Organizational knowledge management structure

Abstract

Purpose -To propose and evaluate a novel management structure that encourages knowledge sharing across an organization. Design/methodology/approach -The extant literature on the impact of organizational culture and its link to management structure is examined and used to develop a new knowledge sharing management structure. Roadblocks to implementing a new management structure and methods for overcoming these impediments are discussed. The efficacy of the proposed management structure is evaluated empirically by examining its effect on organizations that have implemented portions of the proposed structure. Findings -The foundational ideas behind the proposed knowledge management organizational structure and the structure itself have been implemented in parts at various organizations located both in the USA and internationally. While the full management structure model has not been evaluated, the portions implemented in various organizations have enabled these organizations to assume leading roles in their respective industries.Research limitations/implications -The proposed knowledge sharing management structure has not been fully implemented under controlled circumstances. The empirical evaluation is performed on portions of the proposed model, thus the full impact of the proposed management structure may well exceed the described benefits and additional structural-shift roadblocks may limit the realization of the proposed benefits. Practical implications -The proposed knowledge sharing management structure gives managers a practical way to approach cross organizational knowledge sharing, which is frequently identified as a theoretical benefit of knowledge management. Means for diminishing or circumventing recognized impediments to organizational change are described to further facilitate the implementation of the proposed cross-organizational knowledge sharing structure. Originality/value -The proposed knowledge sharing management structure is organized around knowledge-based teams of knowledge workers, but further extends this concept to include larger knowledge groups to transform an organization into a knowledge-based organization. If an organization's functional structure can be successfully transformed, then this enables the maximization of competitive advantage realized through knowledge management initiatives, more specifically through knowledge sharing. Upper level management, who are responsible for organizational change are the primary audience, though the principals described may be implemented through a more grass roots approach by lower level management.

Organizational size and knowledge flow: a proposed theoretical link

“…Employees in smaller firms are more flexible than employees of larger organizations in terms of making cultural shifts, but they perceive various cultural aspects the same way (Ismail, 2005;Walczak, 2005). Organizational size, together with the quality of the workforce, is considered a component of the human capital of the firm (Namasivayam and Denizci, 2006).…”

“…It should facilitate the discovery, transfer and utilization of intra-organizational knowledge. Flat, informal, decentralized, and flexible structures that have short communications lines are ideal for knowledge sharing activities (Nonaka and Takeuchi, 1995;uit Beijerse, 2000;Riege, 2005;Walczak, 2005;Al-Alawi et al, 2007;Riege, 2007).…”

Knowledge Management Practice Assessment and the Relationship Between Knowledge Management Practices and Organizational Strategy Development: Empirical Evidence From Turkey

“…Keskin (2005) defines knowledge as an organized combination of data, integrated with a set of rules, procedures, and operations that have developed through experience and practice. Walczak (2005) provided a similar concept to this definition, but considers an additional issue; high quality decision making. Knowledge is a key resource in a rapidly changing global market where the development of innovative services, products and solutions is required to attract and retain customers and get ahead of the competition (Spender, 1996).…”

Visualisation of the organisation knowledge structure evolution

“…Effective management and utilization of intellectual capital is a key competitive factor for organizations in today's global and information-driven economy (Walcak, 2005). Organisational knowledge management is not really about managing knowledge, but rather fostering a corporate culture that facilitates and encourages the generation, sharing, and effective utilization of knowledge.…”