VE Infrastructures Requirements for Cooperation and Knowledge Sharing

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for its validation and application, just as qualifications without knowledge management risk becoming static and outdated.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.

To describe health and social care managers' perceptions of the factors affecting the competence of managers in knowledge management. A qualitative descriptive study. A semi-structured interview was conducted with 15 managers from three public health and social care organizations in Finland. Data were collected in the spring of 2022 and analysed using inductive content analysis. Health and social care managers perceived that the competence of managers working in knowledge management is affected by managers' behavioural and attitudinal characteristics, their interactive network competence in knowledge management, the dimensions of their competence in knowledge management, the knowledge management infrastructure with which they work and the organizational learning culture within which they work. The competence of health and social managers in knowledge management is influenced by various factors, including their personal characteristics, management competence and the infrastructure and culture of the organization for which they work. However, their competence is constrained by an absence of clear processes, structures and resources in knowledge management as well as a lack of systematic support and training for managers working in knowledge management. The study provides valuable information for improving the competence of managers working in knowledge management in health and social care organizations. The competence of managers working in knowledge management is instrumental for successful implementation and sustaining of knowledge management practices and thus, such competence has a positive impact on the overall performance of an organization. Clarifying the roles and responsibilities of health and social care managers, as well as establishing organizational structures, is essential for effective knowledge management in organizations. Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist has been used in the reporting. No patient or public contribution.

Fluctuation and Knowledge Management in Non-profit Organization

The main purpose of this study is to find out whether there is a relationship between organizational learning, knowledge management and innovation in the Science and Technology Parks in Turkey. The study will also present theoretical information about these concepts as well as revealing the reflection of practices in these fields on innovation performance. In the research part of the study, the effects and existing relationships of organizational learning and knowledge management on innovation performance in companies located in technology parks were studied. The reason for choosing technology parks is that technology parks play an important role in the development, innovation, and the advancement of technology as well as be seen to increase the per capita income. It is thought that the organizational learning, knowledge management and innovation performances of these companies should undoubtedly be different from other industries and clusters. In this context, an empirical quantitative survey was conducted with 319 companies in 5 different technology parks in Turkey. The findings of the study support the positive effect of organizational learning and knowledge management on innovation performance.

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.

The aim of this study was to create and analyze the psychometric properties of an instrument (Knowledge Creation and Dissemination Survey, KCD) to evaluate the knowledge management on Spanish R&D teams based on the Leonard-Barton’s
\n(1995) model of knowledge flows. For this purpose, three different tasks were carried out: firstly analyzing the psychometric
\nproperties of the instrument; secondly, analyzing the knowledge management levels of the R&D teams at a technical
\nuniversity as well as the relationship between organizational culture and knowledge management. This instrument was
\ndeveloped to cover the existing gap in the evaluation of knowledge management. The “Knowledge Creation and
\nDissemination Survey” was administered to four different samples from a Spanish technical university. Here we will refer
\nto the sample used for the final validation of the scale, 275 participants from 35 R&D teams. The psychometric properties
\nof the “Knowledge Creation and Dissemination Survey” are adequate. According to the results of the study, the use of this
\ndiagnostic tool with university R&D teams seems justified, the knowledge management on these teams seems to be high
\nconsidering the levels on the KCD dimensions, and there is a link between organizational culture and knowledge
\nmanagement. The main limitation of the study refers to the sample, future research must continue, extending the sample both
\nin terms of its size and also on its diversity. The paper contributes to management research by presenting a useful, practical
\ntool to evaluate group practices on knowledge management, and by present empirical evidence of the links between
\norganizational culture and knowledge management.

