Dimensions of KM: they know not its called knowledge… but they can manage it!
dimensions of knowledge management
teaching knowledge management
learning knowledge management
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AbstractThis paper takes a social perspective on the discipline of Knowledge Management (KM) within the processual, conceptual, and contextual dimensions of teaching this subject in a management education setting. We explore how for our students the concept of knowledge is a fascinating one as most of them wonder what is encompassed within 'knowledge management' for it to be a subject, yet we know that they can manage it in their everyday practice of being a PG student or a practitioner. In this paper we aim to re-present KM, through a discussion of its development processes, dimensions based content and the multicultural context of delivering our course and its implications for future reflective practice in the discipline.
CitationMinocha, S., Stonehouse, G. (2008) 'Dimensions of KM: they know not its called knowledge… but they can manage it!' International Journal of Teaching and Case Studies 1 (3):253-265
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Motivating scientific knowledge workers: an investigation of the rewards leading to the motivation of scientific knowledge workersEdginton, Joanne (University of Bedfordshire, 2012-10)Numerous studies have been previously conducted, investigating motivation and the role of rewards as motivators for knowledge workers. While many studies have investigated knowledge workers, the scientific knowledge worker group has attracted little attention. Through a survey carried out on 132 scientific knowledge workers employed in a Research and Development function, this study identifies which rewards motivate this group of knowledge workers and investigates the differences of reported motivation from these rewards between the different demographics of the respondents. The results from this study highlight that there are inconsistencies in reported motivations between the different demographics surveyed, namely gender, age and educational background. This study also discovers that scientific knowledge workers are most motivated by financial rewards, progression, job title and recognition. These findings recommend that further research is required to fully understand the rewards leading to the motivation of scientific knowledge workers and the difference in demographics. It is also recommended that businesses employing scientific knowledge workers recognise the importance of these factors in motivating their employees, in order to ensure motivation, job satisfaction and high performance, thus leading to a competitive advantage.
IN&OUT model: knowledge management applied to the succession process in family businessSarabia, Maria; Obeso, Maria; Philpott, Elly; University of Cantabria; University of Bedfordshire; University of Cantabria (2015)Evidence suggests that only 30 per cent of family businesses survive after the first generation. The purpose of this paper is to explain how the unique culture and knowledge forms, which are identified as intangible and relevant advantages on family businesses, can be protected through leadership succession. IN&OUT succession model is built on three previous frameworks: Denison culture model, Nonaka and Takeuchi's knowledge creation and next-generation socialization theory. The IN&OUT model presents a step-by-step process where the successor receives from the founder and from the business (IN); and the successor contributes to the group and to the organization (OUT), creating a dynamic loop of biographical leadership.
The impact of knowledge management and environmental practices on the performance of Mauritius' hospitality industryJamalkhan, Nasserkhan (University of BedfordshireUniversity of Bedfordshire, 2020-02)This thesis aims at investigating the effect of knowledge management (KM) capabilities on the relationship between environmental practices and the firm performance in the hospitality industry. The objective is to provide evidence whether firms which possess superior knowledge management capabilities have the ability to better manage their environmental practices (EP) and to create superior firm performance (FP). Design/methodology/approach In order to have a thorough and concrete insight within the organisation, the environmental management practices have been divided into the three-organisation hierarchical level which are strategic, tactical and operational. KM capabilities are divided into seven sub-dimensions, grouped into 2 categories which are infrastructure and processes. A sample of 201 companies was used from the Mauritius tourism sector and data was collected using the Likert survey questionnaire. Quantitative analysis was conducted with SPSS and regressions were carried out to evaluate the moderating effect of knowledge management on environmental practices and firm performance. Findings The study establishes that there is quite strong evidences to support the moderating effect of some KM capabilities, nevertheless these effects are different for each of the 3 hierarchical level of the firm. It confirms that firms with greater KM capabilities are able to demonstrate better effectiveness on their environmental practices which in turn creates a more positive impact on the firm performance at operation level. Practical implications There are 3 folds of implications. On one side, it can be confirmed that the hospitality and tourism sectors will benefit by implementing KM processes at operation level to improve their performance. On the other side, this study highlights that the increasing too much KM acquisition process would have a negative effect at strategic level of the organisation. Finally, this research has not found any evidence of KM interaction with EP at tactical level. This can be explained by the fact that most organisations in this sector are more active at operational level being in the hospitality sector, where they must be closer to the customer expectations, but further research at tactical level in other service industry might reveal more intelligence. Originality and value This study contributes to the sustainability of environmental and the overall firm performance operating in the tertiary sector of the economy with the tourism industry as an example and in extension to the future of the quaternary sector, where greening of the economies is becoming a major challenge. It highlights the role for each KM capability on the EP-FP links at operation, tactical and strategic level whereas previous environmental studies have focused mainly on the primary and secondary sectors of the economy but not in-depth at each level of the organisation. The final chapter highlights the contribution to both the academia and the industry.