Memory machines and the future of knowledge management

Gorry, G. Anthony

doi:10.1057/kmrp.2014.19

Cited by 6 publications

(2 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Like, for example, need for digital records and memory for its upkeep. 16 Not just this, it lets businesses to respond to strategic opportunities and challenges in business, in terms of competitiveness, innovation, and process flexibility broadly for organizational growth. Through KM, the technology is contributing to knowledge preservation, contribution and facilitating sharing for economic rise and organizational growth.…”

Section: Relation Of Culture and Technology To The Km Practicementioning

confidence: 99%

Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

Dutt

Kusumawati

2019

Metamorphosis: A Journal of Management Research

View full text Add to dashboard Cite

This article is targeting at examining the difference between the impact of culture and technology on the knowledge management (KM) practices. It holds two points: first is why the existing research relies heavily on cultural approach to KM and the second one is why technology view of KM is neglected in the past research. Most scholars have rated organizational culture highly over tech-nology (IT). This premise has been largely made in context of knowledge sharing, with technology enabling this transfer. As KM matured from sharing to creating knowledge, scholarly views, however, have remained unchanged. This stubborn viewpoint—culture precedes technology—weighs behaviours and attitudes, collectively called culture, compared to the technology thus, limiting its scope. This research attempts to find out if KM practitioners agree to this notion. Whose contribution they value more—culture or technology? Our research assessed the role of culture and technology, individually, for their impact/contribution to overall KM practice. We found practitioners testifying against the above hypothesis, giving credit largely to technology for KM success in their organizations, over culture. Our research further outlines the reasons why culture has taken the backseat and what contribution technology has been making to successful KM practice.

show abstract

Section: Relation Of Culture and Technology To The Km Practicementioning

confidence: 99%

Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

Dutt

Kusumawati

2019

Metamorphosis: A Journal of Management Research

View full text Add to dashboard Cite

show abstract

“…In the 1980s, companies used archiving centers to keep all experiences in hard copies (Hansen et al, 1999). More recently, organizations are using advanced technologies to store their knowledge, as well as, to integrate their workers' intellectual capital in their memory machines to help with knowledge flow within the organization (Gorry, 2016). Yet so far, interaction between executives is still needed to complement the explicit knowledge coded in documents and technologies with the tacit knowledge accumulated in human minds to have a holistic understanding of the achieved outcome (Hansen et al, 1999;Myers, 2018).…”

mentioning

confidence: 99%

Accelerated engaged tacit knowledge acquisition during executive succession

Elias

Farah

2019

MRR

View full text Add to dashboard Cite

Purpose The purpose of this paper is to provide a model that can explain how organizations may retain their executives’ tacit knowledge in the organization especially during the succession period. The proposed model takes into consideration three critical contexts that may assist in improving the knowledge flow during the transition period, namely, motivation context, transition context and ability context. Design/methodology/approach This paper presents a conceptual framework that emphasizes the importance of the will and skill of two parties involved in succession, i.e. the predecessor and successor, as well as the context of the succession. To this end, the paper advances a set of propositions that explain how these different contexts affect the quantity and quality of the knowledge acquired by the successor at the end of the succession period. Findings This paper advances a theoretical model that describes the antecedents and moderator of job-specific knowledge acquired during executive succession. Research limitations/implications This paper presents a theoretical model that explains knowledge flow during the transitory period of succession. It emphasizes the importance of the motivation and ability of the partners involved while taking into consideration the context of succession. Practical implications This paper contributes considerably and in a practical manner to managers in general and to human resource managers in particular. It draws the attention of concerned managers to check the motivation of both successor and predecessor in experiencing the transition, explain to the successors the job description of the position to direct their attention to learn specific knowledge and equip both parties involved in the succession with the needed skills. Originality/value This paper advances a new concept termed as accelerated engaged tacit knowledge acquisition. This concept complements other perspectives of knowledge flow and learning and takes into consideration the specific context of executive succession.

show abstract