Knowledge Management

  title={Knowledge Management},
  author={Michael J. Austin and Jennette Ciaassen and Catherine M. Vu and Paola Mizrahi},
  journal={Journal of Evidence-Based Social Work},
  pages={361 - 389}
Summary Knowledge management has recently taken a more prominent role in the management of organizations as worker knowledge and intellectual capital are recognized as critical to organizational success. This analysis explores the literature of knowledge management including the individual level of tacit and explicit knowledge, the networks and social interactions utilized by workers to create and share new knowledge, and the multiple organizational and managerial factors associated with… 

Building Organizational Supports for Knowledge Sharing in County Human Service Organizations: A Cross-Case Analysis of Works-in-Progress

The findings feature the developmental aspects of building a learning organization that include knowledge sharing systems featuring transparency, self-assessment, and dissemination and utilization in ten local public human service organizations seeking to develop their own knowledgesharing systems.

Strategies for Transforming Human Service Organizations into Learning Organizations: Knowledge Management and the Transfer of Learning

  • M. Austin
  • Computer Science
    Journal of evidence-based social work
  • 2008
A set of principles are presented to guide managers in transforming human service organizations into learning organizations along with a set of implementation strategies that can inform participants of the values and benefits of knowledge management.

The Role of Knowledge Sharing on Organisational Innovation: An Integrated Framework

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance.

Building Organizational Supports for Research-Minded Practitioners

This analysis provides a preliminary definition of research-minded practitioners by explicating the elements of curiosity, critical reflection, and critical thinking in the context of human service organizations.

The Roles of Information Technology and Knowledge Management in Project Management Metrics

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT

Organizational Change: A Conceptual Framework to Advance the Evidence Base

There is a vast literature on organizational change, but much of it has a weak evidence base, often using only case studies or axioms based on authors' experiences. Quantitative studies are less

The Role of Social Media in the Knowledge-Based Organizations

This chapter introduces the role of Social Media (SM) in Knowledge-Based Organizations (KBOs), thus explaining the concept of KBOs, the difference between KBOs and non-KBOs, the concept of Knowledge

Technology Could Be Harmful Rather Than Beneficial: An Empirical Investigation of Caseworkers’ Perceptions Using a Knowledge Management Framework

ABSTRACT. The reasons for the ineffectiveness of some technology-mediated initiatives in human service organizations are not well understood. This study conceptualized a knowledge management system

The Organizational Context of Research-Minded Practitioners

If some practitioners are more research minded than others, then promising approaches for bridging the research to practice gap may be developed by describing research-minded practitioners and



Knowledge Sharing in Organizations: A Conceptual Framework

Knowledge is now being seen as the most important strategic resource in organizations, and the management of this knowledge is considered critical to organizational success. If organizations have to

Knowledge Management: An Organizational Capabilities Perspective

This research suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or "preconditions" for effective knowledge management.

Knowledge Sharing Proficiencies: The Key to Knowledge Management

This chapter takes a look at this area in terms of developing and applying a knowledge sharing effectiveness inventory in order to rate how well an organization is performing knowledge sharing activities.

A Dynamic Theory of Organizational Knowledge Creation

This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous

Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp.

The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members, which has implications for the basis of organizational capability, the principles of organization design, and the determinants of the horizontal and vertical boundaries of the firm.

Diagnosing cultural barriers to knowledge management

Executive Overview Organizational culture is increasingly recognized as a major barrier to leveraging intellectual assets. This article identifies four ways in which culture influences the behaviors

Perceptions of knowledge management: a qualitative analysis

The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation in NZ organizations.

Overcoming cultural barriers to sharing knowledge

A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives, but adapted their approach to knowledge management to fit their culture.

Organizational Readiness for Successful Knowledge Sharing: Challenges for Public Sector Managers

It is argued that the six-factor model may be equally relevant to private sector firms, and suggested that the peculiar nature of the public sector environment poses unique challenges for healthcare managers who seek to develop a knowledge sharing capability.

A comparison of public and private sector perceptions and use of knowledge management

Knowledge management is an emergent and eclectic body of knowledge which covers the systematic management of knowledge, of all kinds, within all levels and types of organisations. The relative