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This paper reports the findings from a survey conducted in Australia to explore current practices relating to knowledge management (KM) and intellectual capital (IC). A systematic approach in the form of the intellectual capital web guided the research. Findings revealed that KM was perceived to be more about developing knowledge culture than about managing organisational processes and structure. IC was perceived to be more about human capital than about customer capital and organisational capital. It can therefore be concluded that human capital holds the greatest importance for KM and IC. However, when facilitators for knowledge creation and knowledge sharing were rated, organisation structure was perceived to be more important than organisational culture and information technology. For KM practices, participants indicated that more attention was paid to training and developing employees and less to measurement and reward and incentive issues. The importance of aligning the management of IC and KM was perceived to be more important than the difficulty of doing so. 相似文献
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Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations. 相似文献
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The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organization's problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives. 相似文献
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A well-developed and aligned knowledge management (KM) strategy and active top management participation are two of the key strategic issues in KM. The studies on KM strategy and the role of top management have mainly focused on big firms. The basic requirements and resources of small and medium enterprises (SMEs) are different from big firms. Consequently, KM practices are different in SMEs as compared to big firms, and a thorough study of various aspects of KM for SMEs is needed. This research work is an attempt to study strategic issues in KM in SMEs in India, with particular reference to the automotive component sector. Customer-focused knowledge is the most common KM strategy among Indian automotive component manufacturers. Top management is more active and supportive in KM initiatives in international auto component manufacturers. Indian SMEs need to focus more on the strategic issues in KM for reaping the benefits of KM for sustainable competitiveness. 相似文献
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Knowledge management has an important role to play in both organizational and national cultures. In order to have a paradigm shift from a knowledge hoarding to a more knowledge-sharing culture, knowledge management should be used as part of the human capital strategy for the organization. The impact of culture on knowledge management has been studied widely, but little has been written on how knowledge management can affect organizational culture. This paper provides a thought-piece on addressing this overlooked area. 相似文献
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The Holy Grail in strategic management is the Dynamic Capability (DC) of organizations to realize sustainable competitive advantage. This requires organizations to continuously sense market changes and adapt their resources and routines accordingly, for which they are heavily dependent on knowledge. Knowledge as an antecedent for DC is, however, understudied. Inspired by the recognition of knowledge as an antecedent for DC, this paper sets out to uncover how organizations can foster DC from a knowledge management (KM) perspective. In an empirical survey on 55 knowledge-intensive organizations, we studied DC in organizations from two key perspectives on knowledge: formal, through the adoption of KM policies, and informal, through the availability of social capital. Our research results show that, although a formal KM approach strengthens DC, the availability of social capital appears unrelated to DC. The paper concludes with a practical outlook on advancing DC. 相似文献
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Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM. 相似文献
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战略人力资源管理与企业竞争优势——基于资源基础理论的考察 总被引：3，自引：0，他引：3
朱伟民 《科学学与科学技术管理》2007,28(12):119-126
战略人力资源管理是嵌入企业组织的系统化管理,其核心是为企业带来持续的竞争优势。运用资源基础理论探讨了知识资源、企业能力和战略人力资源管理三者之间的关系,指出战略人力资源管理对企业竞争优势的作用表现为,通过有效的知识管理促使智力资本为载体的知识资源不断向核心能力转化。 相似文献
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知识管理: 知识经济时代高等学校管理改革的新范式 总被引：9，自引：0，他引：9
知识经济催生了知识管理,高等学校作为特殊的知识密集型组织,同样迫切需要知识管理战略的有效支撑。在剖析高等学校实施知识管理战略必然性基础上,阐述了高等学校知识管理的内涵和特征,并结合我国高等教育管理的现状,提出了营造文化氛围、创新组织结构、改进激励机制、建立知识库、构建数字化校园等基于知识管理的高校改革的几点设想。 相似文献
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国外知识管理研究述评 总被引：25，自引：0，他引：25
知识管理是当今管理科学、信息科学交叉融合的最新理论成果之一，日益受到理论界与产业界的关注。90年代以来，关于知识管理的研究大量涌现。本文对知识、知识管理、智力资本、知识管理框架体系等现有理论进行了评论性回顾，并对相关研究领域急需解决的问题做了展望。 相似文献
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The current literature regarding virtual teams (VTs) lacks outcomes related to intellectual capital (IC) and knowledge management (KM). Moreover, e-collaboration and VTs need the necessary metrics to assess the real benefits that KM derives from the use of new e-collaboration technologies. There is also scarce evaluation of the cause–effect linkage between a VT structural configuration and its creative performance. Following this lead, we propose an evaluation method based on social network analysis (SNA) and indexes referring to knowledge creation. The paper concludes with an application on a real case study that shows how this methodology can be used as a KM tool to increase the creative output of VTs. 相似文献
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企业产品开发断点学习策略浅析 总被引：2，自引：0，他引：2
知识是企业获得竞争优势的重要资源 ,对产品开发过程的知识进行有效的管理是企业获得可持续发展的关键。本文在分析了知识管理框架的基础上 ,结合产品开发工作的实际 ,提出了面向知识管理的企业产品开发断点学习策略 ,并就其理论和实际意义及实施进行了评论 相似文献
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美国政府2017年颁布了《美国创新和竞争法案》,以法律形式规定减轻科研人员的行政和管理负担,并实施了一系列的策略以完成目标。本文详细分析了该法案颁布以来一年多联邦政府推动法案落实的最新进展,认为美国联邦政府从政府侧采取措施减轻科研人员负担,采用公私合作方式完善数据系统,统一项目管理程序和精简科研人员报告,建立基于风险评价和绩效结果导向的科研管理框架。提出中国科研管理部门应加强科研人员简历系统建设,标准化科研管理数据,让风险评价和绩效评价更加量化科学。 相似文献
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This paper presents findings from a survey on knowledge management (KM) in small- and medium-sized firms (SMEs) in Iceland. It analyses the extent, strategy and effects of KM. The results indicate that more managers in SMEs need to consider the strengths and weaknesses of KM, and implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technology technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The survey indicates that the benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
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Knowledge Management: A Threefold Framework 总被引：3，自引：0，他引：3
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This paper presents findings from a survey on knowledge management (KM) in small and medium-sized firms (SMEs) in Iceland conducted in 2007 and was a follow-up of a similar survey from 2004. The paper analyses whether the extent, strategy and effects of KM in SMEs in Iceland has changed in the period. The main conclusion is that KM is not losing ground among SMEs in Iceland. Identical numbers of firms used KM in 2004 and 2007, and slightly more firms were examining the need in 2007 than 3 years earlier. It is, however, of great concern that many more firms have no KM strategy in 2007 than 2004. More managers in SMEs need to consider the strengths and weakness of KM, and to implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The surveys indicate that benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
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This study highlights the role of knowledge management (KM) in enabling small and medium enterprises (SMEs) in a manufacturing industry in a developing country to engage in environmentally sustainable business. Drawing on the knowledge-based view of the firm, it argues that resource-constrained SMEs rely on their relational capital to augment their capability to innovate in order to find better and environmentally sound ways of doing business. However, SMEs need to harness their KM orientation in order to leverage the knowledge-based resources emanating from their relational capital towards building their innovation capability. This capability is essential in integrating effective environmental management practices in business. The findings from our analysis of data from a survey of 241 manufacturing SMEs in the Philippines support these hypotheses and underscore the importance of developing an organisational capability to engage in KM in order to adopt sustainable business practices. The implications of the findings are also discussed. 相似文献