Business Finder – A Tool for Regional Networking among Organizations

Successful implementation of Knowledge management for organization requires a systematic and comprehensiveperspective about various organizational factors. Appropriateness of these factors and their integration andcoordination is a vital perquisite for implementing knowledge management effectively. The primary purpose ofthe research is investigating the relationship between three fundamental aspects of intellectual capital—humancapital, structuralcapital and relational capital—with knowledge management practices. The research method isdescriptive and correlational. The population of the research consists of managers and senior experts of thegovernment state of one of the south states of Iran. A sample of 120 subjects was selected by simple randomsampling. According to the research findings there are significant relationship between these intellectualcapitaland knowledge management practices. These findings support the necessity of preparing the perquisites ofeffective implementation of knowledge management. Accordingly an organization characterized by moredeveloped intellectual capitals can benefit from knowledge management initiatives.

Public organizations are increasingly investing in knowledge management (KM) initiatives. However, most KM concepts, practices, and tools have mainly been developed and studied in the private sector and there is a lack of understanding of KM in public organizations. This paper addresses the gap by discussing the differences between public and private organizations in their KM endeavors. Specifically, KM drivers in the context of public organizations are first identified. Salient KM enablers and how they may differentially affect the success of KM initiatives in public and private organizations are then discussed. Finally, tools for assessing KM performance in public organizations are suggested, in view of their unique organizational objectives.

PurposeThe main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.Design/methodology/approachThe paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.FindingsThe paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.Research limitations/implicationsThe findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.Practical implicationsThe paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.Originality/valueIn this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.

Knowledge Management (KM) plays a fundamental role in technology-based organizations by enabling them to effectively manage and utilize their knowledge resources in dynamic and fast-evolving environments. While KM has been extensively explored across various industries, its application within technology-driven sectors requires further examination due to the unique challenges these organizations face, such as rapid technological advancements, knowledge silos, information overload, and high employee turnover. Knowledge is a key driver of innovation, decision-making, and competitive advantage, so a deeper understanding of how KM operates in these contexts is essential. This study conducts a rapid literature review to investigate the benefits, challenges, and evaluation metrics associated with Knowledge Management in technology-based organizations. The findings reveal that well-implemented KM strategies enhance innovation capacity, operational efficiency, and more effective decision-making processes. However, despite its advantages, Knowledge Management implementation is often hindered by cultural barriers, reluctance to share knowledge, and difficulties aligning KM initiatives with overarching strategic goals. Overcoming these obstacles requires targeted investments in digital infrastructure, leadership support, and promoting a strong knowledge-sharing culture. We also identify a set of potential metrics for assessing KM effectiveness, including operational efficiency indicators, employee and customer satisfaction levels, patent data, knowledge stock, and structural capital. While these metrics build upon insights from the literature, further research is necessary to validate their applicability and reliability as measures of KM success in rapidly changing technology environments. Despite these challenges, Knowledge Management presents transformative potential for organizations seeking to leverage knowledge as a strategic asset, driving continuous innovation, improving organizational performance, and sustaining a competitive edge in an increasingly knowledge-intensive economy. By providing a structured understanding of KM’s role, challenges, and possible success metrics, this study offers valuable insights for researchers and practitioners, guiding them in refining Knowledge Management strategies to enhance adaptability, collaboration, and long-term resilience in technology-driven industries.

Управление знаниями – это деятельность, в ходе которой знания эффективно накапливаются, распространяются и применяются, что приводит к повышению продуктивности и эффективности работы организации. Основная цель данного исследования – проанализировать влияние процессов и возможностей управления знаниями на эффективность малых и средних предприятий (МСП) в Саудовской Аравии. Возможности управления знаниями включают персонал, информационные технологии (ИТ), организационную структуру и организационную культуру, которые в данном исследовании характеризуются Т-образными компетенциями, ИТ-поддержкой, уровнем централизации и обучением. Другим аспектом являются процессы управления знаниями, включающие доступ к знаниям, их создание, внедрение, представление, стимулирование, использование, оценку и трансфер. Эффективность управления знаниями измеряется посредством двух факторов, к числу которых относятся финансовая эффективность организации и удовлетворенность клиентов. Исследование основано на обзоре литературы по управлению знаниями, включая процессы, возможности и эффективность. На этой основе разработана модель исследования и выдвинуты гипотезы. Данные получены путем опроса, в котором приняли участие 126 менеджеров, работающих в МСП разных отраслей в Саудовской Аравии. С помощью ряда статистических тестов исследование показало, что возможности управления знаниями, ИТ-поддержка, обучение, децентрализация и персонал предприятия вносят значимый вклад в успех практики и процессов управления знаниями, тем самым подтверждая теоретическую модель. Исследование также показало, что процессы управления знаниями, включая доступ к знаниям, их создание, оценку, трансфер, использование, внедрение, представление и стимулирование, позитивно связаны с эффективностью МСП в Саудовской Аравии.

