This paper reviewed the relationships between the Knowledge Management (KM) activities and its perceived benefits in the knowledge based organizations. KM activities include: knowledge identification, knowledge acquisition, knowledge application, knowledge sharing, knowledge creation and knowledge preservation. And the perceived benefits of KM are fast customer responsiveness, operation excelle...

This paper aims to use a priority framework based on Decision making trial and evaluation laboratory (DEMATEL) to help organizations build awareness of the critical influential factors affecting successful implementation of KM. To identify critical influential factors, the authors studied and reviewed relevant literature from numerous fields of study associated with the essential issues of ...

This paper aims to use a priority framework based on Decision making trial and evaluation laboratory (DEMATEL) to help organizations build awareness of the critical influential factors affecting successful implementation of KM. To identify critical influential factors, the authors studied and reviewed relevant literature from numerous fields of study associated with the essential issues of ...

Companies face the challenges of expanding their markets, improving products, services and processes, and exploiting intellectual capital in a dynamic network. Therefore, more companies are turning to an Enterprise System (ES). Knowledge management (KM) has also received considerable attention and is continuously gaining the interest of industry, enterprises, and academia. For ES, KM can provid...

Decision making (DM) is a knowledge intensive process that demands good management of knowledge to generate a desired process outcome. The KM behavioral patterns that transpire while managing knowledge during DM affect the process outcomes. Therefore, in order to understand KM behaviors to generate a desired process outcome, it is crucial to systematically study the nature of KM behaviors that ...

Businesses today, including non-profits, recognise the need for knowledge management (KM). KM may require new strategies and goals before it can be implemented, or it can be aligned with current business strategies for quicker implementation. The framework presented here is for managers in companies and organisations to use to align their KM strategies with business strategies to improve perfor...

Although many researchers and practitioners have discussed different aspects of knowledge and knowledge management (KM), there have been only a handful of papers that grapple these complex issues from a broad perspective. The main purpose of this study is to afford an integrative framework for a better understanding of KM through an extensive review of literature, and to investigate current and...

The effectiveness of Knowledge Management (KM) activities is in large part dependent upon employees’ attitudes toward knowledge in general and to KM processes in particular. This chapter reports the results of a small-scale (N = 10) interview study of the “ways of knowing and knowledge sharing” of academics in three Slovene universities. The chapter presents an analysis of the responses from in...

Knowledge management (KM) initiatives have been implemented with diverse results in many organizations. Although there has been substantial inquiry into the conditions for KM success or failure, prior findings need careful systematization before engaging into rigorous empirical investigation. Theory development is still emergent; interesting ideas can be found dispersedly, but signs of comprehe...