Integrative role of KM infrastructure and KM strategy to enhance individual competence

Abstract

Purpose – This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and individual competence (IC), which are considered very much essential for achieving a heightened competence at an individual level. In the present scenario, knowledge intensive organizations are striving highly to manage competitiveness for their survival in the market. The role of knowledge capability is very much pivotal in ensuring the success of knowledge process implementation. Design/methodology/approach – A methodical review has been carried out of empirical and conceptual articles to justify the linkages among KMI, KMS, KMP and IC, particularly accessed through sources such as Pro Quest, EBSCO host, Google Scholar and other e-databases. This review integrates a conceptual framework to explore the relationship among the aforesaid constructs. Findings – This study provides valuable insight into the role of KMI and KMS in enabling various KM processes. It also contributes significantly to organizations by helping them to integrate KM processes so as to enhance IC. Research limitations/implications – This paper provides helpful suggestions to drive the KMPs by facilitating suitable congruence of infrastructure capabilities and KMSs within organizations. Further, this study would also be helpful in enhancing IC along with organizational competence. Study limitations are also discussed. Originality/value – This paper contributes to knowledge and competence management literature by adding the fact that KMI and KMS both precede KMP for better outcomes at an individual level.

The Role of Knowledge Management Infrastructure in Enhancing Job Satisfaction at Aqaba Five Star Hotels in Jordan

“…Technical infrastructure includes physical, IT infrastructure, devices and components. Social infrastructure, on the other hand, includes culture, structure, and human resources [33]. As such, it can be noted that KM infrastructure provides the infrastructural environment, both IT and non-IT that supports knowledge management activities [14] [34]- [36].…”

“…As such, it can be noted that KM infrastructure provides the infrastructural environment, both IT and non-IT that supports knowledge management activities [14] [34]- [36]. Furthermore, organizations should strive to develop infrastructure capabilities not only in terms of hardware and software, but also in terms of culture, structure, people, and technology [33]. [37] supported this by indicating that organizations that utilize both technical and organizational infrastructures are more likely to implement successful knowledge management projects.…”

“…In addition, researchers have reported that one of the most significant elements of culture for knowledge sharing to consider is trust. High levels of trust reduce the reluctance of individuals to share knowledge and decrease the associated risk of losing competitiveness [33] [45]. Therefore, creating a culture that allows for easy access of knowledge should be at the top of management's agenda during the implementation stage of knowledge management [42].…”

Overcoming the Blockchain Oracle Problem in the Traceability of Non-Fungible Products

“…KM infrastructure analysis is divided into two main capabilities: technical and social. The technical capabilities comprise IT infrastructure, physical devices, and components, whereas social capacity comprises cultural, human, and governance resources [48]. We then analyze the technical and social capabilities separately according to their blockchain implications, finding that organizations should make every effort to expand their infrastructure capabilities, not only in terms of hardware and software, but also in terms of technology, structure, people, and culture.…”

“…As extensively underlined by researchers, one of the most important elements of culture for knowledge sharing is trust [52]. Kushwaha and Rao stated that high levels of trust reduce the reluctance of individuals to share knowledge and decrease the associated risk of losing competitiveness [48]. Further, organizational culture influences the way strategic decisions are implemented in firms [53].…”