The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh

Knowledge management (KM) strategy is a crucial part of personnel management and retention of talents. This paper aims at identifying the impact and relation of knowledge management on employee satisfaction. The study is based on hypothesis and the data was collected by a questionnaire survey from 35 employees of reputed garments organization of Bangladesh. Satisfaction rely on factors like compensation structure, user friendly, relation with co-worker, autonomy, workload etc. The core findings of the study is codified strategy is more user friendly, but the practice of tacit strategy with proper incentives increase the overall satisfaction of employee though there are more workload. The employees are more comfortable with tacit strategy than codified strategy. The study is only focused on garments employee where KM strategy is widely practice all spheres of Human Resource Management (HRM). However, The paper reveal how KM strategy can increase employee satisfaction. The HR people and decision maker can understand and design appropriate KM strategy from this study. Therefore, organization also can manage and retain the talents by designing and applying findings of the study.

Managing sustainability knowledge in the Canadian mining industry

This study was undertaken in order to identify and discuss KM techniques that are used to manage sustainability knowledge in the Canadian Mining Industry. Semi-structured interviews were conducted with 15 sustainability executives in the Canadian mining industry. The findings show that few mining firms are reaping the full benefits of knowledge management in terms of codifying tacit knowledge, providing employees with the necessary resources to contribute to the organization's knowledge, retaining project knowledge, establishing KM roles and a KM strategy and monitoring the success of KM. The difficulties of managing sustainability knowledge as expressed by the firms interviewed in this study can be overcome by effective implementation of knowledge management. Effective implementation of knowledge management will need to be governed by top management commitment and the ability of the organization to make changes in strategic programs and adopting the necessary behaviors that facilitate KM.

Managing sustainability knowledge in the Canadian mining industry

This study was undertaken in order to identify and discuss KM techniques that are used to manage sustainability knowledge in the Canadian Mining Industry. Semi-structured interviews were conducted with 15 sustainability executives in the Canadian mining industry. The findings show that few mining firms are reaping the full benefits of knowledge management in terms of codifying tacit knowledge, providing employees with the necessary resources to contribute to the organization's knowledge, retaining project knowledge, establishing KM roles and a KM strategy and monitoring the success of KM. The difficulties of managing sustainability knowledge as expressed by the firms interviewed in this study can be overcome by effective implementation of knowledge management. Effective implementation of knowledge management will need to be governed by top management commitment and the ability of the organization to make changes in strategic programs and adopting the necessary behaviors that facilitate KM.

Critical types of knowledge loss in military organisations

Purpose Premature departure of highly skilled and experienced soldiers is detrimental to the excellence of a military organisation. The organisation can achieve knowledge superiority over adversaries, only if it acknowledges the organisation’s critical knowledge and undertakes necessary steps to preserve it. The purpose of this paper is to find out the critical types of knowledge loss in military organisations when a soldier departs. Design/methodology/approach This study uses grounded theory methodology with purposive/theoretical sampling of experts from the Indian Air Force, coding and constant comparative analysis to construct different knowledge categories. ATLAS.ti 8 was used for data coding and analysis. Findings This paper identifies eight types of knowledge categories in a military organisation and specifies the criticality of each category. Research limitation/implication This study has been piloted on a single organisation with a limited number of samples. However, the results can be used in future research on exploring generalisation. This study is unique in providing useful insights into the types of critical knowledge loss in a military organisation. Research infuses theoretical rigour to the knowledge management (KM) literature and provides impetus to study various aspects of KM in a military organisation. Practical implication This study provides the first set of guidelines for the leaders in military organisations to develop a KM strategy for knowledge loss. Research lists specific and actionable areas of knowledge for the commanders to act with considerable savings to exchequer, time and effort. The result could be reasonably generalised for other military setups in the world. Originality/value This paper is highly innovative and would significantly contribute to the under-explored area of KM in military organisations and the KM literature.

