Knowledge management practice: Application in commercial banks (a Review)

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

“…In terms of societal and organizational conditions, the knowledge management researchers have discussed the effects of managerial support on the successful knowledge management application. For example, the top management's willingness and knowledge vision is likely to support knowledge management strategy in the organization (Mizintseva & Gerbina, 2009). Hoffman et al (2005) found top managers while Lee and Choi (2003) and Nonaka and Takeuchi (1996) found middle managers to support the successful knowledge management implementation.…”

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

“…In terms of societal and organizational conditions, the knowledge management researchers have discussed the effects of managerial support on the successful knowledge management application. For example, the top management's willingness and knowledge vision is likely to support knowledge management strategy in the organization (Mizintseva & Gerbina, 2009 (2003) and Nonaka and Takeuchi (1996) found middle managers to support the successful knowledge management implementation. The timely funding for knowledge application (Wong & Aspinwall, 2006) and knowledge-oriented culture (Davenport & Pruzak, 2000) played a vital role in the efficacy of knowledge-based decisions.…”

“…Hence, it is argued here that the knowledge management infrastructure in the knowledge-intensive organizations in general and banks in particular must be capable of substantiating the informational needs of the knowledge management process. In other words, a typical banking knowledge management system composed of competitive knowledge management technologies, as the continuous interface between human and technology permits banks to manage its intangible assets and ensures the perfection of planning which will increase the efficacy of banking operations and support risk management issues (Mizintseva & Gerbina, 2009). …”

“…Therefore, the banking knowledge management system provides supportive organizational conditions for the collection, sorting and transformation of knowledge which are to be subsequently replicated or formed (Mizintseva & Gerbina, 2009). In other words, knowledge creation and sharing in banks may be growing with a number of supported programs and management tools such as consultative decision making (Nonaka & Takeuchi, 1996), mentoring (Bryant, 2005), concept mapping and knowledge packets and free access to corporate information (Mizintseva & Gerbina, 2009). For this, organizational learning can be discussed as a source of the knowledge creation process under a supportive organizational (system and technology) and societal (knowledge sharing culture) conditions for knowledge management initiatives in the banking firms.…”

Knowledge Management Practice at a Bulgarian Bank

“…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). Knowledge retention consists of knowledge capture, codification and storage, and deals with the challenge of keeping the knowledge in the organizations when expert workers leave the organization (Levy, 2011;Mishra & Bhaskar, 2011).…”