Inside the Black-box: Analysing the Generation of Core Competencies and Dynamic Capabilities by Exploring Collective Minds. An Organisational Learning Perspective** The paper combines resource-based thinking with perspectives from theories of organisational learning and knowledge management. According to the resource-based view (RBV) strategy can be defined as emergent pattern of interaction generating core competencies and dynamic capabilities. These processes of interaction and their relation to core competencies and dynamic capabilities are of major concern in the presented analysis. A synthesis with learning theories further leads to the basic assumption that processes of knowledge identification, knowledge diffusion, knowledge integration and the enactment of the environment are critical for generating core competencies. Moreover, learning theories show how to approach the causal ambiguityargument that is important in the explanation of core competencies given by RBV. It will be argued that the analysis of the shared mental model of the organisational members is a method to explore critical processes for generating core competencies. A related research instrument will be validated in a case study analysis that was conducted in a medium-sized enterprise aiming at testing the instrument and the aforementioned basic assumption. The instrument can explore the critical processes in which the generation of core competencies and dynamic capabilities is embedded in. It provides a better understanding of the critical processes within the organisation than the RBV. Key words: Causal ambiguity, collective minds, competitive advantages, core competencies, dynamic capabilities, knowledge management, organisational learning, resource-based view, strategic processes 1. Introduction The resource-based view (RBV) of the firm has been thoroughly discussed in strategic management literature. The basic assumptions of this approach have been developed further during the last twenty years, specified for certain organisational functions and validated in hundreds of empirical analyses (see Barney/Arikan 2001; Rouse/Daellenbach 2002; Ray/Barney/Muhanna 2004). As a consequence, the RBV became a leading paradigm in strategic management (Wernerfelt 1995; Bresser 1998). Even though there is considerable theoretical and empirical progress in resourcebased research shortcomings still exist in the theoretical underpinnings of the approach. These restrict related empirical investigations that try to measure critical resources and processes for sustainable competitive advantages. One of the major shortcomings of the RBV is the fact that the organisation remains a black-box even though it is considered as the source of organisational success (Ortmann/Sydow 2001; Priem/Butler 2001). There is a lack in explanations of how heterogeneity arises (Helfat/Peteraf 2003: 997). This is not only a limitation in the eyes of those who regard the RBV as a theory of competitive advantage - if the major interest relies on rules for richness, the causal ambiguity argument of the RBV is somehow dissatisfying. Causal ambiguity means that the link between the resources controlled by a firm, internal processes and sustained competitive advantages can neither be attributed from outside nor from organisational members (Barney 1991). Rather, the causal ambiguity paradox - even though it is inspiring - veils the view on organisational internal processes that might have a strategic impact. The RBV does not only lay emphasis on the internal organisation but also limits a deeper understanding of organisational internal strategic processes. For a further development of strategy research a broader perspective of social action within and between organisations as well as between organisations and environments is essential. As Mintzberg (1978, 1994) points out these processes of forming a pattern of strategic action have been neglected in strategy research (see also Quinn 1984). …

This chapter describes which information and communication technologies (ICT) can help in the process of managing knowledge and intellectual capital in organizations. We start the chapter examining the risks we face when we use technologies for knowledge management (KM) and for intellectual capital management (ICM). Once we have done this, we review the literature to see which technologies different authors mention; choosing then the most frequently cited ones. We classify these technologies in base technologies and technological applications, getting to a final number of 17. Each of them is then summarily described and its possibilities in helping KM and ICM are stated. The chapter ends by classifying all of them according to their utility in helping in KM and ICM and in which of the processes needed in organizations for managing knowledge and intellectual capital they can be used.

