Developing of Conceptual Model of Knowledge Management to Non-profit Sectors

2019 ◽  
Author(s):  
Quang Ngoc Le ◽  
Kulthida Tuamsuk
Keyword(s):  
Knowledge Management ◽  
Conceptual Model ◽  
Non Profit

A model of mobile technologies acceptance for knowledge transfer by employees

2017 ◽  
Vol 21 (5) ◽  
pp. 1053-1076 ◽  
Author(s):  
Michal Kuciapski
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Mobile Devices ◽  
Mobile Technologies ◽  
Intention To Use ◽  
Content Type ◽  
Model Based ◽  
New Variables ◽  
Practical Implications

Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valentina Cillo ◽  
Gian Luca Gregori ◽  
Lucia Michela Daniele ◽  
Francesco Caputo ◽  
Nathalie Bitbol-Saba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Time Horizon ◽  
Design Methodology ◽  
Content Type ◽  
Hr Management ◽  
Support Organizations

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

scholarly journals Knowledge management activities in social enterprises: lessons for small and non-profit firms

2017 ◽  
Vol 21 (2) ◽  
pp. 376-396 ◽  
Author(s):  
Maria L. Granados ◽  
Souad Mohamed ◽  
Vlatka Hlupic
Keyword(s):  
Knowledge Management ◽  
Empirical Studies ◽  
Economic Value ◽  
Social Enterprises ◽  
Content Type ◽  
Non Profit ◽  
Starting Point ◽  
The Creation ◽  
Social Environmental ◽  
The Uk

Purpose This paper aims to explore what social enterprises (SEs) in the UK know and how they acquire, convert, apply and protect this knowledge. This will enable them to manage their knowledge effectively and, hence, improve their practices and maximise the creation of social, environmental and economic value. Design/methodology/approach This study follows a qualitative approach, comprising 21 interviews with founders and senior members of SEs in the UK. Findings The results show that the investigated SEs have knowledge management (KM) practices similar to the already identified in SMEs, associated with informality, reliance on external sources and focus on socialisation activities, but they have unique challenges on managing their knowledge related to their hybrid mission, to include social and economic objectives and their closed relationship with stakeholders. Research limitations/implications As there is limited research on KM practices in SEs; they were defined based on previous studies in large, private and public companies. Therefore, not all practices may be included. This research is a starting point in the study of KM in SEs. Practical implications This study identifies knowledge activities that enable the creation of social, environmental and economic value in SEs. This allows SEs, small firms and non-profit organisations to review their current practices and develop plans for their further improvement. Originality/value This paper is one of the first empirical studies exploring KM practices in SEs, highlighting their informal nature as well as their impact in and on the enterprise.

Is Nepotism Good or Bad? Types of Nepotism and Implications for Knowledge Management

2013 ◽  
Vol 26 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Peter Jaskiewicz ◽  
Klaus Uhlenbruck ◽  
David B. Balkin ◽  
Trish Reay
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Tacit Knowledge ◽  
Social Exchange ◽  
Family Firms ◽  
Family Members ◽  
Exchange Relationships ◽  
Social Exchanges ◽  
Tacit Knowledge Management

In contrast to the literature that portrays nepotism as generally problematic, we develop a conceptual model to explain why some family firms benefit from nepotism while others do not. We distinguish two types of nepotism based on how nepots are chosen. We elaborate the differences between entitlement nepotism and reciprocal nepotism. We propose that reciprocal (vs. entitlement) nepotism is associated with three family conditions that indicate generalized (vs. restricted) social exchange relationships between family members. We also suggest that generalized social exchanges are valuable to firms because they facilitate tacit knowledge management that can lead to competitive advantage.

Use of Technology in Non-Profit Organizations (NPOs) for Knowledge Management

2016 ◽  
Author(s):  
Dinesh Rathi ◽  
Lisa M. Given
Keyword(s):  
Knowledge Management ◽  
Donor Management ◽  
Management Software ◽  
Non Profit ◽  
Use Of Technology ◽  
Computer Based ◽  
Non Profit Organizations

This paper explores results of a survey that documented tools and technologies used to manage knowledge in Canadian non-profit organizations (NPOs). Findings demonstrate that NPOs, across various types of organizations, use both non-computer (e.g., print documents) and computer-based solutions to manage knowledge. Examples of tools/technologies used include donor management software, email-based systems for communication and marketing, and some specific tools relevant to their areas of operations. Cet article explore les résultats d'une enquête qui a documenté les outils et les technologies utilisés pour gérer les connaissances dans les organisations canadiennes sans but lucratif (OSBL). Les résultats démontrent que les différents types d’OSBL utilisent à la fois des solutions informatiques et non-informatiques (par exemple, des documents imprimés) pour gérer les connaissances. Les outils / technologies utilisées comprennent des logiciels de gestion des donateurs, des systèmes basés sur le courrier électronique pour la communication et le marketing, et quelques outils spécifiques pertinents dans leurs domaines d'activité.

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