Knowledge Ecosystems: Disruptive Models for Academic Management

This paper presents a framework based on the analytic hierarchy process (AHP) methodology to select the most appropriate set of Knowledge Management (KM) tools to support the innovation processes in organizations. The framework builds on the theoretical foundations underlying organizational KM to identify key KM processes enabling innovation. The AHP is a multi‐criteria decision support technique that can be used to analyse and compare those KM tools that best support innovation processes. Organizations can select the most suitable KM tool by using the proposed framework to identify gaps and overlaps in the extent to which the capabilities provided and utilized by their current KM tools portfolio meet the KM needs of the organization to sustain the innovation. The main contributions of this work are the list of KM processes to support an innovation activity and the hierarchy of importance of such processes able to support the selection process of a KM tool. The framework can be of use to managers and other practitioners because of its ease of implementation. An illustrative example of a case study for the application of the framework is provided. Copyright © 2011 John Wiley & Sons, Ltd.

The aim of this paper is to explore the use and applications of Knowledge Management (KM) for improving Library and Information Services (LIS) in Bangladesh. This paper seeks to address the following research questions: How KM can be used efficiently in the libraries of Bangladesh for the improvement of LIS performance? What KM tools and techniques are being used in the libraries of Bangladesh? What difficulties are faced by the information professionals for applying KM tools and techniques in the libraries of Bangladesh? What are likely to be the means or ways to overcome those difficulties? The methodology includes a combination of both quantitative and qualitative approaches. An in-depth interview method has been used to collect data using a semi-structured questionnaire consisting of open-ended and close-ended questions. The results of this study show that document management is the highly used KM tool used in the libraries of Bangladesh followed by intranet, telephones, instant messenger, groupware, digital warehouse, and web conferencing. Results also reveal that the use and application of KM in LIS supports improved access to information resources and services, enriched professional knowledge of information professionals, enhanced environment and culture of knowledge sharing, and changed work behaviour of information professionals. The study identifies that lack of awareness about KM, lack of skilled manpower, communication gap and lack of knowledge sharing, and lack of technological infrastructure are the main problems for the use and application of KM. Finally, this study suggests that creating awareness about KM, trained and skilled manpower, reducing communication gap and improved knowledge sharing, technological and knowledge infrastructure, and the use of KM system/tools are the possible ways to overcome the problems for the use and application of KM in the libraries of Bangladesh.

Defines Knowledge Management (KM) and explains its importance in both corporate business organizations and also in not for profit service organizations, including libraries, as a means of improving performance and to develop quality products and services. States that KM tools play an important role, and institutions use more than one KM tool in general for effective KM implementation. The objective of the study is to find out the use of different KM tools and their preferences in academic institutions / libraries in India. The study used Survey Method. Random Sampling method is used to collect the data from a sample of 50 university libraries comprising of central, state, private and deemed universities in India through questionnaire technique. The major findings of the study are: only 34.0% of the university libraries in India are implementing KM in their libraries. Internet, Intranet, Help Desk Technologies and Document management Systems are the preferred KM tools in the decreasing order of importance in the academic institutions. 'Communication and Messaging' is observed to be the most important purpose of use of KM tools in the universities or university libraries in India.

The intranet has emerged as one of today's most effective tools for knowledge management. This article reports on the extent to which three South African academic libraries, selected by means of the purposive sampling method, utilise the intranet as a knowledge management tool. Based on the literature, knowledge management and an intranet are briefly defined. The advantages of the intranet as a knowledge management tool as well as the content of an intranet are discussed. The opinions about knowledge management and the utilisation of the intranet as a knowledge management tool in the three academic libraries are weighed up against the findings in the literature. It is clear that a strong awareness exists of the importance of knowledge management and the value of the intranet as a knowledge management tool. However, the potential of the intranet as a knowledge management tool is not utilised fully.

PurposeThe purpose of this paper is to present a study of the understanding and usage of social networking sites (SNS) as a knowledge management (KM) tool in knowledge‐intensive enterprises.Design/methodology/approachIn terms of research approach, the study has taken an interpretitivist framework, using a higher education (HE) institution as the case‐study, which is characterised by the need to generate process, share and use knowledge on a daily basis in order to remain competitive. The case study was analysed using qualitative research methodology, composed of interviews and utilised narrative analysis as a means of data analysis, thus deriving a characterisation of understandings, perceptions and acceptance of SNS as a KM tool.FindingsThe study provides evidence that even in HE, where it is generally acknowledged that there is a need to adequately capture, store, share and disseminate knowledge, as this can lead to greater innovation, creativity and productivity, participants were suspicious of the nature of the technology and the fact that it could intertwine their professional and social life. As a result, they were not prepared to invest the relatively high effort required in employing SNS as a KM tool as they also have difficulty in establishing the added value. Consequently, in order to employ SNS for KM purposes cultural, behavioural and organisational issues need to be tackled before even considering technical issues.Originality/valueThe paper provides an insight into KM and social networking in HE. This also highlights issue for international HE.

This paper describes knowledge management (KM) concept, its tools and techniques for accessing the right knowledge at the right time. KM tools are very important to successfully achieve the goal of any organisation with the help of KM. Selection of KM technologies is very critical job. If the organisation is not framing the right KM framework using the available KM technologies, it will fail to make right decisions. The article aims to generate awareness about the KM tools and techniques for organisations.

Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34 countries across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the measurability of KM outcomes through KM governance. These research findings strengthen the proposition that KM governance supports the capacity of KM governance to realize and reveal the value from, or the return on investment (ROI) of KM strategy development and implementation; the selection of KM tools and techniques is less of a consideration in this regard.

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

This paper aims at highlighting technological dimensions for knowledge management (KM) practices in firms with the review of the potential conception of activities adopted by organizations to utilize the knowledge resources. The study systematically reviews the literatures available on KM practices with excluding articles based on keywords, abstracts, and full text. KM practices were incorporated in Heisig’s (J Knowl Manage 13(4):4–31, 2009 [1]) categorization format of human, technology, organization, and management process-oriented practices. The findings described that learning and sharing attitude in human are effectively directing adoption of technological tools for KM in firms. Top management support and strategy are also key KM practices supporting technology usage. In terms of originality and value, the paper reviews all the latest technologies and their integration for supporting KM in firms. The study promotes for faster and accurate business ideas with the accumulation of advanced technological tools for knowledge storing, sharing, and application. The famous Nonaka and Takeuchi (The knowledge-creating company—how Japanese companies create the dynamics of innovation. Oxford University Press, New York/Oxford, 1995 [2]) KM Model is adopted to integrate the technology and KM practices.KeywordsKnowledge managementKnowledge management practicesManagement processInformation and communication technology

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.

Over of the past several years, there have been rigorous discussions about the significance of knowledge management (KM) within the organization and the society. The management of knowledge is endorsed as a significant and essential factor for organizational existence and maintenance of ambitious strength. This article provides an in-depth knowledge of factors affecting KM. Literatures from 1992 to 2018 are covered in this article, 169 research papers have been explored which are related to classification of knowledge, factors affecting KM, KM tools and its planning & application. Various frameworks related to the successful implementation of KM and KM implementation tools proposed by previous authors are presented in this research article. KM is defined, classification of KM is presented, factors affecting KM are shown and its implementation strategies & tools are elucidated in available literatures in discrete manner.

In the modern era of globalization of business, 'Information & Knowledge' is considered as the most vital resource for organizational stability. Businesses significantly depend on efficient management of 'Information' and transforming it into 'Knowledge'. Even though Information and Knowledge have been recognized as the vital resource, still the concepts of 'Information Systems' and 'Knowledge Management' are yet misunderstood. The paper firstly reviews the foundations of Information Systems to establish the basis for the conceptual understanding of 'Knowledge Management'. With these theoretical bases, then a generalized model for 'Knowledge Management' has been proposed. The discussion continues with concepts as to how this model can be used to efficiently manage 'Knowledge' in any public sector university of Pakistan. Finally, the implications of this model are discussed with directions for further research.

Knowledge management (KM) and business intelligence (BI) allow businesses to acquire, store, and access important information to create competitive advantages. While large businesses have used BI and KM integrations, small- and medium-sized enterprises (SMEs) have lagged behind in these areas. This qualitative exploratory case study used interviews from 11 knowledge management (KM) experts to gather their perceptions of integrating business intelligence (BI) into KM programs. The goal was to identify factors that could improve the performance of structured KM programs within SMEs. A scholarly literature review identified a gap in practice and knowledge; few studies have covered SMEs’ adoption of KM and BI tools. The study’s framework included a technology acceptance model and absorptive capacity (ACAP) theory. Research findings showed that integrating KM and BI tools can lead to KM and BI tool adoption, knowledge discovery, performance improvement, tacit knowledge assets, knowledge sharing, KMS/KB, and ACAP.

Purpose: The article is focused on presenting the main authors contributing to the development of knowledge management (KM) in organizations, evidence-based management (EBM) and Integrated Qualifications System (IQS) and exploring their different views. The aim of this article is a literature review to assess existing knowledge, identify gaps, and recognize areas requiring additional research. Based on the identified gaps and trends, the review provides a basis for formulating a theoretical framework for authors’ own research - distinguish the interrelations between Knowledge Management (KM) in organizations, Evidence-Based Management (EBM) and Integrated Qualifications System (IQS) in Poland. The article aims to explore how these three components can be integrated to enhance decision making processes, support competency development, and improve organizational performance - presenting authors’ conceptual model. Design/methodology/approach: The article aims to explore how these three components can be integrated to enhance decision making processes, support competency development, and improve organizational performance. It also seeks to identify opportunities and challenges in implementing evidence-based practices and national qualification frameworks as tools for knowledge management in organizations. Findings: The findings of this article highlight that knowledge alone is insufficient without mechanisms for its validation and application, just as qualifications without knowledge management risk becoming static and outdated. Evidence-based decision-making serves as the bridge between these two domains, ensuring that organizational strategies are grounded in empirical data, stakeholder insight, and real-world outcomes. Originality/value: An identification the interrelations between Knowledge Management (KM) in organizations, Evidence-Based Management (EBM) and Integrated Qualifications System (IQS) in Poland and presenting authors’ conceptual model. Keywords: Knowledge Management, Evidence-Based Management, Integrated Qualifications System. Category of the paper: Literature review.

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.