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FUNDAMENTAL CONCEPTS IN ORGANIZATIONAL KNOWLEDGE MANAGEMENT

Year 2024, Volume: 7 Issue: 1, 45 - 65, 29.03.2024
https://doi.org/10.54993/syad.1435468

Abstract

The purpose of this article is to provide a comprehensive review and critical examination of knowledge management (KM) concepts, processes, and tools, highlighting their significance for enhancing competitiveness in today's business landscape. We trace the evolution of KM, delineating key processes such as knowledge creation, sharing, and application, and classify KM tools into technical and non-technical categories, underscoring their complementary roles. Through a detailed literature review, we identify and tackle the predominant challenges in KM, particularly emphasizing the difficulties associated with managing tacit knowledge. Our findings reveal innovative strategies for leveraging information technology in KM to automate decision-making processes and foster novel applications. Furthermore, we propose practical solutions for the efficient storage and sharing of tacit knowledge, addressing a critical gap in the literature. The study not only enriches the KM field by providing a synthesized overview of existing research but also contributes novel insights by highlighting specific challenges and offering evidence-based recommendations for practitioners. In conclusion, our research elucidates the multifaceted benefits and challenges of KM, paving the way for future studies to explore uncharted territories in the KM landscape.

References

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  • Durand, R. & Huy, Q. (2007, August). Knowledge sharing in organizations: Inviting ethics and emotion to the banquet. Academy of Management Proceedings, 1, 1-5. https://doi.org/10.5465/ambpp.2007.26523102i
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ORGANİZASYON BİLGİ YÖNETİMİNDE TEMEL KAVRAMLAR

Year 2024, Volume: 7 Issue: 1, 45 - 65, 29.03.2024
https://doi.org/10.54993/syad.1435468

Abstract

Bu makalenin amacı, bilgi yönetimi kavramları, süreçleri ve araçları üzerine kapsamlı bir inceleme ve eleştirel bir değerlendirme sağlamak, bugünkü iş dünyasında rekabet gücünü artırmanın önemini vurgulamaktır. Bilgi yönetiminin evrimini izleyerek, bilgi oluşturma, paylaşma ve uygulama gibi ana süreçleri belirleyerek bilgi yönetim araçları teknik ve teknik olmayan kategorilere ayrılarak tamamlayıcı rollerini vurgulanmıştır. Detaylı bir literatür taraması aracılığıyla, bilgi yönetiminde öne çıkan başlıca zorluklar tanımlanıp ele alınmış özellikle örtük bilginin yönetilmesiyle ilişkili zorluklar vurgulanmıştır. Bulgular bilgi yönetiminde bilgi teknolojisinden yararlanarak karar verme süreçlerini otomatikleştirmek ve yeni uygulamalar geliştirmek için yenilikçi stratejiler ortaya çıkartmıştır. Ayrıca, örtük bilginin etkin depolanması ve paylaşımı için pratik çözümler önererek literatürde kritik bir boşluk ele alınmıştır. Çalışma, sadece mevcut araştırmaların sentezlenmiş bir özetini sağlayarak bilgi yönetimi alanını zenginleştirmekle kalmayarak, belirli zorlukları vurgulayarak ve uygulayıcılara kanıta dayalı öneriler sunarak yeni iç görülerle de katkıda bulunmaktadır. Sonuç olarak, araştırmamız, bilgi yönetiminin çok yönlü faydalarını ve zorluklarını listeleyerek, hem gelecekteki bilgi yönetimi konusunda daha fazla çalışmaların yapılmasına ve kurumlara olan olası faydaları ve uygulamadaki zorluklar anlatılarak bulguların uygulanmasına neden olacaktır.

