Developing knowledge management capabilities: a structured approach

Sandhawalia, Birinder Singh; Далчер, Даррен

doi:10.1108/13673271111119718

Cited by 102 publications

(65 citation statements)

References 19 publications

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“…First, successful implementation of KM initiatives requires a holistic, systematic, and structured approach to develop, launch, accelerate, measure, and continuously improve related organizational processes (Sandhawalia and Dalcher 2011). Maturity models, in turn, help KM managers accomplish these tasks.…”

Section: The Maturity Modelmentioning

confidence: 99%

An application of the knowledge management maturity model: the case of credit unions

Serenko

Bontis

Hull³

2016

Knowledge Management Research & Practice

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The purpose of this study is to investigate the level of knowledge management (KM) maturity of credit unions. The application of a maturity model to fifteen credit unions in North America revealed that an overall level of KM maturity of credit unions is at an early stage of development, but there are signs of future improvement. Credit unions attempt to increase their efficiency through KM solutions. Despite the absence of official KM strategies, KM projects were introduced locally to fill particular knowledge gaps. The availability of IT infrastructure and the implementation of KM-related technologies alone are insufficient to ensure universal success of KM activities. Credit union managers periodically access and use academic research in decision-making. At the same time, they prefer accessing scholarly knowledge in translated form from books, practitioner magazines, and consultants. It was concluded that organizations competing in the knowledge-intensive sector have an inner need for KM solutions.

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Section: The Maturity Modelmentioning

confidence: 99%

An application of the knowledge management maturity model: the case of credit unions

Serenko

Bontis

Hull³

2016

Knowledge Management Research & Practice

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“…Despite being a relatively new concept, KM is regarded as a broad and expanding tool to manage new information in diverse contexts in industries and businesses [22,23]. KM has shown its worth through existing applications in the building construction sector [24][25][26].…”

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confidence: 99%

Managing Knowledge to Promote Sustainability in Australian Transport Infrastructure Projects

et al. 2015

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Abstract:To deliver tangible sustainability outcomes, the infrastructure sector of the construction industry needs to build capacities for the creation, application and management of ever increasing knowledge. This paper intends to establish the importance and key issues of promoting sustainability through knowledge management (KM). It presents a new conceptual framework for managing sustainability knowledge to raise the awareness and direct future research in the field of transport infrastructure, one of the fast growing sectors in Australia. A holistic KM approach is adopted in this research to consider the potential to "deliver the right information to the right person at the right time" in the context of sustainable development of infrastructure. A questionnaire survey among practitioners across the nation confirmed the necessity and identified priority issues of managing knowledge for sustainability. During infrastructure development, KM can help build much needed industry consensus, develop capacity, communicate decisions, and promote specific measures for the pursuit of sustainability. Six essential elements of the KM approach and their priority issues informed the establishment of a conceptual KM framework. The transport infrastructure sector has come to realise that development must not come at the expense of environmental and social objectives. In practice however, it is facing extensive challenges to deliver what has been promised in the sustainability agenda. OPEN ACCESSSustainability 2015, 7 8133This research demonstrates the importance of managing sustainability knowledge, integration of various stakeholders, facilitation of plans and actions and delivery of tangible benefits in real projects, as a positive step towards meeting these challenges.

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“…Knowledge generation involves creation of new knowledge by the means of brainstorming, interaction, innovation and benchmarking (Sandhawalia & Dalcher, 2011). Research suggests that formal and informal mentoring, communities of practice, research and development, training, shared problem solving, concept mapping, corporate blogging, etc., are some of the best practices for knowledge creation (Karkoulian, Halawi, & McCarthy, 2008;Mizintseva & Gerbina, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge Management Practice at a Bulgarian Bank

Shah

Rahneva

Ahmed

2014

International Journal of Knowledge Management

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This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice.

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Developing knowledge management capabilities: a structured approach

Cited by 102 publications

References 19 publications

An application of the knowledge management maturity model: the case of credit unions

An application of the knowledge management maturity model: the case of credit unions

Managing Knowledge to Promote Sustainability in Australian Transport Infrastructure Projects

Knowledge Management Practice at a Bulgarian Bank

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