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What is Organizational Intelligence?
Published in Jay Liebowitz, Building Organizational Intelligence, 2019
In order to create knowledge management systems, it is critical to build a supportive culture (from top management on down). This was certainly true in the Buckman Labs example of their K’Netix knowledge management system, wherein Bob Buckman (CEO of Buckman Labs) said that 90% of knowledge management and their success was building the culture to encourage knowledge sharing. In a recent benchmarking study of about 150 companies, the reason given by those individuals who didn’t want to share their knowledge was not that they wanted to keep their competitive edge close to heart. Rather, it was that they wouldn’t be able to put their own thumbprint on knowledge if they had to use someone else’s knowledge. This suggests the need for an incentive and reward system to encourage knowledge sharing. Some companies, like Andersen Consulting and Lotus, evaluate their employees for their annual job performance review partly on how well they contribute their knowledge to the organization’s knowledge repositories and how well they use and apply the knowledge that exists in these repositories. Oftentimes, the technology is not the limiting factor in creating a knowledge management environment — it’s the “management” of the technology and “culture” that greatly influences the success of knowledge management endeavors.
myPublicHealth
Published in Jay Liebowitz, Richard A. Schieber, Joanne D. Andreadis, Knowledge Management in Public Health, 2018
Debra Revere, Paul F. Bugni, Liz Dahlstrom, Sherrilynne S. Fuller
According to McInerney (2002), “Knowledge management is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.” Knowledge management provides a set of principles and tools to optimize and integrate the processes of creating, sharing, and using knowledge with the goal of creating value for an organization and its community. This chapter reviews the knowledge management approach undertaken to develop myPublicHealth, a customizable content management tool for public health professionals. We describe the project methodology, design process, piloting experiences, and continuing and future developments—all of which incorporate best practices in knowledge management in the development process.
Managing Knowledge through Social Enterprising
Published in Jessica Keyes, Enterprise 2.0, 2016
Since knowledge is a key strategic asset for organizations of all sizes, it follows that knowledge management is critically important as it is the set of tools and processes that manages organizational knowledge. However, there are many knowledge management implementation problems. A key reason for lack of knowledge management viability is the unwillingness of employees to share their knowledge effectively with their teammates, the real focus of this chapter. I have noticed that people have problems sharing with me. I always assumed that the reason was to protect their position. In other words, “knowledge is power.” If they give away their knowledge, they give away their power. That was my working assumption. My peers and I would discuss, “why are they so reluctant to share information with us?” It was because they were protecting the keys to the kingdom. This was usually the older employees, who had a lot of seniority and a lot of knowledge. They didn’t want to be taken over.
Multilevel influences of team social media usage on creativity: the moderating effect of knowledge leadership
Published in Behaviour & Information Technology, 2023
Hui Wang, Xiangqing Li, Mingxing Xie
Knowledge management theory implies that one of the purposes of knowledge management is to improve the management efficiency of knowledge and information through the effective use of technology, thereby improving the knowledge innovation ability of organisations further (Geisler and Wickramasinghe 2015; Tzortzaki and Mihiotis 2014). First, TSMU has increased the visibility of communication. TSMU enables team members to obtain the basic information and work dynamics of other members at any time and maintain real-time communication of information with other members (Kascelan et al. 2020; Leonardi 2014). The transparent communication of social media is beneficial for building collaborative networks within teams, providing open platform resources and independent task management channels for enhancing team creativity (H. Wang et al. 2021). Second, the more visible the communication, the more knowledge and information team members receive and generate through TSMU. Social media is a knowledge base that supports team creativity by encouraging members to disseminate and share knowledge (Cao and Ali 2018). By interacting with each other through social media, they acquire and utilise more knowledge and information resources and are more likely to generate new knowledge and ideas (Huang, Chang, and Wu 2017). Therefore, this study proposes the following hypothesis: Hypothesis 1a. TSMU is positively associated with team creativity.
Developing a readiness model and a self-assessment tool for adopting digital technologies in construction organizations
Published in Building Research & Information, 2023
Xichen Chen, Alice Chang-Richards, Florence Yean Yng Ling, Tak Wing Yiu, Antony Pelosi, Nan Yang
The six organizational indicators (IN04 to IN09) had mean scores ranging from 4.18 to 4.97. Among these six indicators, inter-organizational knowledge and information sharing (IN05) and an appropriate business model to utilize DT (IN08) had relatively higher impacts on DT adoption with mean scores of 4.97 (ranked fourth) and 4.81 (ranked seventh), respectively. Supported by knowledge management systems, inter-organizational knowledge and information sharing can transfer tacit and explicit information about technologies within an organization. Yeşil and Hırlak (2013) indicated that knowledge sharing could improve the potential for individual innovative behaviour and organizational performance to increase productivity, efficiency and effectiveness. Successful knowledge and information sharing are also important factors that encourage innovation (Castaneda & Cuellar, 2020). A business model refers to how a company can sustain itself by making a profit and generating revenue (Chesbrough & Rosenbloom, 2002; Ovans, 2015). Business models play a decisive role in a company’s success. Successful business models are expected to unlock the latent value from technologies and quickly convert emerging technologies into commercial values (Mokhlesian & Holmén, 2012). Growing challenges from new technologies compel companies to refine their current business models (Pateli & Giaglis, 2005). In addition, the increasing frequency of disruption and dislocation in the construction industry requires firms to change business models more frequently (Pan & Li, 2016).
Team Performance and Triangle Approach: A Longitudinal Study
Published in Journal of Computer Information Systems, 2021
Hamid Reza Nikkhah, Franck Loic Soh Noume, Beverly Hodges, Rajiv Sabherwal
The dynamics between the individual, the organization, and the IT are important to understand organizational behavior.8 The interactions between the individual, the organization, and the IT impact organizational performance. For example, organizational factors such as organizational culture are crucial for the success of knowledge management initiatives including the implementation of knowledge management systems.25 Moreover, access to knowledge is not sufficient for organizational performance as it depends on individual willingness to apply such knowledge. Hence, IT with a focus on individual and organization is essential for knowledge creation.8 However, the relative importance of IT, individual, and organization is unclear limiting our understanding of dominant drivers of performance among IT, individual, and organization-related factors. We propose to use the following framework (See Figure 1) wherein we identify three dimensions of ISD including individual factors, organizational factors, and technological factors. We present the research model in Figure 2 as with factors selected from prior literature.