Knowledge Management and System Thinking in Deanship of - Research Paper Example

Knowledge Management Name Professor Institution Course Date Knowledge Management Table of Contents Knowledge Management 2 Table of Contents 2 1.0 Introduction 3 2.0 Literature Review 4 2.1 KM Definitions and Concepts 4 2.2 Knowledge Management Disciplines 5 2.3 Knowledge Sharing and Dissemination 6 2.4 Knowledge management schools of thought 6 2.4.1Community of practice 7 2.4.2 Social network analysis 7 2.4.3 Intellectual capital 8 2.4. 4 Information theory 8 2.4.5 Complexity science 9 2.4.6 Constructivism 9 3.0 Problem Identification 9 4.0 Knowledge sharing and Dissemination in Deanship of Research in Sultan Qaboos University 10 5.0 Explicit Knowledge and Tacit Knowledge in Deanship of Research in Sultan Qaboos University 12 6.0 Codification and Personalization in Deanship of Research 13 7.0 Communities of Practices in Deanship of Research 14 8.0 Disciplines of Learning Organization in Deanship of Research 14 9.0 Knowledge Management and System thinking in Deanship of Research 15 10.0 Research Methodology 16 12.0 Recommendations 18 12.1 Technology culture 18 12.2 Training 19 12.3 Spending on technology and human resource 19 13.0 References 20 14.0 Appendices 24 15.0 Interview Questions 25 1.0 Introduction In 21st century, studies and literature on knowledge management has intensified in different economies as management theorists try to bring something new to the field of management. Rašula, Vukšić and Štemberger (2012, p.147) stated that for several firms, the fast technological change in this era has put pressure on companies to implement knowledge management to put them ahead of the rest in terms of strategy. It means, knowledge has currently become one of the most crucial factors of production almost similar to land, labour and capital (Rašula, Vukšić & Štemberger 2012, p.147). Despite the current focus of embracing knowledge management as part of the organizational culture, managers still face challenges of adopting this concept due to various challenges of technology and inadequate knowledge on management. A research into Deanship of Research at Sultan Qaboos University shows that that institution faces serious challenges in the quest to adopting knowledge management hence shortcomings in knowledge sharing and dissemination (AlRashdi & Srinivas 2016, p. 32). Therefore, this report will analyze various challenges the institution faces in starting knowledge management initiative and how this affects knowledge sharing and dissemination in reference to people, technology and process. 2.0 Literature Review 2.1 KM Definitions and Concepts With the study of knowledge management increasing in the recent years, various definitions have been proposed by different management theories. Booker, Bontis and Serenko (2008, p.236) knowledge management shortened as KM is described as the practice of use a logical approach to the develop, capture, structure and disseminate knowledge all through the organization to increase efficiency, re-apply the best practices, and decrease the tiresome rework that managers or employees can face if they are to work from one project to another. On the other hand, Bhojaraju (2005, p.37) defined knowledge management as the practice of collecting, structuring, and sharing staffs' knowledge capital all over the organization. Shannak, Masa’deh and Akour (2012, p. 134) contended that Just like Management, the concept of knowledge management involves planning, organizing, monitoring and motivating of people, systems and process within the firm to make sure that the knowledge-based assets are enhanced and successfully employed. Edwards (2011, p.298) claimed that knowledge-based assets consist of knowledge on the basis of the printed documents like manuals and patents, knowledge kept inside electronic storage like the database. In most cases, the concept of KM revolves around people, technology and processes. Furthermore, Chatti (2012, p. 830) argued that the concept of adopting knowledge is based on idea of “saving it, since it could be useful in future.’ Through knowledge management, institutions endeavors to create or acquire potentially valuable knowledge, and make it accessible to employees who can make use of it now and in future in quest to positively influence the performance of the organization. 2.2 Knowledge Management Disciplines The growth of knowledge management has resulted to various thoughts and debates among various scholars. As the area of research matures various theories and the practice have been documented including techno-centric, Organizational and Ecological (Spender & Scherer 2007, p. 6). As the name suggests, techno-centric means knowledge management which is focused on technology. Various authors have argued that technology plays a very important role in knowledge management and can be used to gain competitive. Sagar & Kim (2015, p. 145) posited that technology can be used to develop knowledge, store, transfer and disseminate knowledge. Many researchers postulate that technology plays a big part in formulating organizational knowledge or formula the company uses to produce and compete with others in the market. Similarly, technology can be used to communicate or rather transfer and disseminate all over the organization. Technology can also be used to store the knowledge for future use. Spender and Scherer (2007, p. 11) asserted that most scholars therefore claim that techno-centric