King Knowledge Management and Organizational Learning

1. Auflage 2009
ISBN: 978-1-4419-0011-1
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 4, 396 Seiten

Reihe: Annals of Information Systems

Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes-knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The 'intermediate outcomes' of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.

Volume editor William R. King is the University Professor of Business Administration at the Joseph M. Katz Graduate School of Business and College of Business Administration, University of Pittsburgh.  He was the founding president of the Association for Information Systems (AIS) and a past president of The Institute of Management Sciences (TIMS) (1989-90), an international professional society with 8,000 members, which he guided to merge with the Operations Research Society of America to form INFORMS. He has twice served as chair of ICIS-the annual International Conference on Information Systems (1988; 2005), has served as editor-in-chief of the Management Information Systems Quarterly, the primary journal in the field of information systems, and was the key figure in the founding of a new journal, Information Systems Research.

Autoren/Hrsg.

King, William R.

Inhaltsverzeichnis

1;Table of Contents;6
2;Preface;8
3;Contributors;9
4;Basic Concepts of Knowledge Management;12
4.1;Knowledge Management and Organizational Learning;13
4.1.1;1 The Basics of Knowledge Management and Organizational Learning;13
4.1.2;2 Organizational Learning;15
4.1.3;3 Knowledge Management in Organizations;16
4.1.4;4 The Future of KM;20
4.1.5;5 Conclusion;21
4.1.6;References;22
4.2;Knowledge Management or the Management of Knowledge?;24
4.2.1;1 Introduction;24
4.2.2;2 What is Knowledge?;25
4.2.3;3 Knowledge Management;27
4.2.4;4 The Management of Knowledge;28
4.2.5;5 Information and Communication Technology;32
4.2.6;6 Conclusion;32
4.2.7;References;33
4.3;From Tacit Knowledge to Organizational Knowledge for Successful KM;35
4.3.1;1 Introduction;35
4.3.2;2 Knowledge Management Concepts;36
4.3.3;3 Proposed Model;39
4.3.4;4 Discussion;45
4.3.5;5 Conclusion;46
4.3.6;References;46
4.4;Organizational Routines as Mechanisms for Knowledge Creation, Utilization, and Storage;48
4.4.1;1 Introduction;48
4.4.2;2 The Nature of Routines in Organizations;49
4.4.3;3 Managing Organizational Routines;55
4.4.4;4 Conclusion;63
4.4.5;References;64
4.5;Toward a Maturity Model for Knowledge Management Systems Integration;66
4.5.1;1 Introduction;66
4.5.2;2 Background;67
4.5.3;3 The Target Organization and Development Stages;71
4.5.4;4 Knowledge Management Systems Integration Maturity Model ( KMSI- MM);74
4.5.5;5 Related Work;79
4.5.6;6 Discussion;81
4.5.7;7 Future Research;82
4.5.8;8 Conclusions;82
4.5.9;References;83
5;Knowledge Management Issues;86
5.1;Knowledge Diffusion in Contemporary R&D Groups: Re- examining the Role of the Technological Gatekeeper;87
5.1.1;1 Introduction;87
5.1.2;2 The Technological Gatekeeper Defined;88
5.1.3;3 The Impact of ICT on the Gatekeeping Processes;90
5.1.4;4 Research Setting and Methods;93
5.1.5;5 Findings;94
5.1.6;6 Discussion;96
5.1.7;7 Conclusion;98
5.1.8;References;99
5.2;Managing Asymmetries in Transferring Tacit Knowledge;101
5.2.1;1 Introduction;101
5.2.2;2 What is Tacit Knowledge?;102
5.2.3;3 Dimensions of “Ease of Transfer” and “Motivation to Transfer”;103
5.2.4;4 Practical Orientations in Managing Tacit Knowledge Transfer;107
5.2.5;5 Conclusion: Implications for Practitioners and Academics;113
5.2.6;References;113
5.3;Information Technology as an Enabler of Knowledge Management: An Empirical Analysis;116
5.3.1;1 Introduction;116
5.3.2;2 Knowledge Management;117
5.3.3;3 IT Competency;118
5.3.4;4 Theoretical Model and Hypotheses;119
5.3.5;5 Methodology;121
5.3.6;6 Analysis and Results;123
5.3.7;7 Discussion;128
5.3.8;8 Conclusions, Limitations, and Future Lines of Research;129
5.3.9;9 Appendix: Measurement Scale Items;130
5.3.10;References;131
5.4;Knowledge Management in Business Intelligence;135
5.4.1;1 Introduction;135
5.4.2;2 KM & BI Background;136
5.4.3;3 The BI Product;137
5.4.4;4 KM and BI: Knowledge Creation and Organizational Learning;138
5.4.5;5 Knowledge Transfer: Sharing BI in the Enterprise;140
5.4.6;6 BI, Culture, and Sensemaking;142
5.4.7;7 Integrating BI and KM: Knowledge Exchange Protocols;143
5.4.8;8 Conclusion;145
5.4.9;References;146
5.5;Antecedents of Procedural Governance in Knowledge- Sharing Alliances;148
5.5.1;1 Introduction;148
5.5.2;2 Sharing Knowledge: Creating Value Through Alliances;150
