Addressing Contextual Issues in Knowledge Management

Okunoye, Adekunle; Bertaux, Nancy

doi:10.4018/9781599049168.ch003

Cited by 5 publications

(8 citation statements)

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“…An emerging conclusion from the above discussions is that IT is an important element in establishing effective KM practices. Similar to the suggestions provided by Alavi and Leidner (1999), Hendriks and Vriens (1999), and Okunoye and Bertaux (2008), numerous studies state that IT can assist organizations to create, share, store, and use valuable knowledge without geographical limits (Bolisani and Scarso, 1999; Crayannis, 1999; Gronau, 2002; McDermott, 1999; Jennex and Olfman, 2006; Sher and Lee, 2004; Tseng, 2008; Wild and Griggs, 2008). For example, Ho (2009, p. 102) noted that IT:[…] is tightly connected to KM because it helps distribute structural knowledge vertically and horizontally, as well as make it easily searched and utilized.…”

Section: Knowledge and Kmmentioning

confidence: 79%

“…Ho further states that these four factors are crucial to achieve KM effectiveness. The KM framework proposed by Okunoye and Bertaux (2008) also suggests that organizational culture, organizational structure, IT, support from employees, and reward systems are important elements to consider in facilitating KM practices in organizations. IT is an important element in this framework.…”

Section: Knowledge and Kmmentioning

confidence: 99%

“…Developments in the IT field have made deployment of KM practices easier and more efficient. In other words, the growth of KM can be closely linked to recent and fast developments in the IT field (Gronau, 2002; Okunoye and Bertaux, 2008; Tseng, 2008). For example, Lang (2001) notes that after businesses realized that company knowledge is their core competence, and advances in information processing and internet technologies can help them leverage their knowledge assets, they have made substantial investments in utilizing IT applications in their management practices.…”

Section: Km Through Itmentioning

confidence: 99%

“…Moreover, an understanding that some type of ongoing resource allocations and investment will be needed, not only into KM practices, but also in placing and maintaining new IT tools. For example, Okunoye and Bertaux (2008) note that availability, sophistication, and use of IT tools may vary not only among organizations, but also within an organization. When there are limited financial and human resources, there may be fewer IT tools with less access time to the internet and other IT services.…”

Section: Challenges In Utilizing It In Km Practicesmentioning

confidence: 99%

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Facilitating knowledge management through information technology in hospitality organizations

Okumuş

2013

Journal of Hospitality and Tourism Technology

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PurposeThis paper aims to discuss how hospitality organizations can facilitate knowledge management (KM) better through information technology (IT) tools.Design/methodology/approachThe paper is developed based on a synthesis of previous literature.FindingsKnowledge can be seen as one of the key assets for hospitality organizations. Therefore, KM can help hospitality organizations create and sustain a competitive advantage. Use of IT applications can assist in creating, storing, transferring and using tacit and explicit knowledge. Hospitality organizations can use numerous IT tools in their KM practices, which include competency databases, decision support systems, online search systems, expert networks, e‐mail, groupware, teleconference, intranet, WWW, document management systems, video conferences, data warehousing, and workflow software.Research limitations/implicationsRather than looking at IT applications from a tactical and operational point of view, this article suggests that hospitality organizations need to view their IT initiatives strategically. It is important to connect such IT application with other ones and search for synergies among them and management practices to optimize these elements, and so that tacit and explicit knowledge from different functional areas and management levels can be created, stored, transferred, and used efficiently and effectively. To achieve this, hospitality organizations not only need to create a supportive organizational culture and structure, but also train and motivate their team members to manage knowledge through IT applications.Originality/valueThis is one of the first studies in the hospitality field that offers discussions and recommendations on how hospitality organizations can better facilitate KM through IT. This paper provides discussions on potential challenges in utilizing IT tools in KM initiatives in hospitality organizations. The article further offers theoretical and practical implications, which should be useful for hospitality executives, researchers, educators, and students.