organization focus on technology which an aim of improving knowledge creation and creation. Organizational is another perspective which had emerged as a result of extensive studies on knowledge management. Shannak, Masa’dehand and Akour (2012, p. 145) opined that it is the organization which knowledge will serve to improve its performance therefore it must be designed in a particular way to enable the smooth incorporation and flow of the knowledge. Organizations are normally structured in a particular way which is either simple or complex. Unlike simple, complex organizations have several layers creating several lines of command, making it difficult for information and knowledge to disseminate all through the organization (Shannak, Masa’dehand & Akour 2012, p. 146). In such circumstance, even managing knowledge becomes difficult for managers. However, some organizations have a tall and wide organization structure such as matrix but still have a clear line of command and efficient flow communication. In such organizations, it is easy for knowledge sharing and dissemination. It is for that reason why some organizations are said to be focusing on organizational to enable knowledge processes. In addition, research on knowledge also discovered ecological theory and practice. Ecology implies to the study of relationship of living things and in this situation human beings and environmental phenomena. Becerra-Fernandez and Sabherwal (2010, p.78) asserted that organization where knowledge is used operates within an environment where people interact with one another, process, and with knowledge. Singh (2013, p.63) claimed that since the knowledge affects the environment, some companies which implements knowledge management usually focuses on the relationship between the people and its environment. 2.3 Knowledge Sharing and Dissemination According to Wang, Wang & Liang (2014, p. 231) Knowledge Sharing and Dissemination is described as the action whereby knowledge (including information, expertise or skills) is distributed or exchanged amongst employees within an organization. Knowledge sharing can be done face to face or through a network such as intranet (Sharma, Singh & Neha 2012, p. 36). 2.4 Knowledge management schools of thought The debate and researches on knowledge management have also been explained in different schools of thought comprising of community of practice, intellectual capital, social network analysis, information theory, constructivism and complexity science. 2.4.1Community of practice The theme of the Community of Practice has been talked about in the field of management since early 1990s and has drawn a lot of attention from professionals and academic across the world (Kimble, Hildreth & Bourdon 2008, p.5). In the process, community of Practice has been made a strategic perspective for instilling learning and knowledge transfer. Kimble, Hildreth and Bourdon (2008, p. 15) defined as interactive and collaborative networks of the people who a profession or craft. The scholars in the field of management claim that community of practice can evolve since organization some members normally have a shared objective in a certain area or domain, or it can evolve with the objective of attaining knowledge linked to a particular field. Duguid (2005, p.110) contended that since they have members has a common interest or career, they share information, knowledge and experiences with each other, they develop themselves and professionally and personally. Similarly, they can form a virtual (online) community where they discuss things related to their jobs. The members believe in three forms of knowledge; entrenched in individuals, knowledge as an object and knowledge entrenched in the community (Duguid 2005, p.111). 2.4.2 Social network analysis Hanneman and Riddle (2011, p.7) described social network analysis as the common set of methods which applies indices of the relatedness amongst people to generate the illustrations of social positions and social structures which are intrinsic in the groups or dyads. The social network is defined as just a collection of actors such as people or other entities and their correlations with one another (Pattillo et al. 2011, p. 33). Even though individuals are independent, they live in an organization which is more of a social entity and the success of their socialization depends on how they share knowledge. 2.4.3 Intellectual capital Wang, Wang & Liang (2014, p. 234) postulated that Intellectual capital can be defined as an intangible value which has been captured, formalized and leveraged in order to generate great value asset. The intangible value here covers even human capital and the value which is intrinsic within their relations and all valuable things that staff leave when they go home. Most researchers of knowledge management argue that intellectual capital comprise of three components, including human capital, structural capital and relational capital (Wang, Wang & Liang (2014, p. 238). The human capital consists of know-how, experience, skills, expertise and capabilities of the staffs. On the other hand, structural (organizational) capital in knowledge management comprises of the systems, policies, culture, networks and distribution channels (Booker, Bontis & Serenko 2008, p.239). Relational capital majorly in customer based and it includes connections which the company customers such as loyalty, orders and market share. When the value of intellectual capital is high the organization becomes very innovative; factors which can make an organization have a competitive advantage even if the employees leave. 