Measuring the use of knowledge management systems in supply firms

Abstract

Purpose This paper aims to propose a taxonomic scheme of knowledge management systems (KMSs) and a set of technologies and managerial practices supporting supply firms in knowledge management processes. Design/methodology/approach Based on a field analysis involving a sample of suppliers operating in high-tech manufacturing and service industries, this paper investigates the use of KMSs in the sample investigated. Findings The paper shows that suppliers are generally reluctant to use updated and innovative KMSs replacing traditional ones. This gap confirms that suppliers have difficulties in facing rapid technological changes. The field analysis also points out that suppliers investigated perceive knowledge management mainly as an issue of knowledge transfer and knowledge storage while appear to be neglected the phase of knowledge creation. Originality/value Moreover, the paper highlights a misalignment between the intensity of use of knowledge management practices that support the phase of knowledge creation and knowledge management tools that should support such practices.

Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness

“…, 2011). Knowledge sharing is the basic means through which employees can contribute to knowledge application, innovation, and, ultimately, the organization's competitive advantage (Centobelli et al. , 2019).…”

“…Knowledge sharing can occur via written correspondence or face-to-face communication through networking with other team members or by documenting, organizing, and capturing knowledge for others (Chen et al, 2011). Knowledge sharing is the basic means through which employees can contribute to knowledge application, innovation, and, ultimately, the organization's competitive advantage (Centobelli et al, 2019). Knowledge sharing between employees enables organizations to exploit and capitalize on knowledge-based resources (Chen et al, 2011).…”

“…Owing to the potential benefits of knowledge sharing, many organizations have invested considerable time and money in knowledge management initiatives, including developing knowledge management systems that use state-of-the-art technology to facilitate the collection, storage, sharing, and distribution of knowledge (Centobelli et al, 2019). Scholars have continuously explored how individual differences (e.g.…”

The impact of leanness on supply chain sustainability: examining the role of sustainability control systems

“…Interactive use of controls promotes cohesion among employees, encourages proactive initiatives and develops novel strategic directions within an organisation (Simons, 1995; Kober et al , 2007). Interactive controls foster employee involvement and sustainability learning capabilities by promoting relational networks in terms of organising, coordinating and circulating information and knowledge among stakeholders (Wijethilake et al , 2017; Centobelli et al , 2019). Following interactive use of SCS, organisations may encourage their suppliers to keep inventory at supplier premises in addition to providing open purchase orders to satisfy demand for production, enabling organisations to make savings on inventory holding costs.…”

“…Centobelli et al, 2019). Following interactive use of SCS, organizations may encourage their suppliers to keep inventory at supplier premises in addition to providing open purchase orders to satisfy demand for production, enabling organizations to make savings on inventory holding costs.…”