Evaluating Critical Success Factors Model of Knowledge Management

Sedighi, Mohammadbashir; Splunter, Sander van; Zand, Fardad; Brazier, Frances M. T.

doi:10.4018/ijkm.2015070102

Cited by 18 publications

(19 citation statements)

References 63 publications

(81 reference statements)

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“…Many KM systems have been developed to encourage knowledge sharing behaviour, but practical evidence shows that technology alone cannot guarantee the success of KM systems (Sedighi et al, 2015). KM systems are designed to acquire, create and share knowledge with a collection of employees, processes and technology with different organisational and environmental constraints (Sedighi and Zand, 2012).…”

Section: Related Workmentioning

confidence: 99%

“…Designing KM systems for participants' engagement improves individual participation and knowledge contributions (Mergel et al, 2008). Moreover, recent research on success factors of KM systems shows the importance of soft factor such as individual engagement in knowledge sharing rather than technological factors (Sedighi et al, 2015). Nevertheless, few studies evaluate individual engagement in KM systems.…”

Section: Introductionmentioning

confidence: 99%

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Exploration Participants Engagement in Organisational Knowledge Sharing

Sedighi

Lukosch

Splunter

et al. 2016

Proceedings of the 8th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management

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Abstract:The importance of knowledge sharing within most organisations is well recognised. While abundant KM systems have been matured to encourage individual engagement in knowledge sharing, practical evidences show a low success rate of KM systems. This paper reports on a qualitative exploratory multi-case study to explore level participants' engagement in knowledge sharing along the design principle for engagement of participatory systems. Results show that KM systems using a combined approach of supply-and demand side KM strongly influence participants' engagement for knowledge sharing.

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Section: Related Workmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Exploration Participants Engagement in Organisational Knowledge Sharing

Sedighi

Lukosch

Splunter

et al. 2016

Proceedings of the 8th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management

Self Cite

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“…This study is anchored on the Critical Success Factors (CSFs) model of KM. According to Sedighi et al (2015), knowledge sharing in any organisation is dependent on some CSFs. CSFs are those areas in an organisation which, if practised and addressed effectively, will ensure successful knowledge management and sharing (Yaghoubi and Maleki 2012: 12024).…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge sharing in selected municipalities of Limpopo Province

Dikotla

2019

SAJLIS

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Knowledge is regarded as an important resource for any organisation. Sharing of knowledge is crucial to the survival of an organisation, especially in municipalities which are required to deliver basic services to citizens. This study examined knowledge sharing practices in selected municipalities of Limpopo Province, South Africa. The study adopted a quantitative research approach and a survey research design, using a structured questionnaire as data collection method. The population for the study comprised of staff members in the Information and Knowledge Management and Human Resource Management units in seven municipalities in Limpopo Province, selected through stratified and proportional sampling methods. Data were analysed using IBM Statistical Package for Social Science (SPSS) software. The results of the study showed that, although knowledge sharing is viewed as important by the respondents, it is not encouraged among employees, and appears to be the least supported task by most managers attached to selected municipalities. There is insufficient information technology infrastructure to support knowledge sharing, and there is no reward system to encourage employees to engage in knowledge sharing. Therefore, the municipalities need to implement the reward system and to acquire relevant information and communications technology infrastructure to motivate and stimulate the culture of knowledge sharing.

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“…Para que esse conhecimento possa ser bem articulado, utilizado e mantido na organização, uma gestão adequada do conhecimento precisa ser efetuada. A Gestão do Conhecimento (GC) procura tornar o conhecimento e as experiências mais facilmente disponíveis, para aumentar a eficiência e eficácia da organização (SEDIGHI et al, 2015).…”

Section: Introductionunclassified

Barreiras, Elementos Dificultadores e Fatores Críticos na Implementação da Gestão do Conhecimento: Uma Revisão da Literatura

Burger¹,

Kraemer²,

Dandolini³

et al. 2018

PG&C

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ResumoO ativo conhecimento possui um papel cada vez mais importante no contexto organizacional e sua gestão deve ser realizada para agregar valor. A implementação de Gestão do Conhecimento -GC envolve a introdução de novas tecnologias de informação, mudanças nos processos de negócios, e mudanças na cultura organizacional. Muitos fatores afetam a implementação de GC dentro das organizações. Esses fatores podem ser incentivos ou barreiras para o sistema, e eles podem afetar a eficácia, a eficiência e o desempenho geral do sistema de GC. O objetivo deste artigo é identificar as barreiras ao processo de implementação de GC. Entende-se por barreiras, de acordo com a análise da literatura, os elementos, fatores críticos e os dificultadores que comprometem ou impedem a implementação de GC. Para tanto, uma revisão sistemática da literatura foi realizada com intuito de localizar as publicações que abordem o tema. A análise bibliométrica e descritiva dos resultados apontaram que a ciência tem tratado o tema por três abordagens distintas: identificação das barreiras, hierarquização das barreiras de acordo com sua importância ou discussão sobre como elas afetam a implementação de GC. Além da identificação das publicações que tratam o tema, a principal contribuição deste trabalho, é a identificação das barreiras que deverão ser gerenciadas pelas organizações que pretendem implantar a gestão do conhecimento.Palavras-chave: Implementação. Barreiras. Gestão do Conhecimento. Revisão Sistemática de Literatura.Fabrício Burger et al. AbstractThe active knowledge has an increasingly important role in the organizational context and its management must be carried out to add value. The implementation of Knowledge Management -GC involves the introduction of new information technologies, changes in business processes, and changes in organizational culture. Many factors affect the implementation of KM within organizations. These factors can be incentives or barriers to the system, and they can affect the effectiveness, efficiency, and overall performance of the KM system. The aim of this article is to identify the barriers to the process of KM implementation. Barriers are understood, according to the literature review, as the elements, critical factors and obstacles that compromise or hinder the KM implementation. For this purpose, a systematic review of the literature was carried out in order to locate the publications that approach the theme. The bibliometric and descriptive analysis of the results pointed out that science has dealt with the theme through three different approaches: identification of barriers, hierarchy of barriers according to their importance or discussion of how they affect the KM implementation. In addition to the identification of the publications that deal with the theme, the main contribution of this work is the identification of the barriers that should be managed by the organizations that intend to implement knowledge management.

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Evaluating Critical Success Factors Model of Knowledge Management

Cited by 18 publications

References 63 publications

Exploration Participants Engagement in Organisational Knowledge Sharing

Exploration Participants Engagement in Organisational Knowledge Sharing

Knowledge sharing in selected municipalities of Limpopo Province

Barreiras, Elementos Dificultadores e Fatores Críticos na Implementação da Gestão do Conhecimento: Uma Revisão da Literatura

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