Knowledge Management Systems - Annotated Bibliography Example

Running heading: Knowledge management systems Knowledge management systems Name Course Tutor 16th October, 2010 Knowledge management systems Knowledge management refers to the process by which information in an organization is generated, evaluated, shared and eventually implemented in the running of the organization. It refers to the coordination of all the factors in an organization so as to ensure increase in productivity resulting in high profits. Companies that are implementing the knowledge management system are enjoying the benefits such the accessibility of important corporate information. The employees of these companies refer to the knowledge management system when making important organizational decisions. Steyn, C. and Kahn, M. (2008) “Towards the development of a knowledge management practices survey for application in knowledge intensive organizations”,South African Journal of Business Management, vol. 39, nr. 1, pp. 45-53 The bibliography begins with an article by Steyn and Kahn (2008) mainly talks about the perception of employees in regards to knowledge management within an organization. Yang, C. and Chen, L.-C. (2005) “Can organizational knowledge capabilities affect knowledge sharing behavior”, Journal of Information Science, Vol. 33, Nr. 1, pp. 95-109 The second article by Yang and Chen (2005) deals with the different organizational capabilities displayed by firms that have and those that do not have knowledge management systems. Kim, S. and Lee, H. (2005) “Employee Knowledge Sharing- Capabilities in Public and Private Organizations: Does Organizational Context Matter?” 38th Hawaii International Conference on System Sciences (HICSS); January 5-7th, 2005 The third article by Kim and Lee (2005) compares the private and public firms that utilize knowledge management systems besides the ones in exemption. Hansen, M. T. (2002) “Knowledge networks: Explaining effective Knowledge Sharing in Multiunit companies”, Organization Science, Vol. 13, No. 3, May- June 2002, pp. 232-148 The fourth article by Hansen (2002) focuses in the importance of knowledge management systems in ensuring effective knowledge sharing. Chini, T.C. and Ambos, B. (2005) “Capabilities, cultural distance and the effectiveness of knowledge flows within the MNC”, Academy of Management Proceedings 2005, pp. J1- J6 The last article by Chini and Ambos (2005) focuses on the flow of information both horizontally and vertically. Title and reference of the article Steyn, C, and Kahn, M, 2008, ‘Towards the development of a knowledge management practices survey for application in knowledge intensive organizations’, South African Journal of Business Management, vol. 39, no. 1, pp. 45-53. Type of article Research based: Cape Peninsula University of Technology and Centre of Science, Technology and Innovation Indicators. Aim of the article The main is to capture the perception of employees in the public sector on issues regarding knowledge management practices. It also intends to clarify to what extent the five organizational design components measure employee’s perception on knowledge management practices. Sample, location, method of data collection and analysis Sample size:135 (32% response rate for permanent administrative and research staff and 53% response rate for short-term administrative staff) the only selected organization was the Human Science Research Council (HSRC) in South Africa, which is a public knowledge-intense organization for social science research. Instruments: Fill in questionnaires. The principal component analysis method was used to identify the factors affecting the perception of the employees. Findings 1. The principal analysis showed that there were six factors affecting knowledge management practices 2. Sharing ideas both horizontally and vertically was studied under the leadership in the organization instead of Human Resource Management. Significance of the article in relation to knowledge management systems The six factors that were established to be affecting knowledge management are an indication that these results can be used in further research in the future. It also indicates that the hierarchy in the organization has a huge effect on network as a knowledge sharing capability. Strengths of the article The survey sources the information from an organization that is engaged in intense knowledge activities. It operates in a place where the public is willing to give information ensuring sharing of knowledge. Weaknesses of the article The author does not emphasize and give reason for using the principal component analysis method yet it carries most of the details in the article Title and reference of the article Yang, C, and Chen, L.-C, 2005, ‘Can organizational knowledge capabilities affect knowledge sharing behavior’, Journal of Information Science, Vol. 33, No. 1, pp. 95-109. Type of article Research article by Chiao Tung University Taiwan. Aim and purpose of the article The aim of the research is to establish the relationship between the having a knowledge management system in an organization and performance levels. Sample, location, method of data collection and analysis Sample size: 256 (62.4% response rate achieved fro executive managers, assistant managers who were randomly selected from different positions and a range of industries from around Taiwan). Instrument: fill in questionnaires Analysis: Principal Component analysis was applied to come up with the important factors while regression analysis was applied in formulating the hypothesis. Findings The principal component analysis came up with these important factors: 1. Organizations that apply knowledge management in their system are better when it comes to performance. 