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Section: Knowledge and Kmmentioning

confidence: 79%

Section: Knowledge and Kmmentioning

confidence: 99%

Section: Km Through Itmentioning

confidence: 99%

Section: Challenges In Utilizing It In Km Practicesmentioning

confidence: 99%

See 2 more Smart Citations

Facilitating knowledge management through information technology in hospitality organizations

Okumuş

2013

Journal of Hospitality and Tourism Technology

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“…According to Hislop, Bosua and Helms (2018), all businesses must withstand market competition through developing knowledge that leads to a competitive advantage. According to Okunoye and Bertaux (2008), companies that practice knowledge management can adequately determine which knowledge resources they might develop in order to obtain a longterm competitive advantage. Obire and Asaolu (2018) thought that knowledge management methods assist businesses to achieve competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Management and Competitive Advantage of Listed Consumer Goods Manufacturing Companies in Nigeria

Shodiya

2021

emaj

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The study investigated the effect of knowledge management on the competitive advantage of Nigerian consumer goods businesses. A survey research design was used for the study. The management staff of six major consumer goods firms were included in the study’s population: Flour Mills Nigeria Plc., Cadbury Nigeria Plc., Guinness Nigeria Plc., Nestle Nigeria Plc., Honeywell Flour Mills and PZ Cussons Nigeria from which a sample of 384 was drawn using power analysis. A structured questionnaire was used to collect information from the respondents. The data collected were analyzed using descriptive statistics of frequency counts and simple percentages. In addition, covariance-based structural equation modelling (CB-SEM) was used to achieve the study’s objectives. The findings from the study revealed that knowledge acquisition (β = 0.541; p = 0.001), knowledge sharing (β = 0.672; p = 0.001), knowledge creation (β = 0.774; p = 0.001), knowledge codification (β = 0.450; p = 0.001) and knowledge retention (β = 0.853; p = 0.001) had a significant positive effect on consumer goods company’s competitive advantage. The study concluded that knowledge management played an important role in enhancing competitive advantage when adequately managed. It was recommended that the authorities in charge of the consumer goods companies ensure management staff quickly get any information needed within their working environment and ensure a horizontal information flow. In addition, the management should constantly develop new knowledge and ideas as well as providing appropriate communication and information technology (IT) gadgets to boost competitive advantage.

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The Effect Of Leadership And Organisational Culture With Information Technology As Mediator Towards Knowledge Management Among Top Management At Malaysian Public Universities

Hassan

Aziz

Zakaria

et al. 2022

JEB

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Knowledge management is a complex and critical task in institutes of higher learning. On the other hand, comprehensive research is relatively scarce in public universities for knowledge management. This paper aims to examine the effect of knowledge management from the perspectives of leadership, organisational culture, and information management. Thus, the quantitative method approach was used. Data were collected using self-administered questionnaires from 285 academic senate members. Data obtained were analysed using SPSS for descriptive statistics to describe the respondents' demographic profiles and inferential research using structural equation modeling with AMOS. Samples were drawn using a simple random sample, and the sample size was obtained using the Krejcie and Morgan formula (1970). The findings showed that all dimensions examined in the study strongly demonstrated a significant role in sustaining knowledge management practice. Moreover, the results generated have supported all of the study's hypotheses. Concurrently, it is proposed that higher education institutions should consider variables such as leadership, organisational culture, and information technology when boosting the effectiveness of knowledge management and preserving sound knowledge management practice. More importantly, information communication technology should be extensively utilized for management, mediation, decision-making, and knowledge exchange between individuals.

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Addressing Contextual Issues in Knowledge Management

Cited by 5 publications

References 0 publications

Facilitating knowledge management through information technology in hospitality organizations

Facilitating knowledge management through information technology in hospitality organizations

Knowledge Management and Competitive Advantage of Listed Consumer Goods Manufacturing Companies in Nigeria

The Effect Of Leadership And Organisational Culture With Information Technology As Mediator Towards Knowledge Management Among Top Management At Malaysian Public Universities

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