ORCID Profile
0000-0003-2506-0854
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Publisher: WORLD SCIENTIFIC
Date: 10-2008
Publisher: Springer Science and Business Media LLC
Date: 13-12-2012
Publisher: IGI Global
DOI: 10.4018/978-1-59904-931-1.CH034
Abstract: Despite the more than 25 years since Nonaka wrote the Knowledge Creating Company in the Harvard Business Review (1991) there are still many barriers to implementation of knowledge management (KM) strategies. These include a lack of time and financial resources allocated to sharing knowledge, a lack of organizational understanding of the philosophy and the benefits of KM, a lack of skills in KM and difficulties in effectively establishing a return on investment (RIO) in KM. However both case studies and survey data show that greatest acknowledged obstacle to the implementation of a KM strategy is the management culture of the organization (Alavi & Leidner, 1999 DeTienne, Dyer, Hoopes, & Harris, 2004 H. Lee & Choi, 2003 McAdam & Reid, 2001 Murray, 1998 Ruzzier, Sohal, Katna, & Zyngier, 2008) These obstacles reveal a problem in the implementation of an organizational KM strategy. The problem lies not in the implementation of a given strategy per se, but in the lack of governance of that strategy.
Publisher: No publisher found
Date: 2013
Publisher: Springer Science and Business Media LLC
Date: 09-10-2007
Publisher: IGI Global
Publisher: IGI Global
Date: 2014
DOI: 10.4018/978-1-4666-4753-4.CH002
Abstract: This chapter articulates a conceptual framework to analyse the management of environmental sustainability knowledge in tourism that is underpinned by both the knowledge-based view of the firm (Grant, 1996 Spender, 1996) and the KM Life Cycle (Liebowitz & Beckman, 1998 Salisbury, 2012). This deliberate management of knowledge enables NTOs to build a knowledge-base about the natural environment and to use that knowledge for environmental sustainability, business sustainability, and local community education. Ten NTOs in Australia, Malaysia, Thailand, and Vietnam were investigated to analyse their KM of environmental sustainability. In supporting the knowledge-based view and KM of environmental sustainability knowledge, a further conceptual framework is also advanced for the analysis of how Information Technology enables environmental sustainability knowledge to be created, captured, shared, and applied at NTOs among their staff, customers, and communities.
Publisher: IGI Global
Date: 2013
DOI: 10.4018/978-1-4666-2485-6.CH003
Abstract: Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34 countries across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the measurability of KM outcomes through KM governance. These research findings strengthen the proposition that KM governance supports the capacity of KM governance to realize and reveal the value from, or the return on investment (ROI) of KM strategy development and implementation the selection of KM tools and techniques is less of a consideration in this regard.
Publisher: IEEE
Date: 2011
Publisher: IEEE
Date: 2013
Publisher: SAGE Publications
Date: 06-2012
DOI: 10.1057/JIT.2011.31
Abstract: Investment in knowledge management (KM) programmes is often contentious due to the challenge of meeting the need for continuous and sustainable benefits realization. In KM, the word ‘sustainable’ describes how programmes of strategies to leverage organizational knowledge remain productive over time: that they deliver strategic value to the organization. The focus of this paper falls on the constructs of the governance of KM and on its leadership, in KM strategy devopment and implementation, including risk management, financial controls and transparent evaluation mechanisms for continuous benefits realization. This paper presents a KM governance model and explores its recent validation through six case studies of large, distributed, multinational organizations, and through these introduces the granular constructs of KM governance. Exploration of the impact of KM governance on developing and implementing KM programmes in each case study organization demonstrates that there is a clear nexus between strategic KM governance and benefits realized from those programmes.