PurposeThe purpose of this paper is to provide an understanding of the WEB 2.0 phenomenon and its implications on knowledge management; thus, in order to learn whether using WEB 2.0 concepts and tools can yield better assimilation of knowledge management in organizations.Design/methodology/approachA range of recently published articles regarding WEB 2.0, Enterprise 2.0 and KM 2.0 are examined and critiqued (2005‐2007). These are analyzed and compared to knowledge management principles and attributes as known and learned from works defining the sharing of knowledge in organizations (1995‐2005). The sources are divided into three basic elements: The Internet (WEB 2.0), the organizational implementation (Enterprise 2.0) and the organizational implementation of knowledge sharing (KM2.0).FindingsWEB 2.0 is very close in its principles and attributes to knowledge management. WEB 2.0 should affect knowledge management in organizations; yet, it cannot be copied, as differences between the two will not enable organizations to benefit from such. In the first stage, tools can be adopted, and in further stages, deeper aspects such as active users' participation will be followed.Practical implicationsOrganizations are encouraged to start using WIKI's and in some cases also blogs. Knowledge Managers should examine if younger employees can serve as knowledge catalysts. WEB 2.0 concepts should be tested as to organization's maturity, to decide if they can be adopted as part of the organizational knowledge sharing.Originality/valueThis paper analyzes an important issue whether better assimilation of knowledge management can exist triggered by the WEB 2.0 phenomenon. It is unique in its broad analysis of the three related terms – WEB 2.0, Enterprise 2.0 and KM2.0.

This research was aimed at studying the current situation of the provincial implementation of integrated knowledge management and the factors promoting and compelling knowledge management processes in the context of provincial integrated administration. The qualitative research method was used, which involved non-participant observation and in-depth interviewing. The 18 informants included the administrators, knowledge management implementers, and those responsible for knowledge management activities in Mahasarakham and Khon Kaen provinces. The Collected data analyzed by grouping and explain. The research results are detailed below: Knowledge, understanding, and application of knowledge management – The majority of the administrators or those involved in knowledge management have the knowledge and are able to explain the principle of knowledge management. They were able to describe that knowledge management is an administrative tool that enables people to learn together and extend their knowledge in personnel potentiality development as well as in the increase of work efficiency. Nevertheless, it was found that the knowledge and understanding of knowledge management of personnel in organizations are still at low level. In spite of the training provided, they are still not able to apply the concept. Knowledge management in organization – Most organizations have appointed a committee or assigned responsible personnel for knowledge management. Three aspects of knowledge management were targeted, namely, work improvement, potentiality improvement for personnel, and driving of organizational strategies. The research result indicates that in practice, most organizations implement knowledge management in order to improve work and personnel’s potentiality. It was found that operational results not being sufficiently concrete. However, what is evident is that the most practiced process is the transfer and exchange of knowledge via conferences, seminars, mentoring, disseminated documents, and exchange of knowledge on the organization’s website. The factors enhance the success of knowledge management implementation were found to include the organization administrator attitude and leadership, personnel knowledge and understanding of knowledge management, the learning culture of organization, organizational communication and information technology, and assistance from academics consultants. คาาสาาคญ : การจดการความร การบรหารงานจงหวดแบบบรณาการ การจดการความรในหนวยงานภาครฐ

The synthesis of organisational learning and knowledge management theory traditionally has encouraged some important insights into learning and knowledge in organisations which are yet to be reflected in integrated practice. The integration of organizational learning and knowledge management (McElroy 2004; Kennedy, Developing a holistic perspective on learning and knowledge in a public sector organization—An exploration of workplace experience, 2010) in each of these areas has triggered interest in the exploration about contemporary innovation theories in their application to organisations (McElroy 2004; Quintane et al. 2011). The findings of the study described provide insight into the relationship between learning and knowledge in workplace through the lens of innovation theory. The findings provide some input into developing theories of innovation as they apply to organisations and practice. The study described in this paper offers empirical support for the fusion of themes evident in the “Managing the Asian Century”.

Research on organizational learning and knowledge management has increased dramatically over the last 20 years. This chapter discusses reasons for the surge in research, describes approaches to defining organizational learning and knowledge, and discusses levels at which learning occurs. It presents major findings about creating, retaining, and transferring knowledge, identifying gaps in our understanding as well as directions for future research. Because organizational learning and effective knowledge management are sources of performance improvements in organizations, a greater understanding of these topics has the potential to advance practice as well as theory.