PurposeThe purpose of this paper is to distinguish and describe knowledge management (KM) technologies according to their support for strategy.Design/methodology/approachThis study employed an ontology development method to describe the relations between technology, KM and strategy, and to categorize available KM technologies according to those relations. Ontologies are formal specifications of concepts in a domain and their inter‐relationships, and can be used to facilitate common understanding and knowledge sharing. The study focused particularly on two sub‐domains of the KM field: KM strategies and KM technologies.Findings”KM strategy” has three meanings in the literature: approach to KM, knowledge strategy, and KM implementation strategy. Also, KM technologies support strategy via KM initiatives based on particular knowledge strategies and approaches to KM. The study distinguishes three types of KM technologies: component technologies, KM applications, and business applications. They all can be described in terms of ”creation” and ”transfer” knowledge strategies, and ”personalization” and ”codification” approaches to KM.Research limitations/implicationsThe resulting framework suggests that KM technologies can be analyzed better in the context of KM initiatives, instead of the usual approach associating them with knowledge processes. KM initiatives provide the background and contextual elements necessary to explain technology adoption and use.Practical implicationsThe framework indicates three alternative modes for organizational adoption of KM technologies: custom development of KM systems from available component technologies; purchase of KM‐specific applications; or purchase of business‐driven applications that embed KM functionality. It also lists adequate technologies and provides criteria for selection in any of the cases.Originality/valueAmong the many studies analyzing the role of technology in KM, an association with strategy has been missing. This paper contributes to filling this gap, integrating diverse contributions via a clearer definition of concepts and a visual representation of their relationships. This use of ontologies as a method, instead of an artifact, is also uncommon in the literature.

In the present dynamic and knowledge-driven business environment, Knowledge Management (KM) has emerged as a critical factor for enhancing organizational performance, fostering innovation, and ensuring long-term sustainability. Organizations increasingly rely on effective KM practices to systematically create, store, share, and apply knowledge, thereby improving decision-making processes, strengthening collaboration, and achieving strategic objectives. KM serves as a catalyst for managing intellectual assets and transforming them into valuable organizational outcomes, contributing significantly to competitiveness and growth . Despite its growing importance, the implementation of effective KM practices remains a significant challenge across organizations. Various barriers such as cultural resistance, technological limitations, lack of resources, and inadequate organizational support hinder the successful adoption of KM systems. Cultural dimensions, including organizational hierarchy, power distance, and communication patterns, play a crucial role in influencing knowledge-sharing behavior and the overall effectiveness of KM practices. In many cases, rigid organizational structures and resistance to change restrict open communication and limit the free flow of knowledge within organizations . Furthermore, the increasing emphasis on sustainability and digital transformation has highlighted the need for robust and adaptive KM frameworks. Emerging concepts such as Green Knowledge Management (GKM) emphasize the role of KM in achieving environmental, social, and economic sustainability. Organizations are increasingly integrating KM practices with sustainability goals to promote resource efficiency, environmental responsibility, and long-term development. At the same time, advancements in digital technologies, including artificial intelligence (AI), data analytics, and information systems, are transforming traditional KM processes by enhancing knowledge creation, storage, and dissemination capabilities . Although significant progress has been made in KM research, several gaps still exist in understanding its application across diverse organizational and industrial contexts. Existing KM frameworks often fail to adequately address cultural and contextual differences, which are critical for successful implementation. Moreover, while KM has been extensively studied in large organizations, its application in small and medium-sized enterprises (SMEs) remains relatively underexplored. SMEs face unique challenges such as limited resources, lack of structured KM systems, and informal management practices, which affect the effectiveness of KM initiatives . In addition, there is a need for more empirical and longitudinal studies to evaluate the long-term impact of KM practices on organizational performance, innovation, and sustainability. Many existing studies are conceptual in nature and lack practical validation across different industries and cultural settings. The integration of KM with emerging technologies and its role in supporting innovation and decision-making processes also require further exploration . This study adopts a literature review-based approach to examine the current landscape of Knowledge Management research, with a focus on its interrelationship with culture, innovation, and sustainability. By synthesizing findings from various studies, the research aims to provide a comprehensive understanding of KM practices, identify key challenges and research gaps, and suggest directions for future research. The study contributes to the existing body of knowledge by highlighting the importance of context-specific KM frameworks and the need for integrating technological, cultural, and sustainability dimensions in KM practices.

PurposeThe purpose of this paper is to report the results of an exploratory investigation of the organizational impact of knowledge management (KM).Design/methodology/approachA search of the literature revealed 12 KM practices whose performance impact was assessed via a survey of business organizations.FindingsKM practices were found to be directly related to organizational performance which, in turn, was directly related to financial performance. There was no direct relationship found between KM practices and financial performance. A different set of KM practices was associated with each value discipline (i.e. customer intimacy, product development and operational excellence). A gap exists between the KM practices that firms believe to be important and those that were directly related to organizational performance.Research limitations/implicationsThe majority of the research constructs were formative, thus improving the measurement of KM practices will prove vital for validating and extending these findings. The findings were based solely on organizations from North America and Australia and may not reflect KM practices in other geographic, economic or cultural settings.Practical implicationsThis study encourages practitioners to focus their KM initiatives on specific intermediate performance outcomes.Originality/valueThe paper examines the relationship between KM practices and performance outcomes. It was expected that a direct relationship between KM practices and organizational performance would be observed. It was also expected that organizational performance would mediate the relationship between KM practices and financial performance. These expectations were supported. KM practices showed a direct relationship with intermediate measures of organizational performance, and organizational performance showed a significant and direct relationship to financial performance. There was no significant relationship found between KM practices and financial performance.

