Problems in Knowledge Management: A Case Study of a Knowledge‐Intensive Company

Abstract

Knowledge management has become an important tool in staying ahead in the competition between companies. In this article five different phases of the knowledge management process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of knowledge management problems is demonstrated in a case study in a knowledge-intensive company. Most of the problems in this case occur in the first three phases of the knowledge management process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages them to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior employees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories.

Successful knowledge management requires a knowledge culture: a case study

“…The 'priorities' inhibitor can be contrasted with the 'social ecology' at Nucor (Gupta & Govindarajan, 2000), where KM was truly seen as a priority for the organisation. The fear of failure at ICT (van Zolingen et al, 2001) can be identified with the 'weakness' inhibitor. The strong focus on individual procedures and regulations without reference to broader objectives characteristic of Russian culture (Michailova & Husted, 2003) can be identified with the 'individualism' inhibitor.…”

Govenança do conhecimento: uma revisão em direção à conceituação e diferenciação da Gestão do Conhecimento

“…De acordo com Davenport e Prusak (1998), gestão do conhecimento é uma forma de identificar, gerir e valorizar o que a organização sabe. O maior número de estudos sobre Gestão do Conhecimento concebem a GC como processo (SPRENGER, 1995;SPEK E SPIJKERVET, 1995;GURTEEN, 1998;HARRIS, 1999;ZOLINGEM;STREUMER;STOOCKER, 2001;CHOO, 2006). Para a maioria desses autores a GC é formada pelos processos: aquisição, compartilhamento, institucionalização, Centro Universitário SOCIESC -UNISOCIESC Joinville, Santa Catarina, Brasil ISSN 2237-5163 / v. 07, n. 01: p. 33-49, ano 2017DOI: 10.14521/p2237-5163.2017 armazenamento e aplicação.…”

Sustaining the Future of the Public Sector: Insights into a Swedish Municipality’s Dealing with Knowledge Management and Succession Planning

“…Similar to knowledge iden-ti¯cation (Van Zolingen et al, 2001), most organisations have a problem with these practices and do not have a systematic approach; the approaches used are few, ad hoc and reactive (Appelbaum et al, 2012;Daghfous et al, 2013). Rappaport et al (2003) propose di®erent strategies and practices for addressing the ageing workforce challenge.…”