You are here

Home » Content

A Review of Implementation of Knowledge Management Models in the Organizations

Journal Name:

  • International Journal of Science and Engineering Investigations

Publication Year:

  • 2016

Key Words:

Author NameUniversity of Author
Abstract (2. Language): 
During crises and other extreme weather events citizens need instructional information in order to learn about risks and take protective action. Although prior studies have employed various theoretical perspectives to explain user resistance behavior, the research on the resistance to KMS has been lacking. It includes information related to varieties of disasters, roles descriptions, plans and operations. The results indicate that loss aversion, transition costs and social norms have a positive effect on KMS resistance intention. Meanwhile, inertia positively moderates the impact of status quo bias (i.e., loss aversion, transition costs and social norms) on KMS resistance intention. If managers better understand the mechanisms and antecedents of KMS resistance, they can take actions to reduce the employee's perceived status quo bias or inertia to reduce resistance behavior. Conclusion Based on empirical findings from previous studies, the objective of this work was to analysis, synthesize and present a comprehensive SLR on the role of information, knowledge and collaboration in decision-making for internationalization processes of SMEs.
Bookmark/Search this post with
FULL TEXT (PDF): 
PDF icon arastirmax-review-implementation-knowledge-management-models-organizations.pdf
  • 11
69
73
  • English

REFERENCES

References: 

[1] Ermine, J-L. & Boughzala, I. (2005), “Using Cartography to Sustain Inter-Generation Knowledge Transfer: The M3C Methodology”. In 2nd International Conference on Intellectual Management, Knowledge Management and Organizational Learning, American University in Dubai. U.A.E.
[2] Grundstein, M. (2012). Three Postulates That Change Knowledge Management Paradigm, In Huei-Tse Hou (Ed.) New Research in Knowledge Management, Models and Methods (Chap. 1 pp. 1-26). InTech ISBN:978-953-51-0190-1.
[3] Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of risk and uncertainty, 1(1), 7e59.
[4] Kahneman, D., Knetsch, J. L., & Thaler, R. H. (1991). Anomalies: The endowment effect, loss aversion, and status quo bias. The journal of economic perspectives, 193e206. Zelm, M., Kosanke, K., & Vernadat, F. (1999). CIMOSA: enterprise engineering andintegration. Comput. Ind., 40(2–3), 83–97. http://dx.doi.org/10.1016/S0166-3615(99)00016-0.
[5] Adams, M., Hofstede, A. H. M., Edmond, D., & Van Der Aalst, W. M. P. (2006).Implementing Dynamic Flexibility in Workflows using Worklets.
[6] Kammer, P. J., Bolcer, G. A., Taylor, R. N., Hitomi, A. S., & Bergman, M. (2000).Techniques for supporting dynamic and adaptive workflow. ComputerSupported Cooperative Work (CSCW), 9(3–4), 269–292.
[7] Kemppilä, S., & Mettänen, P. (2004). Innovations in Knowledge Intensive Services.In: Innovations in Knowledge Intensive Services, pp. 22–25.
[8] Paola Soto Rojas, E., Barros, A. C., de Azevedo, A. L., Batocchio, A., et al. (2012).Business model development for virtual enterprises. Collaborative networks in theinternet of services. pp. 624–634. Berlin, Heidelberg: Springer.
[9] Lu, R., Sadiq, S., & Governatori, G. (2009). On managing business processes variants.Data & Knowledge Engineering, 68(7), 642–664.
[10] Moody, P., Gruen, D., Muller, M., Tang, J., & Moran, T. (2006). Business activitypatterns: a new model for collaborative business applications. IBM SystemsJournal, 45(4).
[11] Gold, A. H., Malhortra, A. and Segras, A. H. (2001), ―Knowledge management: An organizational capabilities perspective‖, Journal of Management Information Systems, Vol.18, No.1, pp 185-214.
[12] Darroch, J. and McNaughton, R. (2002), ―Examining the link between knowledge management practice and types of innovation‖, Journal of Intellectual Capital, Vol.3, No.3, pp. 210-222.
[13] Gupta, A. and Singhal, A. (1993), ―Managing human resources for innovation and creativity‖, Research Technology Management, Vol.36, No.3, pp. 8-41.
[14] Wright, P. M. and McMahan, G. C. (1992), ―Theoretical perspectives for strategic human resource management‖, Journal of Management, Vol.18, No.2, pp. 295-320.
[15] Huselid, M. A. (1995), ―The impact of human resource management practices on turnover, productivity and corporate financial performance‖, Academy of Management Journal, Vol.38, No.3, pp. 635-672.
[16] Delery, J. E., and Doty, D. H. (1996), ―Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions‖, Academy of Management Journal, Vol.39, No.4, pp. 802-835.
[17] Sparrow, P., Schuler, R. S. and Jackson, S. E. (1994), ―Convergence or divergence: Human resource practices and policies for competitive advantage worldwide‖, The International Journal of Human Resource Management, Vol.5, No.2, pp. 267-299.
[18] Hahn, J., & Subramani, M. R. (2000). A framework of knowledge management systems: Issues and challenges for theory and practice. In Proceedings of the twenty first international conference on Information systems (pp. 302e312).
[19] Fichman, R. G., Kohli, R., & Krishnan, R. (2011). Editorial overview-the role of information systems in healthcare: Current research and future trends. Information Systems Research, 22(3), 419e428.

Thank you for copying data from http://www.arastirmax.com