Knowledge needs in the non-profit sector: an evidence-based model of organizational practices

Rathi, Dinesh; Given, Lisa M.; Forcier, Eric

doi:10.1108/jkm-12-2014-0512

Cited by 29 publications

(17 citation statements)

References 62 publications

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“…Moreover, Hume and Hume (2008) suggest that there is a lack of interest in knowledge management in the NPO sector due to shortage of resources. However, Rathi, Given, and Forcier (2016) point out that organizations focused on social value still need to manage their resources efficiently.…”

Section: Knowledge Sharing In the Volunteer Contextmentioning

confidence: 99%

The role of knowledge sharing in volunteer learning and development

Fullwood

Rowley

2021

Nonprofit Mgmnt & Ldrshp

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Despite the growing importance of volunteers to many organizations, there has been little research into how they share their knowledge and develop the skills they need. Moreover, the focus of existing research has been on short-term episodic volunteering. This article addresses these deficits by examining the significance of knowledge sharing to volunteer development and also the relative importance of individual processes. A case study approach is adopted, which focuses on a major heritage site that is heavily reliant on a volunteer workforce. Development of volunteers is particularly relevant to the heritage sector where organizations need a sizeable, stable, and well-trained volunteer workforce. We performed semi-structured interviews with six managers as well as conducting five focus groups with volunteers from diverse work areas in the National Trust. The Volunteer Development through Knowledge Sharing Model is proposed. This is the first conceptual model to summarize the processes in volunteer development. Processes are clustered as follows: informal learning, formal training, learning resources, and research by volunteers. Informal learning through

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Section: Knowledge Sharing In the Volunteer Contextmentioning

confidence: 99%

The role of knowledge sharing in volunteer learning and development

Fullwood

Rowley

2021

Nonprofit Mgmnt & Ldrshp

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“…In other words, the application of profit driven business tools may not be considered for activity that appears on the surface as not profit driven. As a related case in point, Rathi, Given and Forcier (2014) found that KM processes are much less prevalent in non-profit organizations (NPOs).…”

Section: Conclusion Implications Limitations and Future Researchmentioning

confidence: 99%

The Status quo of Knowledge Management and Sustainability Knowledge

Klingenberg¹,

Rothberg²

2020

EJKM

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The United Nations (UN) 2030 agenda for sustainable development issues an urgent call to transition to sustainable business models and life styles. Outlining seventeen concrete sustainable development goals (SDGs), organizations and individuals are encouraged to actively participate (United Nations, 2015). However, as of the 2019 report on the SDGs, progress is slow. Organizations that aspire to be economically viable as well as socially and environmentally responsible global citizens, need to understand what sustainability means and how to institutionalize its principles. This paper posits that some of the underlying reasons for slow progress are lack of full understanding of the required knowledge and its systemic nature, as well as potentially insufficient knowledge management processes. It proposes that sustainability knowledge learning should include three “DCA” steps: 1) What to know: identify which knowledge is needed (DEFINE); 2) How to learn : develop strategies to identify sources and learning strategies for the requisite sustainability knowledge (COLLECT); 3) How to use sustainability knowledge: develop knowledge management practices that enable absorption and institutionalization (ACT). Comparing the DCA model to other sustainability knowledge management models reveals that internal processes are emphasized (ACT). Fewer models consider the second step, COLLECT. The necessity to identify knowledge needs, DEFINE is almost entirely absent. Given the complex nature of sustainability knowledge, it appears that currently, knowledge management practices may be inadequately designed to support organizations in their transformational change towards sustainability and in the development of required stakeholder partnerships. Said systemic nature is also ill reflected in knowledge management research for sustainability. Further limiting is a lack of a clear definition of sustainability knowledge. This paper is a call for research to establish a clear view of what sustainability knowledge is, and based on that, a more detailed development of effective knowledge management strategies.

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“…Nonprofit organizations rely on multiple streams of funds, from both earned and contributed sources. Rathi et al (2016) studied the organizational practices of a large sample of nonprofit organizations in two countries, identifying knowledge of financial resources as a key performance measurement need, though the study did not link specific organizational practices to performance measures. As arts and cultural organizations attempt to remain sustainable and relevant in an increasingly competitive environment, performance measurement of these organizations has become an area of study with a growing body of knowledge.…”

Section: Financial Dimension As Operational Performancementioning

confidence: 99%

“…Further, the concept of knowledge centricity has not been studied within the nonprofit sector, and more specifically, within nonprofit performing arts organizations. Though the study of knowledge management and related concepts in the nonprofit sector is growing, much of this has been focused on knowledge needs and experiences (Rathi and Given, 2017;Rathi et al, 2016); knowledge planning and capture (Hume and Hume, 2016;Granados et al, 2017); and knowledge sharing and transfer (Bloice and Burnett, 2016;Stadler and Fullagar, 2016). Within the study of arts organizations, current literature has focused more broadly on strategic orientations as well as organizational performance, and on the specific relationship between these orientations and financial and operational performance Voss, 2000a, 2000b;Narver and Slater, 1990).…”

Section: Introductionmentioning

confidence: 99%

Knowledge centricity and organizational performance: an empirical study of the performing arts

Vakharia

Vecco

Srakar

et al. 2018

JKM

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Purpose This paper explores the concepts of knowledge-centric organizations in the performing arts sector to understand how specific organizational practices relate to measures of financial and operational performance. Design/methodology/approach A quantitative analysis of 368 small and mid-sized nonprofit performing arts organizations in the USA was undertaken via primary data on organizational practices and secondary data on performance metrics. Structural equation modeling was used to validate the latent construct of knowledge centricity and to test hypotheses on how knowledge centricity impacts financial and operational performance, and is influenced by firm-level demographic variables. Findings Results show several distinct performance metrics that are statistically associated with knowledge-centric practices of the organizations analyzed. Research limitations/implications This article investigates the knowledge centricity of organizations, a relatively nascent theoretical concept, which is of significant relevance in today’s knowledge-driven economy. The findings can serve as a basis to further investigate strategic approaches that arts organizations can undertake to remain sustainable and operate effectively in a knowledge-driven society. Practical/implications It provides critical insights into management practices and approaches that can be instituted to drive improved organizational performance. Originality/value Building on the extant literature, this article develops a conceptual framework of knowledge centricity and defines a knowledge-centric organization. It thoroughly investigates the latent construct of knowledge centricity, identifies how knowledge centricity impacts financial and operational performance of nonprofit performing arts organizations, and provides grounding for future studies.

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Knowledge needs in the non-profit sector: an evidence-based model of organizational practices

Cited by 29 publications

References 62 publications

The role of knowledge sharing in volunteer learning and development

The role of knowledge sharing in volunteer learning and development

The Status quo of Knowledge Management and Sustainability Knowledge

Knowledge centricity and organizational performance: an empirical study of the performing arts

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