the success of a KM initiative in an Indian business school, in its quest for becoming a learning organization. Further, it examines the current state of KM awareness of a business school and provides a direction for enhancing KM activities to create a learning environment in the business school. A knowledge organization must become a learning organization, so that the entire firm learns while it works, and is able to adapt quickly to market changes as well as to other environmental perturbations.
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