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Therefore, managing knowledge is considered as an organisational capability. This paper attempts to investigate knowledge management KM readiness in University X. Also, the most important KM factors are explored in the university. The paper employed a knowledge transformations model for assessing the readiness of the KM in University X.
Hence, faculty members of this university were selected by stratified sampling for gathering data. Then, data collection was conducted by a questionnaire. Finally, interviews were conducted to identify more important factors for KM initiatives. The findings of this study demonstrate that University X has been weak regarding KM transformations.
Also, the research findings revealed that there were no significant differences between the faculties of the university. Lastly, the study has explored the most important obstacles in applying KM initiatives through carrying out interviews. Since the research focuses on people's perceptions, the findings may be biased. The rationale of this paper is to illustrate how the management of knowledge in temporary organisations is being carried out in many industries.
It aims to examine knowledge management KM practices … Expand. This paper aims to analyze different influencing factors to knowledge management initiatives in the project companies. It presents a model of critical factors, which have deep concerns for failure or … Expand.
View 5 excerpts. Knowledge management KM was once a very popular buzzword. However, failure of KM projects contributed to its drop in popularity. This paper aims to synthesise and organise the failure factors that … Expand. View 18 excerpts, cites background.
AbstrACt Improving how knowledge is leveraged in organizations for improved business performance is currently considered as a major organizational change. Knowledge management KM projects are … Expand. The Limits of Knowledge Management. This paper traces the impact of three knowledge management KM projects inside a global pharmaceuticals firm. The first was a conventional debriefing exercise; the second a major investment in an … Expand. View 2 excerpts, references background.
In a study of thirty-one knowledge management projects in twenty-four companies, the authors examine the differences and similarities of the projects, from which they develop a typology.
All the … Expand. Knowledge management, HRM and the innovation process. Strategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. Highly Influential. View 4 excerpts, references methods and background. Knowledge management initiatives: learning from failure.
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