2.4. 4 Information theory Information theory assesses how information is transmitted, processed, utilized. The same can also be attributed to how knowledge is shared and used in the organization. Borda (2011) stated that during the transfer of knowledge the message passes through some strident channels which can distort it. However, Cover and Thomas (2006, p. 54) the same scholar argued that within the communication medium there are codes which are able to reconstruct such information and make meaningful to it with low chances of error. 2.4.5 Complexity science Chu, Strand and Fjelland (2003, p. 20) pointed out that the research on complex science is a new approach which examines how correlations between parts of a system forms shared actions and how such system interrelates and creates correlations with the environment. Complexity science can be viewed in terms of an organization which have several departments which comes together as a big brand (Graeme 2008, p.15). A case in point is the Deanship of Research which is part of Sultan Qaboos University and its actions forms part of the larger organization’s culture or the institution’s knowledge. 2.4.6 Constructivism Tobias and Duffy (2009, p. 89) described constructivism as the philosophical perspective concerning knowing something. The theorist of this term argues that human beings normally make meaning or gain some knowledge when they interact with environment. In knowledge management point of view, constructivism emphasizes on how the knowledge is developed and giving a strong significance to the holder of knowledge (Tobias and Duffy 2009, p. 93). For instance, at an organization, employees interact and through interaction their share information and ideas in which individuals normal create meaning to them. At Deanship of Research at Sultan Qaboos University, students and professors meet, interact and exchange views which they assign meaning to and forms knowledge (AlRashdi & Srinivas 2016, p.36). The knowledge which is highly accepted within the institution has turned out to be organizational knowledge. 3.0 Problem Identification Over the years, Oman institutions have faced challenges of knowledge management which has affected the efficiency of their operation. A case in point has been Deanship of Research at Sultan Qaboos University which has been operating in society where people preferred traditional mode of knowledge sharing and communication majorly through face-to-face (Al-Busaidi et al. 2010, p.5). In this form of environment, employees resistant to application of IT in management of knowledge have highly been witnessed. According to Al-Gharbi and Naqvi (2008, p.31), it is believed that openness of the Internet-oriented technology has raised the fear to use technology in knowledge management, based on the fact that technology can disclose business dealings and social secrets. The research has also found out that factors like education, psychological and social factors, language, organization culture and awareness prohibits staff at Deanship of Research at Sultan Qaboos University from enjoying the benefits of using technology in knowledge management (Al-Busaidi et al., G 2010, p. 5). Deanship of Research at Sultan Qaboos University also faces a challenge of knowledge management, particularly knowledge sharing due to its complex organizational structure (AlRashdi & Srinivas 2016, p. 38). The university structure is rigid, thus hindering the information flow from the top management level to the bottom. Al-Gharbi & Naqvi (2008, p.28) pointed out that offices within the university have data and information which are locked in the documents and are just accessible to few people. Another problem faced by the university is that every school or faculty has employees who have a specific work. It means that if an employee is absent, there is no one to cover for his or her place. Therefore, their work will delay. 4.0 Knowledge sharing and Dissemination in Deanship of Research in Sultan Qaboos University As stated earlier, knowledge sharing and the dissemination implies to the offering of job information and expertise and distribution throughout the company to assist others solve challenges, create new ideas and implement various policies (Wang, Wang & Liang (2014, p. 231). Knowledge sharing and the dissemination can take place through face-to-face communication, written correspondence and over a network platform. Al-Gharbi and Naqvi (2008, p. 33) have argued that the advancement of technology has changed the process of Knowledge Sharing and Dissemination from word of mouth to using technological platforms and applications such as mails, intranets and telephones. Emails are common in platforms for sharing and disseminating knowledge in the workplaces today. However, challenges emerge particularly in companies where people have not inculcated the organization culture of using technology to share knowledge. Deanship of Research in Sultan Qaboos University management has not adequately implemented a culture of technology within the institution (Al-Gharbi & Naqvi 2008, p. 32). Employees at Deanship of Research in Sultan Qaboos also have a problem comprehending the knowledge as most of it is usually in English which is a foreign language in Oman. It simply implies that when such few members who have the knowledge decides to quit, the