Ambidextrous Organisations from the Perspective of Employed Knowledge Management Strategies: Evidence from Turkey

Management literature proposes several broad categories of business motives behind Knowledge Management (KM) initiatives: minimising risk, improving efficiency and effectiveness and enabling innovation. While risk minimisation and efficiency and effectiveness improvement are fundamental for organisational survival, innovation is the key for organisational advancement and long-term economic success. Choosing the right KM strategy is of utmost importance for organisational performance. On the one hand, two popular Knowledge Management strategies termed codification and personalisation differ in their reliance on technology or people. On the other hand, two strategies referred to as exploitation and exploration differ in their focus on transferring existing or developing new knowledge. This study aims to examine the main business forces in KM adoption and to identify preferred KM strategies responsively. More specifically, it aims to provide a metric in determining (1) applied and realised KM strategies, (2) business focus, (3) knowledge processes and (4) knowledge focus. Data, collected from 372 surveyed employees of Turkish organisations across different industries, were analysed in terms of the two key classes of KM drivers and strategies. The findings reveal a widespread tendency for simultaneous pursuance of dual survival and advancement business goals and widespread integration of codification and personalisation as well as exploitation and exploration strategies. The findings validate the ability of Turkish firms in the organisation of KM activities through the combination of somewhat contradictory drivers and strategies implying their ambidexterity regarding considered KM strategies.

The Continuous Recombination of Codification and Personalisation KM strategies: A Retrospective Study

It is increasingly considered important to understand how companies plan their Knowledge Management (KM) strategy. The literature provides evidence that there may be different possible approaches to KM strategy. A significant distinction has been made between “codification” and “personalization”. Sometimes, these two approaches have been seen to be alternative to one another. In other cases scholars argued that a company can follow a strategy that mixes the two approaches depending on diverse intertwined factors. Still, on this topic, the literature provides various and sometimes contrasting results that need clarification and confirmation. Especially, there is the need to understand if changes in internal and external conditions may induce modifications in a firm’s KM strategy.The goal of the study is to analyse how the mix of codification and personalisation can vary over time in the same company, due to changing organizational and environmental conditions. With this purpose, the evolution of KM initiatives of a multinational company was investigated. The findings of the study confirm that the strategic mix can change over the years due to modifications in the factors of the company’s internal and external context. Furthermore, the case shows that the different factors have different weight and play a different role in influencing such changes. Specifically, in the investigated case, the factors related to the competitive context affected the evolution of the KM strategy more significantly than internal factors (which were just enablers or constraints of the evolutionary path). In addition, the study shows that this classic distinction between codification and personalization may not be easy to use in practical terms, due to the complexity of KM activities and needs in a company: this point can represent a fresh start of a future research agenda.

Knowledge Management Strategy and Practices Using the Appreciative Inquiry Approach for Organizational Transformation

Knowledge management itself is a complex activity related to building organizational capabilities to integrate various forms of interactive technology with critical social, cultural, and organizational issues of knowledge workers. This becomes the core of all aspects of KM—knowledge creation, sharing, transformation, and retention—in the organization. Development of an effective KM strategy via adopting the appreciative inquiry approach can decide on the future of the robustness of organizations, organizational transformation, and eventually enhances the scope of competitive advantage. This chapter will incorporate the tenets of KM and ancillary practices, theory of organizations, though the lens of appreciative inquiry approach and the way an organization's structural transformation can be influenced by strategic management of knowledge within the organization. It will concurrently demonstrate the index of strategic influence within the overall organizational network.

Towards Understanding and Implementing Knowledge Management Strategy

Many companies are working strategically with their knowledge through targeted knowledge management strategies aligned with their organizational strategy. However, the success of these knowledge management strategies vary. This chapter uses previous studies to show that KM strategy is a dual function concept. One function of knowledge management strategy manages knowledge content to ensure the right knowledge is captured and used while the other function of knowledge management strategy focuses on aligning a knowledge management initiative to organizational strategy. Additionally, the components of each function are discussed.

Knowledge Management Process-Oriented Strategy for Healthcare Organizations

This article explores Knowledge Management (KM) practices among doctors and nurses in Malaysia. A total of 59 interviews were conducted with doctors and nurses from two hospitals. The data analysis employed in vivo coding and process coding techniques. The findings suggest a process-oriented strategy for managing knowledge among doctors and nurses in a clinical work environment. The development of this strategy can help the healthcare workers and management to evaluate and further improve their current KM practices. Additionally, this article adds another KM strategy to the literature that is tailored to supporting healthcare organization. Future studies may want to replicate the proposed strategy in different settings such as other clinical or non-clinical departments within the hospital, other public or teaching hospitals or private hospitals.

Impact of knowledge management on organizational performance

Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.