Publisher: IEEE
Date: 2015
Publisher: IEEE
Date: 2013
Publisher: Monash University
Date: 07-2008
DOI: 10.2104/MBR08029
Publisher: Elsevier BV
Date: 02-2010
Publisher: IGI Global
Date: 2018
Abstract: This article explores the barriers for sharing knowledge effectiveness in Vietnamese higher education institutions (HEIs). Data were analyzed and triangulated from interviews, and focus groups from different universities and from government and university websites. Three significant factors were identified: bureaucratic management causing a lack of autonomy in decision-making, poor knowledge management systems, and weak in idual absorptive capacity. The results demonstrate these three factors as a significant influence on academic staff to share absorb and create new knowledge measured by journal publication output, and graduate quality. The research findings provide insights on the Vietnamese higher education landscape in the transition from a centralized economy to a market economy.
Publisher: IEEE
Date: 2015
Publisher: IEEE
Date: 2012
Publisher: IGI Global
Date: 2011
Abstract: Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34 countries across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the measurability of KM outcomes through KM governance. These research findings strengthen the proposition that KM governance supports the capacity of KM governance to realize and reveal the value from, or the return on investment (ROI) of KM strategy development and implementation the selection of KM tools and techniques is less of a consideration in this regard.
Publisher: World Scientific Pub Co Pte Lt
Date: 06-2003
DOI: 10.1142/S0219649203000061
Abstract: Research in the UK, Europe and the USA has shown different understandings of the concept of knowledge management and of the role of technology in implementation strategies. Theorists currently place knowledge management in its third phase where technological approaches have given way to strategies focused on human issues in the transfer of knowledge. This paper focuses on findings on attitudes to the use of technology in organisational strategies to manage knowledge disclosed in field research by survey of the current business understanding of the concept of knowledge management and of its uptake trends in the Australian corporate environment. This will be done by providing background to the study, by reference to results and discussion of further research possibilities.
Publisher: Public Library of Science (PLoS)
Date: 26-11-2013
Publisher: Emerald
Date: 08-04-2014
Abstract: – The purpose of this paper is to describe outcomes from a trial of the Danish Intellectual Capital Statement (ICS) within the Australian public sector. – Two work teams within the Department of Primary Industries, Farm Services Victoria (FSV) participated in the trial over a six-month period. Data were collected and triangulated from structured focus groups, researcher guided workshops and in idual project record journals kept by participants and observers. – This trial has tested and confirmed existing European Intellectual Capital Management (ICM) theory in a new context, confirmed the strategic management and communication utility of the Danish ICS. It also revealed the utility of this method: to assist the organisation articulate its knowledge-related needs in developing knowledge management (KM) strategy, in planning and reviewing KM initiatives, in developing clarity and shared context and in navigating change. – This research focuses on a single in-depth case study and concurrent organisational restructuring impacted on team focus. – The strategic management and communication utility of the Danish ICS was confirmed. The paper demonstrates new insights for practitioners using this ICM method as a useful tool to assist an organisation to articulate KM needs. – The primary research gap in the ICM field is examination of the practical application of methods in a real-life context (particularly outside Europe). This work has tested and confirmed existing theory in a new and different context – the Australian public sector.
Publisher: Informa UK Limited
Date: 06-2011
DOI: 10.1057/KMRP.2011.5
Publisher: IEEE
Date: 2014
Publisher: IEEE
Date: 2012
Publisher: Springer US
Date: 2004
Publisher: IEEE
Date: 2011
Publisher: IGI Global
Date: 2021
DOI: 10.4018/978-1-7998-5772-3.CH003
Abstract: This chapter explores the role of SAP (a leading enterprise resource planning [ERP] system) in enabling knowledge management (KM) practice at a research university as a KM tool. A qualitative case study approach is pursued to achieve a rich and in-depth understanding of this organizational phenomenon. KM is understood by the university as consisting of four phases: knowledge creation, knowledge storage, knowledge sharing, and knowledge application. This study finds that the use of SAP system enables the process of knowledge management within the case organization through several means including idea generation, prime repository of knowledge, sharing workflow information, and facilitating decision making. Based on empirical evidence, this case provides a comprehensive understanding of the role of SAP systems in supporting KM process, which contributes to the theoretical domains of both ERP system and KM. This study provides guidelines for practitioners to create strategies for successful KM practice in concert with to the development of IT strategy.