knowledge he or she posses would be lost and the organization will need to train other or impact new knowledge to the remaining organizational members. The process can prove to be costly in terms of time and financial resources. In addition, challenge of sharing and disseminating information normally arises in a situation where members of the organization have inadequate knowledge of technology. Such situation is highly evident at Deanship of Research in Sultan Qaboos University in Oman. Al-Busaidi et al. (2010, p. 7) opined that the challenge is prompted by the fact that Oman education system has not often put more focus in technology. As stated earlier, Deanship of Research in Sultan Qaboos University is a large organization with schools and faculty such as medicine, social sciences and arts and economics among others, sharing of knowledge become difficult as it can get lost within the system without reaching to most of the employees (AlRashdi & Srinivas 2016, p. 32). The management has tried to minimize such situation through the establishment of intranet where communication is done through company network and knowledge is stored within electronic storage devices for future reference. 5.0 Explicit Knowledge and Tacit Knowledge in Deanship of Research in Sultan Qaboos University In knowledge management research, there are only two categories of knowledge which have ever been discovered, and they include explicit and tacit knowledge (appendix 1). Explicit knowledge can be described as form of knowledge which can be stored, is a formal type of knowledge which is stored and shared into particular codified methods like libraries, books, databases, computer files and manuals (Dalkir 2005). On the other hand, tacit knowledge can be described as one which is greatly personal and entrenched within a person’s work practice or daily life. Tacit knowledge is said to reside within the behavior and mind of people, common-sense and the inner intuition. A research into Deanship of Research in Sultan Qaboos University shows that the institution uses both the two categories of knowledge in quest to improve the management of the institution. AlRashdi and Srinivas (2016, p. 31) stated that explicit knowledge has contributed greatly and positively to the development of Deanship of Research in Sultan Qaboos University over the years, even more than tacit knowledge. The institution has its policies which governs the management on student intake, professor and subordinate recruitment and in decision making. The institution also has its culture which guides the students, professors and the management on how to conduct themselves. Most of this knowledge is documented and shared with students and new employees upon their admission. Deanship of Research in Sultan Qaboos University also has library with magazines and other reports which new students and management can read about the university. However, Deanship of Research in Sultan Qaboos University also uses tacit knowledge to organize and manage the organization. Students and staffs who have spends some years in the institution have been have acquired the tacit knowledge and know the required behavior (AlRashdi & Srinivas 2016, p. 31). However, such knowledge does not contribute much because it cannot easily be shared or transferred from one member of the organization to another. 6.0 Codification and Personalization in Deanship of Research Codification is situation where knowledge can be captured and stored within a device such as database, books and in electronic devices. The objective of the codification is usually to re-use the knowledge in the future. The process normally entails extracting knowledge from individuals and storing where it could be used to solve a problem of similar nature in future. Deanship of Research in Sultan Qaboos University is an institution which carries out researches and impacts knowledge on students. The research is codified into knowledge and store in database, books, memory cards and flash disk among others and can be used to improve research in the same area in future or can be used to solve societal problems. Student are assigned tasks like research paper and thesis, which are then stored in pdf or word file in university portals or computers. In addition, student details are stored in the database for future references. On the other hand, personalization focuses on knowledge that has been developed and shared direct in face to face mode. Personalization partly works in Deanship of Research in Sultan Qaboos University but just to employees sharing offices or faculty. However, knowledge may not successfully be shared or disseminated into the whole organization because it has a complex structure. The message only works in flat organization where staffs frequently meet face to face to share ideas and knowledge. 7.0 Communities of Practices in Deanship of Research The community of practice is much visible at Deanship of Research in Sultan Qaboos University. As an institution of higher learning, there are several students who share a profession. The situation experience also manifests itself among staffs as there are several people who work within the faculty and belong to same line of profession (AlRashdi & Srinivas 2016, p. 38). As the staffs or students work together, they share knowledge hence they enhance their career development (Duguid 2005, p.110). For instance, the research department has several staffs who share knowledge about various fields to ensure the research runs smooth and brings a new idea or solution to the society. The sharing or knowledge takes place in the field, within the office settings and even during lunchtime. The employees can also create "virtual community of practice" to interact and collaborate online (Duguid 2005, p. 112). The research department within Deanship of Research in Sultan Qaboos is also installed with electronic system where share knowledge and information online. 