Knowledge Management Enablers and Knowledge Sharing Process

Organizations are becoming increasingly aware of the importance of knowledge sharing to survive and remain competitive. Current knowledge sharing models have been found to be lacking as they only focus on the relationships between factors that influence knowledge sharing. An integrated approach that is capable of a simultaneous investigation of the various factors that affect knowledge sharing initiatives, quality of knowledge management and its impact on organizational performance has not been widely attempted. This study aims to develop a holistic knowledge sharing model for the public sector in Malaysia that is based on an integrated approach, which combines factors that influence knowledge management (input), knowledge sharing quality (process) and workers’ performance as well as service delivery (output) that encompasses the individual, organization and technology. This study will firstly present a review of the literature of current models in knowledge sharing, which will then form the take-off point for the development of the proposed holistic model. Such a holistic model is deemed appropriate and necessary to steer knowledge sharing initiatives in tandem with forming the base for policy-making of such initiatives.

International Journal of Knowledge Management, 2020

Over of the past several years, there have been rigorous discussions about the significance of knowledge management (KM) within the organization and the society. The management of knowledge is endorsed as a significant and essential factor for organizational existence and maintenance of ambitious strength. This article provides an in-depth knowledge of factors affecting KM. Literatures from 1992 to 2018 are covered in this article, 169 research papers have been explored which are related to classification of knowledge, factors affecting KM, KM tools and its planning & application. Various frameworks related to the successful implementation of KM and KM implementation tools proposed by previous authors are presented in this research article. KM is defined, classification of KM is presented, factors affecting KM are shown and its implementation strategies & tools are elucidated in available literatures in discrete manner.

… : An International Journal, 2004

There is relatively very little information on knowledge management in the public sector, and even less in developing countries. This paper investigates and examines the availability of a knowledge management strategy in a public organisation in Malaysia. This paper also examines perceptions on the benefits, problems, responsibilities and technological aspects that are entailed in managing knowledge in an organisation. Issues that encourage and restrict knowledge generation and knowledge sharing are also discussed. To achieve an in-depth study, the Ministry of Entrepreneur Development of Malaysia was chosen for a case study. A questionnaire was used as the main instrument in gathering data, and a total of 154 respondents were involved in the survey. Although the Ministry does not have any specific knowledge management strategy, the study reveals that knowledge in the Ministry was available in the Ministry's procedures and policies, job manual procedure, ISO 9002, desk file, work flow and databases.

Communications of the IBIMA, 2013

Knowledge is recognised as an important asset in any organisations these days. Unfortunately, many organisations are not doing enough to effectively manage this important asset in creating and maintaining their competitive advantage. The objective of this study was to investigate the implementation of knowledge management in a government research institute in Selangor, Malaysia. This explorative study employs both quantitative and qualitative approaches to achieve the research objectives. A set of questionnaires was developed using online survey software. This set was sent to 96 respondents from five divisions based on a simple random sampling method. The questionnaires comprised items that were used to investigate the understanding and awareness of KM in the chosen organisation. The data were analysed using the Lime Survey statistic, Chi Squared tests and Reliability analysis. For the qualitative component, the interview method was used. This method was conducted to determine the KM process implementation in the organisation and focuses on the Knowledge Management Section (KMS). The interview data were analysed using ATLAS.ti software. The results showed that three main factors affected knowledge management implementation in the company; namely, organisation, people and technology. We suggest that a need exists within any organisation to strengthen the implementation process to successfully obtain the benefits of knowledge management in creating and sustaining competitive advantage.

In this "information and knowledge" age, instead of traditional financial assets and even large markets, knowledge capital has been the competitive edge for major corporations. This has lead to a new concept called "knowledge management". Indeed, the identification of knowledge in business sectors as a competitive advantage and strategic resource intensifies the necessity of implementation of knowledge management (KM) in organizations. Knowledge management is the process of identifying, selecting, organizing, and transferring important information and skills, which exists as disorganized form in the organization. However, there are several stories of failed implementation of knowledge management in organizations. In order to succeed in implementing knowledge management, identification of the success factors for knowledge management is of great importance. The current research has therefore presented a conceptual model for implementing knowledge management successfully in Tehran municipality. This study has first identified effective variables on success of knowledge management; then has evaluated its significance and developed a conceptual model for the critical factors on successful knowledge management in the organization under study. According to the conceptual model offered by this research, these critical success factors are dimensions of organizational culture, strategy and leadership, organizational structure, information technology infrastructure and human resources.

2005

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices.

It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there will not be any knowledge to manage. This paper also revealed that lack of interpersonal relationship, lack of organisational trust, skills, and time inadequacy are the major factors that hinder organisational members from sharing knowledge. Abstract-It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there will not be any knowledge to manage. This paper also revealed that lack of interpersonal relationship, lack of organisational trust, skills, and time inadequacy are the major factors that hinder organisational members from sharing knowledge.

2022

The aim of this study is to investigate the factors which can affect the knowledge management in Al-Madinah International University, Malaysia. This study employs a quantitative methodology for whichquestionnaires were distributed to on-campus staff at the university and a sample of 138 responses was collected for multiple regression analysis. Statistical Packages (SPSS) software was used to analyze the structure model. The results show that the motivation factors such as social interaction, trust, management support, learning orientation and motivation can provide explanation of knowledge sharing. This study found a positive correlation between sharing knowledge and the social interaction. Therefore, this study suggests that when knowledge is built and is shared then it creates a positive impact on an organizations employees. This study will contribute to the literature in the field of knowledge sharing. Comparatively, the studies focusing on knowledge sharing among Malaysian unive...

2014

This study investigates the possible causes of resistance or support among knowledge workers to knowledge sharing (KS) within a project team and organization. Today, banks are beginning to understand the relevance and importance of knowledge management systems and of KS. Similarly, banks are beginning to appreciate knowledge as the most significant and valued asset that leads to effective organizational performance. This research aims to investigate the role of certain factors in organizational culture for the success of KS. Factors such as interpersonal trust and communication among staff, information systems, rewards, and organizational structure play an important role in defining the relationships among staff, creating possibilities for breaking the obstacles to KS in the Islamic banking sector in Malaysia.