scholarly journals Knowledge Management Practices for Sustainable Supply Chain Management: A Challenge for Business Education

2021 ◽  
Vol 13 (5) ◽  
pp. 2956
Author(s):  
Tomas Cherkos Kassaneh ◽  
Ettore Bolisani ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Sustainable Supply Chain ◽  
Business Managers ◽  
Environmentally Sustainable ◽  
Critical Resource ◽  
Knowledge Management Practices ◽  
Future Business

In the last decades, business competition has been increasingly among supply chains (SCs) rather than individual firms. Today, considering the challenges of environmental, social, and economic sustainability, it is becoming even more vital to coordinate and co-manage company resources, activities, and innovative efforts at the SC level. Consequently, knowledge, which is a critical resource for companies, needs to be managed properly not only in single firms but also across SCs. For the education of business managers, this implies a double challenge: first, to make students and future executives become aware of the knowledge management (KM) practices that can be adopted; second, to facilitate the assimilation of these practices for the effective management of SCs, to ensure higher economic and environmentally sustainable performances. Standard definitions and classifications can be of great help, but the current studies are very fragmented. This study contributes by exploring the literature and examining the KM practices that are proposed and defined by the different authors. A systematic review and a descriptive analysis of selected papers showed the trend and focus of papers in the KM and SC fields. In addition, based on the definitions and classifications drawn from the literature, this paper discusses a possible systematization of the key KM practices in SCs. The major contribution of this paper is the effort of re-definition and re-classification of KM practices and their potential importance for effective and sustainable SC management. This analysis can be especially useful for organizing KM courses targeted to current and future business managers.

Managing Knowledge in SMEs

2009 ◽  
pp. 1980-1992
Author(s):  
Kevin C. Desouza ◽  
Yukika Awazu
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Resource Constraints ◽  
Organizational Knowledge ◽  
Efficient Manner ◽  
Critical Resource ◽  
Knowledge Management Practices

In this chapter we discuss seven peculiarities about knowledge management practices at smallto medium-sized enterprises (SMEs). We draw our findings from a nine-month investigation of knowledge management practices at 25 SMEs. Managing knowledge is a critical capability for SMEs to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. In our research, we discovered that SMEs do not manage knowledge the same way as larger organizations do. Viewing SME knowledge management practices as scaled down versions of the practices found in larger organizations is incorrect. SMEs have understandable resource constraints, and hence have to be creative in working around these limitations in order to manage knowledge. Therefore, the goal of this chapter is to describe peculiarities in SME knowledge management practices, with the hope of enticing scholars and practitioners to follow-up with more detailed research undertakings.

Managing Knowledge in SMEs

2011 ◽  
pp. 238-256
Author(s):  
Kevin C. Desouza ◽  
Yukika Awazu
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Resource Constraints ◽  
Organizational Knowledge ◽  
Efficient Manner ◽  
Critical Resource ◽  
Knowledge Management Practices

In this chapter we discuss seven peculiarities about knowledge management practices at small- to medium-sized enterprises (SMEs). We draw our findings from a nine-month investigation of knowledge management practices at 25 SMEs. Managing knowledge is a critical capability for SMEs to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. In our research, we discovered that SMEs do not manage knowledge the same way as larger organizations do. Viewing SME knowledge management practices as scaled down versions of the practices found in larger organizations is incorrect. SMEs have understandable resource constraints, and hence have to be creative in working around these limitations in order to manage knowledge. Therefore, the goal of this chapter is to describe peculiarities in SME knowledge management practices, with the hope of enticing scholars and practitioners to follow-up with more detailed research undertakings.

scholarly journals The Key Role of Knowledge-Oriented Leadership in Innovation Performance of Manufacturing and Commercial Companies of Guilan Province

2015 ◽  
Vol 62 ◽  
pp. 1-7
Author(s):  
Alborz Safari ◽  
Mohammad Raza Azadehdel
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Management Practices ◽  
Descriptive Analysis ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Guilan Province

The main objective of the study was to investigate the impact of knowledge oriented leadership on the innovation performance regarding to the role of knowledge management practices in manufacturing and commercial companies of Guilan province. The research is applied in terms of objective, and its methodology is descriptive. The population of study included manufacturing and commercial companies of Guilan province. To select a sample, convenience method was used .According to the Cochrane limited formula, total of 282 people were selected. Cronbach's alpha for reliability of the questionnaire was used. In this study, data were analyzed, by descriptive analysis, structural equation modeling and path analysis using SPSS 22 and Lisrel 8.50. Findings show that knowledge-oriented leadership has effect on creation of knowledge and application knowledge. Knowledge creation and application of knowledge has effect on the innovation performance. It was found that knowledge management practices has a mediating role in the relationship between knowledge-oriented leadership and innovation performance.

Knowledge management practices for innovation: a multinational corporation’s perspective

2014 ◽  
Vol 18 (5) ◽  
pp. 905-918 ◽  
Author(s):  
Daniel Jiménez-Jiménez ◽  
Micaela Martínez-Costa ◽  
Raquel Sanz-Valle
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Management Practices ◽  
Organizational Innovation ◽  
Multinational Companies ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Reverse Knowledge Transfer ◽  
Knowledge Management Practices ◽  
Different Sources

Purpose – This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings – The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications – Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value – The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

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