Knowledge management process in two learning organisations

Abstract

Purpose -This paper aims to study how knowledge management (KM) practices are carried out in learning organisations. It seeks to find out; how learning organisations carry out KM practices and whether there are any specific KM attributes that differentiate high learning organisations from low learning organisations.Design/methodology/approach -The research is carried out in two information technology (IT) organisations. Qualitative data obtained from these two organisations are analysed using the grounded theory approach.Findings -Four themes of KM process emerged after the data were subjected to grounded theory analysis. These are: knowledge creation, knowledge sharing, knowledge up-gradation, and knowledge retention. The two sample organisations were compared on these dimensions. Two concepts emerged from this comparison, namely, knowledge enablers and knowledge inhibitors.Originality/value -The paper attempts to find out the pattern of KM systems in two learning organisations (high learning and low learning). The findings shed some light on different themes of KM existent in low and high learning organisations and how they differ in their KM attributes.

Knowledge Management: An Overview of Research Trends

“…They also provide an outline to the differe nt circumstantial aspects, impact factors as well as outcomes (Pawlowski and Bick, 2015). The framework gives a summary of research design, method and data analysis (based on Fteimi, 2015), KM activities/process capabilities (based on Sandhawalia and Dalcher, 2011;Seleim and Khalil, 2011;Mishra and Uday Bhaskar, 2011), KM results/outcomes (based on Chauvel and Despres, 2002;Fteimi, 2015), theories applied in KM publications (Tzortzaki and Mihiotis, 2014;Fteimi, 2015), KM environment/stakeholders (based on Serenko, 2013;Pawlowski and Bick, 2015;Fteimi, 2015) and KM reference disciplines (based on Fteimi, 2015). In addition, this study introduces a KM framework drawing upon Linstone's (1984Linstone's ( , 1999 multip leperspectives approach integrating the technical, organizational and personal perspectives which form the heart of the framework.…”

Knowledge Discovery in Databases for Competitive Advantage

“…High learning organizations (HLO) leverage knowledge to enhance competitive advantage (Mishra & Bhaskar 2011). The analytical framework was tested on two HLOs: University A and Walmart.…”

Knowledge Management Practice at a Bulgarian Bank

“…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). Codification of knowledge and its storage in an easily retrievable format plays a vital role in increased knowledge reuse (Hansen, Nohria, & Tierney, 1999).…”

“…Knowledge generation, retention and transfer are the core sub-processes of KM (Mishra & Bhaskar, 2011). Knowledge generation involves creation of new knowledge by the means of brainstorming, interaction, innovation and benchmarking (Sandhawalia & Dalcher, 2011).…”