Publisher: Informa UK Limited
Date: 07-2013
DOI: 10.1080/07359683.2013.814486
Abstract: Much of the literature has been conducted on innovation this research provides new insights for preventive innovations that increase our understanding of vaccination diffusion and the reasons underlying the complexity of preventive diffusion. The research uses adoption of Rogers' ( 1983 ) perceived characteristics and considers the rate by which a product diffuses in a market. Qualitative empirical evidence collected via focus groups is used to identify human papillomavirus vaccine issues against the salience of perceived characteristics. Several impediments are identified and the application of marketing strategies is suggested for preventive innovations to improve the diffusion process and for designing proactive adoption.
Publisher: IGI Global
Date: 2005
DOI: 10.4018/978-1-59140-351-7.CH006
Abstract: This chapter introduces the theory and model of governance as a means of implementing knowledge management strategies in large organizations. It draws on case study research into the governance of knowledge management strategy implementation in a major scientific research and development facility. It suggests that the implementation of strategy through such a framework operates to ensure the delivery of anticipated benefits in an authorized and regulated manner. Furthermore, the authors hope that an understanding of the theoretical underpinnings of internal governance processes will not only inform researchers of a better design for studying knowledge management systems, but will also assist in the understanding of risks and the role of evaluation and review in the implementation of those strategies.
Publisher: Informa UK Limited
Date: 03-2010
DOI: 10.1057/KMRP.2009.18
Publisher: Emerald
Date: 14-10-2013
Publisher: Informa UK Limited
Date: 04-2011
Publisher: Cambridge University Press (CUP)
Date: 19-12-2019
DOI: 10.1017/AEE.2018.45
Abstract: The discipline of knowledge management (KM) considers knowledge as potentially the most valuable organisational asset that must be shared among staff and stakeholders and even communities in order to yield considerable returns and benefits. However, in a real-world context, managers in industries such as high technology, manufacturing and finance jealously guard their valuable knowledge and prevent other entities from gaining access to this resource. Open cases of knowledge sharing among stakeholders such as staff, customers, business partners, competitors and the public are rare. Therefore, the philosophical premise of KM — knowledge must be openly shared — is often unrealised. Knowledge of environmental sustainability is a valuable resource for ecotourism operators because they operate in natural environments such as the Great Barrier Reef in Australia and Sipadan Marine Park in Malaysia, and depend on the quality of these environments for their ongoing success. This research provides evidence that knowledge dissemination in the form of environmental sustainability knowledge can be openly shared among staff, customers, competitors and the public, thereby linking KM and environmental education. This article provides an interpretivist analysis of knowledge sharing by innovative ecotourism operators in Australia and South East Asia (Malaysia and Thailand). Data were collected through in-depth interviews with 14 executives, field observations and analysis of company documents. Results from this research found that ecotourism managers are passionate believers of environmental sustainability and benevolently share their valuable organisational knowledge and beliefs with all stakeholders.
Publisher: IGI Global
Date: 2010
DOI: 10.4018/978-1-60566-954-0.CH022
Abstract: This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of governance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articulation, strategic alignment and activity to address risks to effective, sustainable KM.
Publisher: Inderscience Publishers
Date: 2008
Publisher: Inderscience Publishers
Date: 2011
Publisher: IGI Global
Date: 07-2008
Abstract: This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of governance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articulation, strategic alignment and activity to address risks to effective, sustainable KM.
Publisher: IGI Global
DOI: 10.4018/978-1-60566-709-6.CH004
Abstract: This chapter examines factors that contribute to KM success by differentiating between KM leadership through management and through governance. We look at governance as a structural mechanism that both embeds KM into organizational activity, and lifts it from a series of initiatives to a structured program of activities that are subject to authority, policy, risk management, financial fiduciary duty, and evaluation. Using evidence from 214 respondents to a global internet based KM survey we find that having a recognized and defined authority for KM that is well-resourced leads to strategically aligned benefits realized from investment in KM. We demonstrate that governance through assigned authority strongly contributes to strategic KM success.
Publisher: Elsevier BV
Date: 03-2012
No related grants have been discovered for Suzanne Zyngier.