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Archives for Tag: Knowledge Management

The interaction effect of organizational practices and employee values on knowledge management (KM) success

Abstract Purpose – The authors examine the interaction effect of organizational practices and values of employees on KM success in organizations.Design/methodology/approach – An online survey was undertaken covering two hundred and seven employees from the IT, Telecommunication, Food and Beverages and Banking industries in Sri Lanka. The data was analyzed with Partial Least Squares (PLS).Findings […]

The place of communities of practice in knowledge management studies: a critical review

Abstract Purpose – Since its introduction, the notion of Communities of Practice (CoPs) has gained immediate popularity, especially among Knowledge Management scholars. The paper aims at reviewing the past and discussing what has been done. In particular the purposes are: a) to assess the importance of CoPs in the KM literature; b) to trace how […]

An approach to filling firms’ knowledge gaps based on organisational knowledge structure

Abstract Purpose – The objective of this paper is to propose a practical and operable method to identify and fill organisational knowledge gaps during new product development.Design/methodology/approach – From a microscopic view, this paper introduces the tree-shaped organisational knowledge structure to formalise the knowledge gaps and their internal hierarchical relationships. Based on the organisational knowledge […]

Can e-business adoption be influenced by knowledge management? An empirical analysis of Malaysian SMEs

Abstract Purpose – The aim of this research paper is to evaluate the effect of knowledge management on the adoption of the e-business in the supply chain of small and medium enterprises (SMEs) in Malaysia.Design/methodology/approach – Questionnaires were distributed to 200 Malaysian SMEs with a response rate of 68%. Data were analyzed by employing multiple […]

Got a New Strategy? Don’t Forget the Execution Part

When it comes to executing strategy, the old saying “the devil is in the details” holds true for many companies, according to Wharton emeritus management professor Lawrence G. Hrebiniak. While executives may readily participate in the development of new strategies, execution tends to get short shrift, because it is often viewed as a lower-level task […]

Open Innovation for Government

The InnovationExcellence website asks what does Open Innovation mean for a public sector organisation? Consider the possibility of open innovation within policy development, imagine how collaborative and dispersed groups from across a spectrum of society might be engaged to collectively develop potential new policy ideas, to explore these democratically within a social platform, and maybe […]

Organizational unlearning and organizational relearning: a dynamic process of knowledge management

Abstract Purpose – The purpose of this paper is to propose a model to explore the dynamic process of knowledge management from the perspectives of organizational unlearning and organizational relearning, which promote a favorable context for knowledge management.Design/methodology/approach – The model is proposed based on extensive review of literatures. According to this model, the evolutions […]