5.5.3;3 The Importance of Procedural Governance for Knowledge Sharing;152
5.5.4;4 Antecedents of Procedural Governance;155
5.5.5;5 Conclusion: The Interaction of Organizational and Individual Level Antecedents;159
5.5.6;References;161
5.6;Enterprise-Wide Management of Intellectual Property;165
5.6.1;1 Introduction;165
5.6.2;2 IP and Global Forces;166
5.6.3;3 IP Roles in Enterprises and Economies;166
5.6.4;4 IP and Patent Law;167
5.6.5;5 IP’s Legal Definition;168
5.6.6;6 Intellectual Property and “Ordinary Inventions”;168
5.6.7;7 Creativity;169
5.6.8;8 Information Technology and Intellectual Property;170
5.6.9;9 Fostering Creativity in an Enterprise;171
5.6.10;10 Implementing Enterprise-Wide IP Architecture;172
5.6.11;11 Enterprise Creation of IP;173
5.6.12;12 IP and Unique Knowledge Procedures;174
5.6.13;13 IP Integration and Risks;174
5.6.14;14 IP as a Profit Center;175
5.6.15;15 Setting Strategic IP Objectives;176
5.6.16;16 Conclusion;177
5.6.17;References;177
6;Knowledge Management Applications;180
6.1;Virtual Worlds as Platforms for Communities of Practice;181
6.1.1;1 Introduction;181
6.1.2;2 Virtual Worlds: Characteristics and Affordances;182
6.1.3;3 Communities of Practice;188
6.1.4;4 Virtual Worlds as Platforms for Communities of Practice;190
6.1.5;5 Discussion;191
6.1.6;References;193
6.2;Open Innovation Through Online Communities;198
6.2.1;1 Introduction;198
6.2.2;2 End User Innovation;200
6.2.3;3 Generating Value from User Innovation Communities;205
6.2.4;4 Following the Leaders;206
6.2.5;5 Questions for MIS Researchers;208
6.2.6;6 Conclusion;210
6.2.7;References;211
6.3;Knowledge Networking to Overcome the Digital Divide;213
6.3.1;1 Introduction;213
6.3.2;2 Knowledge Networking;214
6.3.3;3 Overcoming the Digital Divide;216
6.3.4;4 Methodology;220
6.3.5;5 Results and Analysis;221
6.3.6;6 Knowledge Activation;221
6.3.7;7 Information Literacy;222
6.3.8;8 Knowledge Networking of Talent Pools;223
6.3.9;9 Knowledge Networking for Development;225
6.3.10;10 A Knowledge Networking Model;228
6.3.11;11 Implications for Knowledge Networking;229
6.3.12;12 Conclusions;230
6.3.13;References;230
7;Measurement and Evaluation in KM and OL;233
7.1;Evaluating KMS Effectiveness for Decision Support: Preliminary Results;234
7.1.1;1 Introduction;234
7.1.2;2 Literature Review;235
7.1.3;3 KMS Description;236
7.1.4;4 KMS Evaluation;239
7.1.5;5 Results and Discussion;241
7.1.6;6 Conclusion;245
7.1.7;References;246
7.2;Valuing Knowledge Within Virtual CoPs: The Quest for Meaningful Indicators;249
7.2.1;1 Introduction;249
7.2.2;2 Knowledge and Learning Within CoPs;250
7.2.3;3 Challenging Knowledge Value Measurement Issues;251
7.2.4;4 Towards a Knowledge Value Model for Virtual CoPs;252
7.2.5;5 The Potential Value of Knowledge;255
7.2.6;6 The Effective Value of Knowledge;262
7.2.7;7 The Value of the Knowledge Base;265
7.2.8;8 Adjustments for Knowledge Measures;269
7.2.9;9 Discussion;271
7.2.10;10 Conclusion;272
7.2.11;References;272
7.3;Organizational Knowledge, Cognitively Plausible Actors, and Multi- Actor Systems;274
7.3.1;1 Introduction and Research Questions;275
7.3.2;2 Issues in Organizational Knowledge and Knowledge Management;276
7.3.3;3 Information, Knowledge, Cognition, and Human Actors;281
7.3.4;4 Knowledge Carriers, Various Kinds of Actors, and Coordination Mechanisms;283
7.3.5;5 Conclusions and Future Directions;291
7.3.6;References;292
8;”Organizational Learning”;295
8.1;On Using Organizational Knowledge Capabilities to Assist Organizational Learning;296
8.1.1;1 Introduction;296
8.1.2;2 Research Background;297
8.1.3;3 Conceptual Framework and Development of Research Propositions;302
8.1.4;4 Summary and Recommendations for Further Study;308
8.1.5;Reference;310
8.2;Organizational Learning and Performance in Two National Cultures: A Multi- group Structural Equation Modeling Approach;313
8.2.1;1 Introduction;313
8.2.2;2 Theoretical Framework;315
8.2.3;3 Research Hypotheses and Model;318
8.2.4;4 Method;323
8.2.5;5 Results;329
8.2.6;6 Discussion;349
8.2.7;7 Conclusion and Implications;351
8.2.8;Appendix A: Country profiles;352
8.2.9;References;353
8.3;Sustainability, Learning, Adaptation, and Knowledge Processing;360
8.3.1;1 Introduction;360
8.3.2;2 A Framework for Dynamics, Sustainability, Knowledge, and Innovation;361
8.3.3;3 Knowledge Management: Making Adaptation and Sustainability Operational;365
8.3.4;4 Change, Sustainability, Adaptation, and Social Capital in Organizations;367
8.3.5;5 Conclusions and Future Directions;372
8.3.6;References;374
8.4;Index;376