Working knowledge

Davenport, Thomas H.; Prusak, Lawrence

doi:10.1145/347634.348775

Cited by 819 publications

(534 citation statements)

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“…As one of the key organizational factors that impact on knowledge management, organizational culture is essential for successful knowledge management (Davenport et al, 1998;Demarest, 1997;Gold et al, 2001). A survey by Chase (1998) indicates that 80 percent of the people who participated in the survey recognise that culture is the most important factor for creating a knowledge-based organization.…”

Section: Theoretical Framework For This Studymentioning

confidence: 99%

“…Culture defines not only what knowledge is valued, but also what knowledge must be kept inside the organization for sustained innovative advantage (Long, 1997). Creating a knowledge-friendly culture is one of the most critical factors of success for a knowledge management (Ndlela and Toit, 2001;Davenport and Prusak, 1998). Organizations should establish an appropriate culture that encourages people to create and share knowledge within an organization (Holsapple and Joshi, 2001;Leonard, 1995).…”

Section: Theoretical Framework For This Studymentioning

confidence: 99%

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Knowledge management, absorptive capacity and organisational culture: a case study from Chinese SMEs

Chen

Hatzakis

2008

IJKMS

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Based on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the knowledge management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate knowledge management processes; and what major challenges they raise for the future by looking at the case study of a Chinese SMEs (Small and Medium-sized Enterprises). The case study indicates that Chinese enterprises emphasized knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organizational culture also has significant impact on the knowledge management in those enterprises.

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Section: Theoretical Framework For This Studymentioning

confidence: 99%

Section: Theoretical Framework For This Studymentioning

confidence: 99%

Knowledge management, absorptive capacity and organisational culture: a case study from Chinese SMEs

Chen

Hatzakis

2008

IJKMS

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“…Chua (2006) adds that robustness, interoperability and security are a focus of technical knowledge management literature, but that knowledge management initiatives are not solely dependent on technology for success. Indeed, many authors, including Anand et al (1998); Davenport & Prusak (1999) and Nonaka & Takeuchi (1995) caution against reliance on technology.…”

Section: Portalsmentioning

confidence: 99%

“…Technology however can overcome the barriers of time and space as indicated above, and thus extend the reach and speed of knowledge transfer (Davenport & Prusak, 1999;Hazari, 2006) and thus can assist in the exploration and exploitation of knowledge. Exploration and exploitation can be performed through such tools as idea generators and data mining as well as simulation modelling -all provided within the portal.…”

Section: Portalsmentioning

confidence: 99%

Storing and sharing knowledge

Coakes

2006

The Learning Organization

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The Learning Organization Purpose: This paper indicates and illustrates the potential for use of different types of technologies to support knowledge process in transnational organisations. Methodology/Approach:The paper uses a standard literature review plus illustrations from case organisations to demonstrate the potential applications and value of technology for knowledge sharing. Findings:Transnational organisations have specific issues relating to space and time, and increasingly virtuality, in their working practices. Technology can assist to alleviate these issues and can provide the organisations with ways to share and distribute knowledge throughout their processes, sites and workforces. Successful knowledge management however, continues to need a sociotechnical approach where the social aspects of knowledge creation, storage and sharing need to be considered alongside the technical. Sociotechnical theory tells us we must importantly consider people, task, process, and environment (both internal and external) when considering how best to implement technology into our organisations. Research limitations/implications:Case studies that specifically describe the work of transnationals are not common and thus the organisations used as illustrations may be atypical, however we believe this limitation is alleviated by using both a for-profit and a not-for-profit organisation to illustrate the variety of purposes to which technology can be put in transnational organisations. Practical implications:This paper has major practical implications. It is now common in the knowledge management literature to lower the value of technology for knowledge sharing and to emphasise the human aspects of knowledge sharing. This paper aggrees with this perspective but illustrates how technology can be used successfully to assist in the knowledge sharing processes across time, space and virtuality.

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“…KM is discussed in numerous books and academic journals -cf. (Liebowitz, 1999), (Tiwana, 2002), (Davenport & Prusak, 1998), (Choo, 1998) and (Nissen, 2006).…”

Section: Organization Knowledge Managementmentioning

confidence: 99%

The Role of Feedback in the Assimilation of Information in Prediction Markets

Jolly

2000

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Leveraging the knowledge of an organization is an ongoing challenge that has given rise to the field of knowledge management. Yet, despite spending enormous sums of organizational resources on Information Technology (IT) systems, executives recognize there is much more knowledge to harvest. Prediction markets are emerging as one tool to help extract this tacit knowledge and make it operational. Yet, prediction markets, like other markets, are subject to pathologies (e.g., bubbles and crashes) which compromise their accuracy and may discourage organizational use.The techniques of experimental economics were used to study the characteristics of prediction markets. Empirical data was gathered from an on-line asynchronous prediction market. Participants allocated tickets based on private information and, depending on the market type, public information indicative of how prior participants had allocated their tickets. The experimental design featured three levels of feedback (nofeedback, percentages of total allocated tickets and frequency of total allocated tickets) presented to the participants.The research supported the hypothesis that information assimilation in feedback markets is composed of two mechanisms -information collection and aggregation. These are defined as:• Collection -The compilation of dispersed information -individuals using their own private information make judgments and act accordingly in the market. ii• Aggregation -The market's judgment on the implications of this gathered information -an inductive process. This effect comes from participants integrating public information with their private information in their decision process.Information collection was studied in isolation in no feedback markets and the hypothesis that markets outperform the average of their participants was supported. The hypothesis that with the addition of feedback, the process of aggregation would be present was also supported. Aggregation was shown to create agreement in markets (as measured by entropy) and drive market results closer to correct values (the known probabilities).However, the research also supported the hypothesis that aggregation can lead to information mirages, creating a market bubble.The research showed that the presence and type of feedback can be used to modulate market performance. Adding feedback, or more informative feedback, increased the market's precision at the expense of accuracy. The research supported the hypotheses that these changes were due to the inductive aggregation process which creates agreement (increasing precision), but also occasionally generates information mirages (which reduces accuracy).The way individual participants use information to make allocations was characterized.In feedback markets the fit of participants' responses to various decision models demonstrated great variety. The decision models ranged from little use of information (e.g., MaxiMin), use of only private information (e.g., allocation in proportion to iii probabilities), use of only public inform...

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Working knowledge

Cited by 819 publications

References 0 publications

Knowledge management, absorptive capacity and organisational culture: a case study from Chinese SMEs

Knowledge management, absorptive capacity and organisational culture: a case study from Chinese SMEs

Storing and sharing knowledge

The Role of Feedback in the Assimilation of Information in Prediction Markets

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