2. When knowledge management system is applied in a firm, the overall positive effect is greater when human and structural capabilities are applied solely. Significance of the article in relation to knowledge management systems The article indicates that firms implementing knowledge management system have a competitive advantage in the market. It also shows that firms need to reduce the gap between seniors and juniors. Strengths of the article The article is well organized and presents fairly accurate results. There is a wide diversification in the range of industries studied. Each capability is well defined to differentiate the contributions of the knowledge management systems Weaknesses of the article The measures included in the research are from other papers and could be questionable. Title and reference of the article Kim, S, and Lee, H, 2005, ‘Employee Knowledge Sharing- Capabilities in Public and Private Organizations: Does Organizational Context Matter?’, 38th Hawaii International Conference on System Sciences (HICSS), January 5-7th, 2005. Type of article Research paper: Syracuse University and Computerization Agency Aim of the article The main aim was to establish the firms that use KM systems and whether they are successful or not. This study has been executed in private and public sectors. Sample. location, method of data collection and analysis Sample: 322 (162 from 5 South Korean parastatals and 160 from 5 private companies) 80% response rate selected via contacts so as to represent a range of positions and age groups. Instruments: Questionnaires on hard copy. Analysis; Results were measured on a 7-point Likert scale. Factor analysis was used since the state resources were reliable. Regression analysis was used in comparison of organizational elements, control variables and knowledge sharing activities. In further regression analysis the results of public and private organizations were compared. Findings The regression analysis showed that the public sector organizations are less effective in knowledge management and hence perform poorly. The private sector was using knowledge management systems and was enjoying many benefits as a result of making that choice. Significance of the article in relation to knowledge management systems The research shows that it is time that governments started applying KM systems in their organization. Strengths of the article The study is fairly accurate, the logical procedures are easy to follow and understand all the content in it and the theories used. It also has supported the procedures used in the entire study and the findings are well presented. Weaknesses of the article Enough attention was not paid to the end user IT applications in the public sector yet it contributes greatly towards commitment in public sector organizations. Title and reference of the article Hansen, M, T, 2002, ‘Knowledge networks: Explaining effective Knowledge Sharing in Multiunit companies’, Organization Science, Vol. 13, No. 3, May- June 2002, pp. 232-148. Type of article Research article: Harvard Business School. Aim of the article The main aim was to come up with the elements which lead to effective knowledge management in multiunit firms Sample, location, method of data collection and data analysis Sample: 120 new product development projects were examined out of 41 business units were examined in one electronics firm. Instruments: Interviews and questionnaires were handed to the project managers and even there was also own observation. Analysis: The responses of interviewees were analyzed; observations were coded to give rise to variables. From this it was possible to get the amount knowledge acquired and the completion rate. The Tobit model was used to determine the completion ate and amount of knowledge shared. Findings 1. Projects that were closely related in terms of knowledge required were completed. 2. Though supported, knowledge transfer of encoded information made projects take longer than usual before completion. Significance of the article in relation to knowledge management systems This article points out that when using KM systems firms must be careful not to overlook some hidden costs. Strength of the article The article studies the internal operations so as to cross check the effectiveness of knowledge management in collaborating companies. The study of internal operations seeks to ensure that nothing is overlooked. This ensures that everything is clear when making important organizational decisions. Weaknesses of the article The study is subjective and is dependant on the author’s opinion. It only uses the study of completion time and knowledge acquired. Title and reference of the article Chini, T, C, and Ambos, B, 2005, ‘Capabilities, cultural distance and the effectiveness of knowledge flows within the MNC’, Academy of Management Proceedings 2005, pp. J1- J6. Type of article Research article: London Business School and University of Edinburgh. Sample, location, method of data collection and analysis Sample: 324 European based multinational corporation selected from the top 500 multinational corporations with at least 6 subsidiaries abroad and strata of 10 industries. Method: Questionnaires Analysis: Regression analysis is used to test three hypotheses. The measurement for the independent variable is ‘Knowledge Transfer Effectiveness’. Findings 1. Knowledge transfer capabilities increase the effectiveness of KM systems. 2. System capabilities enhance knowledge management (KM). Significance of the article in relation to knowledge management systems Information flow in a MNC is faster if they are using the KM system. Strengths of the article The research mainly deals with how knowledge is transferred. The ability to decrease the gap between ranks enhances transfer of knowledge leading to competitive advantages Weakness of the article The research is based on very few variables making the conclusions doubtful. The author also assumes that all MNC’s apply the same organizational capabilities though out the world. From the above bibliography, it is clear that firms that are implementing KM systems are performing better and earning more profits. All firms need to consider having these systems so as to adequately meet their optimization goal. References Chini, T.C. and Ambos, B. (2005) “Capabilities, cultural distance and the effectiveness of knowledge flows within the MNC”, Academy of Management Proceedings 2005, pp. J1- J6 Hansen, M. T. (2002) “Knowledge networks: Explaining effective Knowledge Sharing in Multiunit companies”, Organization Science, Vol. 13, No. 3, May-June 2002, pp. 232- 148 Kim, S. and Lee, H. (2005) “Employee Knowledge Sharing- Capabilities in Public and Private Organizations: Does Organizational Context Matter?” 38th Hawaii International Conference on System Sciences (HICSS); January 5-7th, 2005 Steyn, C. and Kahn, M. (2008) “Towards the development of a knowledge management practices survey for application in knowledge intensive organizations”, South African Journal of Business Management, vol. 39, nr. 1, pp. 45-53 Yang, C. and Chen, L.-C. (2005) “Can organizational knowledge capabilities affect knowledge sharing behavior”, Journal of Information Science, Vol. 33, Nr. 1, pp. 95-109 Read More