References

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  • Akram, T. (2020), The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing. Journal of Innovation & Knowledge. Volume 5, Issue 2, Pages 117-129. https://doi.org/10.1016/j.jik.2019.10.001
  • Akhavan, P., Ramezan, M. & Yazdi Moghaddam, J. (2013), Examining the role of ethics in knowledge management process: Case study: an industrial organization, Journal of Knowledge-based Innovation in China, Vol. 5 No. 2, pp. 129-145. https://doi.org/10.1108/JKIC-04-2013-0008\
  • Alexy, O., George, G., & Salter, A. J. (2013). Cui bono? The selective revealing of knowledge and its implications for innovative activity. Academy of Management Review, 38(2), 270-291. http://dx.doi.org/10.5465/amr.2011.0193
  • Aghajan, H., Augusto, J. C., & Delgado, R. L. C. (2009). Human-centric interfaces for ambient intelligence. Academic Press. ISBN 978-0-12-374708-2. https://doi.org/10.1016/C2009-0-19270-X
  • Appleyard, M. M. (1996). How does knowledge flow? Interfirm patterns in the semiconductor industry. Strategic Management Journal, 17(S2), 137-154. https://doi.org/10.1002/smj.4250171112 96
  • Armstrong, S. J., & Li, Y. (2017). A Study of Anglo expatriate managers’ learning, knowledge acquisition, and adjustment in multinational companies in China. Academy of Management Learning & Education, 16(1), 1-22.
  • Awazu, Y. & Desouza, K, C. (2004). Open knowledge management: Lessons from the open source revolution. Journal of the American Society for Information Science and Technology, Volume 55, Issue11. https://doi.org/10.1002/asi.20050
  • Bagnoli, C. & Vedovato, M. (2014).The impact of knowledge management and strategy configuration coherence on SME performance. Journal of Management and Governance. Vol. 2, pp. 615-647.
  • Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of Management Review, 27(2), 204-221.
  • Bird, F. B., & Waters, J. A. (1989). The moral muteness of managers. California Management Review, 32(1), 73-88.
  • Bouthillier, F., & Shearer, K. (2002). Understanding knowledge management and information management: The need for an empirical perspective. Information Research, 8(1), 8-1. http://informationr.net/ir/8-1/paper141
  • Buckler, S. A., & Zien, K. A. (1996). The spirituality of innovation: Learning from stories.” The Journal of Product Innovation Management, September, 1996.
  • Carayannis, E. G. (1998). The strategic management of technological learning in project/program management: the role of extranets, intranets and intelligent agents in knowledge generation, diffusion, and leveraging Technovation Volume 18, Issue 11, Pages 697-703. https://doi.org/10.1016/S0166-4972(98)00065-0
  • Cerchione, R., & Esposito, E. (2017, February). Using knowledge management systems: A taxonomy of SME strategies. International Journal of Information Management, 37(1B), 1551-1562. https://doi.org/10.1016/j.ijinfomgt.2016.10.007
  • Chaudhuri, S., & Dayal, U. (1997). An overview of data warehousing and olap technology. Special Interest Group on Management of Data. Volume 26, Issue 1. https://dl.acm.org/doi/pdf/10.1145/248603.248616
  • Chen, S., Duan, Y., Edwards, J. S., & Lehaney, B. (2006). Toward understanding inter‐organizational knowledge transfer needs in SMEs: Insight from a UK investigation. Journal of Knowledge Management. 10(3), 6-23. doi:10.1108/13673270610670821
  • Chow, W. & Chan L. S. (2008). Social network, social trust and shared goals in organizational knowledge sharing, Information & Management 45 (2008) 458–465. doi:10.1016/j.im.2008.06.007
  • Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152. https://doi.org/10.2307/2393553
  • Dalmarco, G., Maehler, A. E., Trevisan, M., & Schiavini, J. M. (2017, July-September). The use of knowledge management practices by Brazilian startup companies. RAI Revista De Administração E Inovação, 14(3), 226-234.
  • Davenport, T. & Prusak, L. (2000). Working knowledge: How organizations manage what they know, McGraw-Hill, New York, NY.
