Knowledge Management: A Tool and Technology for Organizational Success
Knowledge is a productive resource having successful applications in almost every field and domain of human activities. With unprecedented growth in knowledge resources and explosion in data, such informative resources need effective organization for storage and efficient retrieval for future uses. The entire process involving organization, storage, and dissemination of knowledge falls under the auspices of knowledge management. Thus, Knowledge Management is an organizational practice. In this research paper, we provide a general outline of some of the tools and technologies deployed in managing knowledge across organizations.
We believe that the practice of knowledge management - though considered to be a process - it is also a "method" by which organizations are able to management their knowledge and human resources. On this regard, this paper contributes to our further understanding of what organizational knowledge is, and how they should be proficiently managed that would contribute to organizational success.
© 2023 The Author(s). Published by RITHA Publishing. This article is distributed under the terms of the license CC-BY 4.0., which permits any further distribution in any medium, provided the original work is properly cited.
Chatterjee, S., & Mousumi, S. (2023). Knowledge Management: A Tool and Technology for Organizational Success. Journal of Research, Innovation and Technologies, Volume II, 1(3), 7-17. https://doi.org/10.57017/jorit.v2.1(3).01
[1] Bacon, F. (1876). Bacon: The Advancement of Learning. Clarendon Press., 376 pp. ISBN: 978-1107697652. https://doi.org/10.1093/actrade/9780198123484.book.1
[2] Becerra-Fernandez, I., and Sabherwal, R. (2014). Knowledge Management: Systems and Processes. Routledge, New York, 382 pp., ISBN: 978-1315715117. https://doi.org/10.4324/9781315715117
[3] Chatterjee, S.(2014). Managing constraints and removing obstacles to knowledge management. IUP Journal of Knowledge Management, 12(4). https://www.researchgate.net/publication/281297552_Managing_Const raints_and_Removing_Obstacles_to_Knowledge_Management
[4] Collins, C. J., and Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. The Academy of Management Journal, 49(3), 544-560. https://doi.org/10.5465/amj.2006.21794671
[5] Corso, M., Martini, A., Pellegrini, L., and Paolucci, E. (2003). Technological and organizational tools for knowledge management: in search of configurations. Small Business Economics, 21(4), 397-408. https://doi.org/10.1023/A:1026123322900
[6] Fensel, D. (2002). Ontology-based knowledge management. Computer, 35(11), 56-59. DOI: https://doi.org/10.1109/MC.2002.1046975
[7] Giju, G. C., Badea, L., Ruiz, V. R. L., and Peña, D. N. (2010). Knowledge management-the key resource in the knowledge economy. Theoretical & Applied Economics, 17(6), 27-36. http://store.ectap.ro/articole/473.pdf
[8] Holsapple, C. (Ed.). (2013). Handbook on Knowledge Management: Knowledge Matters (1). Knowledge Matters, Springer Science & Business Media, 700 pp. ISBN-10: 3540247467 and e-Book ISBN-13- 978-3-540-24746-3. https://doi.org/10.1007/978-3-540-24746-3
[9] Holsapple, C. W., and Joshi, K. D. (2002). Knowledge management: A threefold framework. The Information Society, 18(1), 47-64. https://doi.org/10.1080/01972240252818225
[10] Maier, R. (2005). Knowledge management systems: Information and communication technologies for knowledge management. Computing Reviews, 46(1), 24. https://doi.org/10.1007/978-3-540-71408-8
[11] Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37. https://doi.org/10.1287/orsc.5.1.14
[12] Nonaka, I. (1998). The Knowledge-Creating Company, in the Economic Impact of Knowledge, Fist Edition, 175-187 pp. Routledge. ISBN: 978-0080505022. https://doi.org/10.4324/9780080505022
[13] Nonaka, I., and Von Krogh, G. (2009). Perspective - Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635-652. http://dx.doi.org/10.1287/orsc.1080.0412
[14] Pan, S. L., and Scarbrough, H. (1999). Knowledge management in practice: An exploratory case study. Technology Analysis & Strategic Management, 11(3), 359-374. https://doi.org/10.1080/095373299107401
[15] Peters, T. (1992). Knowledge Management Structures: I-IV, Liberation Management, Pan Books, 383-447 pp.
[16] Teixeira, A. (2002). On the link between human capital and firm performance. A theoretical and empirical survey. FEP Working Paper no. 121. https://www.researchgate.net/publication/24111507_On_the_ Link_between_Human_Capital_and_Firm_Performance_A_Theoretical_and_Empirical_Survey
[17] Tsoukas, H., and Mylonopoulos, N. (2004). Introduction: What does it mean to view organizations as knowledge systems?’ in H. Tsoukas and N. Mylonopoulos (eds.). Organizations as knowledge systems Houndmills: Palgrave Macmillan, 1–26 pp. https://link.springer.com/chapter/10.1057/9780230524545_1
[18] Tsoukas, H., and Vladimirou, E. (2001). What is organizational knowledge? Journal of Management Studies, 38(7): 973-993. https://doi.org/10.1111/1467-6486.00268
[19] Zapata-Cantu, L., Sanguino, R., Barroso, A. and Nicola-Gavrilă, L. (2023). Family business adapting a new digital-based economy: Opportunities and challenges for future research. Journal of Knowledge Economy, 14, 408–425. https://doi.org/10.1007/s13132-021-00871-1