The ability to manage efficiently the flow of knowledge has becoming a crucial requirement to boost the organizational learning and competitiveness along the knowledge era. However, a lack of consensus and confusion may still exist regarding what comprise the Knowledge Management (KM) and its importance to improve the overall organizational performance in Egypt. Moreover, there is generally a lack of an observable organizational KM initiatives’ progress in Egypt. This study highlights the significance of KM and explores the key drivers that can support organizational KM initiative in Egypt which requires organizational management and human orientation in terms of setting supportive human resource management, organizational culture and organizational structure. The study also alarms the attention to the various challenges that may hinder the successful implementation of KM initiative in Egypt. Based on the case study approach, this study sheds the light on a good model of IBM Egypt as a guidance supporting the crucial significance of KM for booming innovation and organizational performance.

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

PurposeThe purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.Design/methodology/approachGiven little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.FindingsThese were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.Research limitations/implicationsAlthough the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.Practical implicationsAs shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.Social implicationsThe implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.Originality/valueThe proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

Purpose: The purpose of this paper is to review and present that separate capabilities of knowledge management (KM) are identified and classified as sequential capability. These KM capabilities are utilized to affect organizational performance with a KM-cyclic view. Design/methodology/approach: This paper is a literature review research, through which KM capability and performance are identified, synthesized, from related books, literature and other research studies. Using key-word search in electronic databases, we generated a fairly exhaustive list of the articles dealing with the topic of KM capability in the period of 1979 to 2010 as well as various sources were extended from searching results. A total of 60 articles were identified for KM capability and 30 articles for performance measurement. Findings: The results of the research suggest two main aspects: 1) The KM capabilities were organized as four categories with cyclic view: acquisition/creation, conversion, sharing, and application. 2) The KM performance measurements were classified as two categories: non-financial and financial measurements. Research limitations/implications: There is a need to undertake empirical research and in-depth case studies of knowledge management practices using a KM cyclic view as a framework with which to interpret findings. Originality/value: The KM cyclic view is used to make some recommendations on appropriate research approaches to further our understanding of relationship of KM capability and performance in research. This also provides future researchers with useful means to assess the KM performance in different KM capability and to realize the benefits of a knowledge-based economy.

DESIGNING A CONCEPTUAL PERFORMANCE MEASUREMENT FRAMEWORK OF KNOWLEDGE MANAGEMENT INITIATIVES

This paper considers the current problems of knowledge and information systems management, which are solved with the help of digital institutes for the purpose of the development of high-tech production in the conditions of Industry 4.0. The paper identifies the role of knowledge in the innovative development of industrial production, characterises the specifics of the influence of digital technologies on the technological development of companies and production processes, and focuses on the sensitivity of high-tech production to the level of intellectual support of production processes. Emphasis is made on the necessity of using comprehensive digital institutes, which can expand the boundaries of production companies and use the potential of digital platforms and systems in full. The research methodology combines traditional and new scientific directions and institutional theories in disciplines that study the research problem in the context of an increase in the intellectualisation of labour in the conditions of Industry 4.0. The research methodology covers general scientific methods of synthesis, analysis, the monographic method, observation, generalisation, and comparison. The paper contains important thoughts regarding the features of digital institutes from the position of their formation and influence on knowledge management in high-tech companies. It considers the structure and functions of the digital institutes of knowledge and information systems management in the conditions of Industry 4.0 and characterises selected institutes in the context of their influence on the digital transformation of the economy and the improvement of the state of knowledge management.

Knowledge management (KM) consists of generating, storing, distributing and using knowledge. Therefore, this study aimed to verify the perception of health managers about the degree of maturity in knowledge management in a clinical school of a community university in the south of Santa Catarina. A qualitative research was carried out through the application of a questionnaire of the CG measurement model by Batista (2012) with all managers of the school clinic, eight in total, with a general coordinator and a manager for each area: nursing, pharmacy, physiotherapy, medicine, nutrition, dentistry and psychology. As a result, it was found that most services are still in the initiation stage, in which the institution begins to recognize the importance of KM initiatives. One manager pointed out that it is in the initiation phase (expansion), in which there are KM practices in some areas of the institution, one manager has a perception of the level of refinement, in which KM implementation is constantly evaluated and improved, and another manager has the perception that your clinic is on the fifth level – maturity – in which CG is institutionalized. Thus, it is suggested that services that have KM in their initiation and expansion that they implement a KM model, using the singular and collective knowledge and creativity to improve the initiatives of creation, storage, dissemination and application of knowledge. For services in refinement and maturity, it is suggested to maintain and improve existing practices.