  • Duffy, J. (2000). Knowledge Management: To be or not to be?. Information Management Journal, 34(1), 64
  • Duncan, R. & Weiss, A. (1979). Organizational learning: Implications for organizational design. Research in Organizational Behavior, 1, 75-123.
  • Durand, R. & Huy, Q. (2007, August). Knowledge sharing in organizations: Inviting ethics and emotion to the banquet. Academy of Management Proceedings, 1, 1-5. https://doi.org/10.5465/ambpp.2007.26523102i
  • Egbu, C. O., Hari, S., & Renukappa, S. H. (2005). Knowledge management for sustainable competitiveness in small and medium surveying practices. Structural Survey. 23(1), 7-21. doi:10.1108/02630800510586871
  • Evangelista, P., Esposito, E., Lauro, V., & Raffa, M. (2010). The adoption of knowledge management systems in small firms. Electronic Journal of Knowledge Management, 8(1), 33-42.
  • Fang, S. C., Yang, C. W., & Hsu, W. Y. (2013). Inter-organizational knowledge transfer: The perspective of knowledge governance. Journal of Knowledge Management, 17(6), 943-957. doi:10.1108/jkm-04-2013-0138
  • Ferraris, A., Mazzoleni, A., Devalle, A., & Couturier, J. (2019). Big data analytics capabilities and knowledge management: impact on firm performance. Management Decision, Vol. 57 No. 8, 2019 pp. 1923-1936. DOI 10.1108/MD-07-2018-0825
  • Fleming, L. (2001). Recombinant uncertainty in technological search. Management Science, 47(1), 117-132.
  • Frey, R. S. (2001). Knowledge management, proposal development, and small businesses. Journal of Management Development. 20, 38-54.
  • Gagné, M., Tian, A. W., Soo, C., Zhang, B., Ho, S. B. H, & Hosszu, K. (2019). Different motivations for knowledge sharing and hiding: The role of motivating work design, Journal of Organizational Behavior, Volume 40:783–799.
  • Gayawali, D. R., Stewart, A. C., & Grant, J. H. (1997). Creation and utilization of urganizational knowledge: An empirical study of the soles of organizational learning on strategic decision making. Academy of Management Proceedings. 1, 16-20. https://doi.org/10.5465/ambpp.1997.4977908
  • Gnyawali, D.R. & Grant, J.H. (1997), Enhancing corporate ventvure performance through organizational learning, The International Journal of Organizational Analysis, Vol. 5 No. 1, pp. 74-98. https://doi.org/10.1108/eb028863
  • Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375-387.
  • Hadjimichael, D., & Tsoukas, H. (2019). Toward a better Uunderstanding of tacit knowledge in organizations: Taking stock and moving forward. Academy of Management Annals, 13(2), 672-703. https://doi.org/10.5465/annals.2017.0084
  • Henderson, R. M., & Clark, K. B. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, Volume 35 9-30.
  • Hippel, E. V. (1988). The sources of innovation. Oxford University Press.
  • Huang, X., Hsieh, J. J., & He, W. (2014). Expertise dissimilarity and creativity: The contingent roles of tacit and explicit knowledge sharing. Journal of Applied Psychology, 99(5), 816-830.
  • Huber, G. P. (1991). Organizational Learning: The contributing processes and the literatures. Organization Science, 2(1), 88-115.
  • Leyer et al. (2016), Would you like to know who knows? Connecting employees based on process-oriented knowledge mapping. Decision Support Systems 87 (2016) 94–104
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There are 82 citations in total.

Details

Primary Language English
Subjects Strategy
Journal Section Derleme Makaleleri
Authors

Nejat Çapar 0000-0002-1622-6253

Harika Suklun 0000-0003-1016-268X

Early Pub Date March 29, 2024
Publication Date March 29, 2024
Submission Date February 12, 2024
Acceptance Date March 21, 2024
Published in Issue Year 2024 Volume: 7 Issue: 1

Cite

APA Çapar, N., & Suklun, H. (2024). FUNDAMENTAL CONCEPTS IN ORGANIZATIONAL KNOWLEDGE MANAGEMENT. Stratejik Yönetim Araştırmaları Dergisi, 7(1), 45-65. https://doi.org/10.54993/syad.1435468