Knowledge hiding (KHi) is the intentional withholding of knowledge from colleagues, often caused by a lack of trust. It takes three forms: rationalized hiding, evasive hiding, and playing dumb, with the latter two fueling ongoing mistrust. To address this, organizations promote sharing both Tacit Knowledge (TK) and Explicit Knowledge (EK), to improve teamwork, problem-solving, and workplace relationships. Recent studies highlight the challenge of distinguishing general knowledge from TK and the difficulty of articulating TK, which adds to its scarcity and value. Examining the intentions and motivations behind KHi and KHo, often driven by fear, provides important insights into organizational knowledge dynamics. This study aimed to identify key factors influencing individuals' decisions to share TK or engage in KHi or KHo behaviors in the workplace. Using an 11-stage Survey Design methodology, data was collected from 285 Knowledge Management (KM) professionals across five countries over 42 days. This comprehensive approach ensured a diverse and representative sample, enhancing the validity and applicability of the findings. Results revealed that participants were aware of and engaged in KHi, KHo, and Knowledge Sharing (KS) behaviors. They recognized that TK holders made deliberate sharing decisions based on trust, sincerity, skillsets, and expertise. This insight underscores the complexity of KM in organizational settings and the need for nuanced approaches to encourage KS. The study highlighted the need for future research to include leadership influences, which significantly impact KHi and KHo behaviors. This finding emphasizes the critical role of leadership in shaping knowledge-sharing cultures within organizations and suggests that effective KM strategies must consider leadership styles and practices. By addressing these complex issues, organizations can develop more effective strategies to promote KS, reduce harmful hiding behaviors, and ultimately enhance their competitive advantage through improved KM practices. The study's findings provide a foundation for future research and practical applications in organizational KM, potentially leading to more efficient and collaborative work environments.

Knowledge management is a strategic issue that is usually used for strategic planning of organizational development in order to reach organization competitiveness and retaining organization knowledge. It has also become a trend in Governmental institution for implementing knowledge management align with the regulation. Internal employee rotation, promotion mutation and open bidding program among government institution take part of this loosing knowledge. Knowledge management model is set of knowledge process that encourage knowledge management initiative can enhance organizational objectives. Therefore it is needed to determine the suitable knowledge management model for the government, because the necessity of this model to accomplish some issues above. This research conducted a literature review and previous study analysis to build a theoretical model of Indonesian government knowledge management. Classification, categorization and elaboration analysis are used for construct a new theoretical model. Indonesian knowledge management model consists of two stages defining organizational strategy that delivering organizational strategy and knowledge management strategy stages which is consist of five elements, there are organization culture, critical success factor of knowledge management, SWOT analysis, organization KM process and organization knowledge map.

PurposeThe purpose of this paper is to provide a practicable systems‐based approach to knowledge management (KM) in a project environment, to encourage organisations to unlock the value in their review processes. It relies on knowledge capture and storage at decision review points, to enrich individual, team and organisational learning during the project life cycle. The project's phases are typically represented horizontally with deliverables (objectives) or project “promises” as the desirable outcomes. The purpose of this paper is to give expression through introducing a vertical dimension to facilitate the KM process. A model is proposed that conceptualises project‐specific knowledge drawing on and feeding into the organisation's knowledge management system (KMS) at tactical and strategic levels.Design/methodology/approachThis conceptual paper links concepts from systems theory with KM, to produce a model to identify, collate, and optimise project‐based knowledge and integrate it into the management process.FindingsThe application of the system theory approach enriches the knowledge generated by a project, and feeds it into the next phase of that project. At the same time, it contributes to the individual's and project team's KM, specifies possible courses of action, together with risks, costs and benefits and thus it expands the organisation's higher level KMS.Research limitations/implicationsThe concept suggests that the knowledge capture, storage and sharing process may best be undertaken holistically, in view of the systems relationships between the tasks. Systems theory structures this process. Research opportunities include studying the interfaces between levels of KM, in relation to the project's progress.Practical implicationsReconceptualisation of the project as a knowledge creation process may improve the project's progress as well as add to the individual's, project team's, and wider organisation's knowledge base. An example is given.Originality/valueThis paper illuminates the broader potential of under‐utilised opportunities in well‐known management approaches to add dimension to the business project, of knowledge creation, storage and sharing.