Perceptions of knowledge management: a qualitative analysis

Mason, David; Pauleen, David J.

doi:10.1108/13673270310492930

Cited by 108 publications

(71 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Based on the conclusions of several authors (Anantatmula and Kanungo, 2010, Bishop et al, 2008, Mullich, 2001, Quaddus and Xu, 2005, Mason and Pauleen, 2003, Xue et al, 2011, the main KM success factors reported are:…”

Section: Managerial and Social Issues In Kmmentioning

confidence: 99%

Knowledge management and measurement: a critical review

Ragab

Arisha

2013

J of Knowledge Management

193

View full text Add to dashboard Cite

Purpose – Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge management (KM) has spurred an exponential increase in publications covering a broad spectrum of diverse and overlapping research areas. The purpose of this paper is to provide a literature review and categorised analysis of the rapidly growing number of KM publications, and offer a comprehensive reference for new-comers embarking on research in the field with a particular focus on the area of knowledge measurement. Design/methodology/approach – A total of 350 articles published in peer-reviewed journals over the last decade are carefully reviewed, analysed and categorised according to their specific subject matter in the KM context. Findings – KM research tends to fall in one of five categories: Ontology of Knowledge and KM, Knowledge Management Systems, Role of Information Technology, Managerial and Social issues, and Knowledge Measurement. Despite the accumulation of extensive publication efforts in some areas, a series of disagreements and a theory-practice gap are revealed as challenging issues that need to be addressed. Research limitations/implications – The scope of this study does not cover KM research in its entirety due to the vast nature of the research field. Originality/value – This paper presents a new birds-eye view of the KM landscape through a novel taxonomy of KM research providing researchers with new insights for future applied research, and offers a comprehensive critical review of major knowledge measurement frameworks.

show abstract

Section: Managerial and Social Issues In Kmmentioning

confidence: 99%

Knowledge management and measurement: a critical review

Ragab

Arisha

2013

J of Knowledge Management

193

View full text Add to dashboard Cite

show abstract

“…It is a problem to encourage the employees to share their knowledge because the knowledge is with them and is a sign of power to them (Grumbley, 1998). Due to the situation, Mason and Pauleen (2003) noted that this represents a formidable challenge for most managers. This paper addresses this gap.…”

Section: Introductionmentioning

confidence: 99%

Assessing Knowledge Sharing Behaviour among Employees in SMEs: An Empirical Study

Alam¹,

Abdullah²,

Ishak³

et al. 2009

IBR

View full text Add to dashboard Cite

The purpose of this study is to present and tests the key factors of knowledge sharing behavior of employees in the SMEs in Malaysia. A survey was designed and interview conducted with employees in the manufacturing companies from Melaka and Johor states. Survey questions designed from the literature to examine employee perceptions of all variables were identified. Data from 305 respondents were used to validate the measures and test our research model. The results of the study show that reward system, culture, trust and technology are the four key factors which influencing the knowledge sharing behavior in the firms. Finally, the recommendation for HR executives are discussed in this research may help the firms in guiding their efforts to build knowledge based firms in Malasia.

show abstract

“…Lakshman (2009) argues sharply that the lack of leadership theory in information and knowledge management may be seen as a contributing factor to many of the well-documented problems caused by the lack of leadership in knowledge management (e.g. Güldenberg and Konrath, 2004;Singh and Kant, 2008;Mason and Pauleen, 2003;Chua, 2009) and information technology projects (e.g. Davenport and Prusak, 1997).…”

Section: Knowledge Management and Knowledge Leadershipmentioning

confidence: 99%

Towards information leadership

Huvila

2014

Aslib Journal of Information Management

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to propose information leadership as a concept for describing the activity of leading information processes in organisations and in the society, and consequently, to distinguish and articulate the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures. Design/methodology/approach -To complement the earlier observations of the usefulness of making an analytical distinction between information and knowledge, and management and leadership within information management/knowledge management, this paper posits that it is useful to distinguish information and knowledge leadership as two separate yet inherently connected processes of orchestrating respectively information infrastructures and resources, and the processes of knowing in an organisation.Findings -This paper defines information leadership as the leadership of information resources and infrastructures in contrast to the leadership of social knowledge processes, knowing and organisational learning. The distinction helps to explicate the informational premises of knowledge in organisations, articulate the difference of the infrastructural and social forms of leadership and to be more explicit about the respective consequences of information and information infrastructures and knowledge held and practised within an organisation and on its boundaries. Practical implications -The concept of information leadership can be used both for describing the activity of leading the development and using information resources and infrastructures in organisations, and for articulating the influence and consequences of making decisions about the use, organisation and management of information resources and information infrastructures. Originality/value -To the knowledge of the authors, this is the first time information leadership is defined comprehensively in the context of information and knowledge management and specifically in relation to knowledge leadership.

show abstract

Perceptions of knowledge management: a qualitative analysis

Cited by 108 publications

References 10 publications

Knowledge management and measurement: a critical review

Knowledge management and measurement: a critical review

Assessing Knowledge Sharing Behaviour among Employees in SMEs: An Empirical Study

Towards information leadership

Contact Info

Product

Resources

About