8.0 Disciplines of Learning Organization in Deanship of Research Organizational learning is often complements knowledge management. King (2009, p.5) stated that while knowledge management is the use a logical approach to develop, capture, structure and disseminate knowledge all through the organization, learning organization entails embedding the knowledge which has member of the organization have learned in order that it can constantly enhance its behaviors and practices and nurture the attainment of its objectives. Deanship of Research in Sultan Qaboos just like some contemporary organizations, have the strategy of learning organization to ensure knowledge is nurtured, enhanced and passed (Mishra & Bhaskar 2011, p. 345). This means there is a continuation of the knowledge from current employees and future ones. Deanship of Research in Sultan Qaboos is considered a learning organization as it majors in research, and repeatedly impacts knowledge into students who are admitted every year (Sultan Qaboos University 2016). 9.0 Knowledge Management and System thinking in Deanship of Research Knowledge movement happens within a system which is the organization (Rubenstein-Montano et al 2001, p. 5). Within the there are which forms the whole system. For instance, Deanship of Research is part of Sultan Qaboos University, which works alongside other parts which makes sharing of know successful. Due to the fact that some dynamic features of the system are not present when such system is disengaged into the small parts and to be efficient its needs that all its components fit together, there is a need for system thinking in order to understand system’s behavior (Skyttner 2006, p. 47). This is because system thinking framework considers the problem as a whole in the process of problem-solving. Putting it into perspective of organization in study, it is apparent that Deanship of Research is part of Sultan Qaboos University and some parts are needed for the share and transfer knowledge in the whole organization. Other parts are majorly the faculties such as school of social sciences as medicine, social sciences and arts and economics among others and are interconnected to form a large organization (Sultan Qaboos University 2016). Bringing this system as one unit needs effective networking where every part is first fix to the perfection before enjoining it to the other parts. For example, for efficient knowledge sharing or transfer to the rest of faculties of Sultan Qaboos University, Deanship of Research assess if its people and the knowledge they posses and technology infrastructure on their side. Deanship of Research has members who have the explicit and tacit knowledge as they are always engaged in research which are directed towards solving current and future problems. Furthermore, AlRashdi and Srinivas (2016, p.36) claimed that Deanship of Research is integrated with information technology which can be used to share knowledge in parts of the system (other faculties). 10.0 Research Methodology This study made use of both secondary and primary data sources in the gathering of data. In particular, the questionnaires and literature comprising of journals, websites, articles and books, was used in this research. The managers comprising both male and female i.e. Ms Zahra Al Siyabi- Research Coordinator and MrYahya Al Miqbali- Head of Internal and Joint Research Grant Section from Deanship of Research in Sultan Qaboos University were interviewed to give an insight on knowledge management at the institution. In other words, Deanship of Research in Sultan Qaboos University was used as the population sample of this study. These two respondents took part in an online survey via the university portal. The participants received link and email in their university portal notifying them to respond to the online questionnaire. The questionnaire contained four for each major primarily concentrating on knowledge based on aspects such as technology, knowledge sharing, and performance and competitive advantage. 11.0 Analysis and Discussion The research carried out into Deanship of Research in Sultan Qaboos University has highlighted various milestones made by the institution and challenges too (AlRashdi & Srinivas 2016, p. 35). Some of the issues found out on the articles, journals, books and interviews have found out both positive and negative advances in knowledge management. The research from the websites and journals reveals that the organization actually practices knowledge management. Deanship of Research has physical libraries, technology and research department where it develops, capture, share and disseminates knowledge into the organization (AlRashdi & Srinivas 2016, p. 35). Library plays a role in storing knowledge in the books, journals, videos and magazines for future references. The university has adopted technology such as internet, computers, databases and other electronic systems which they use in knowledge management. Internet is used for research in formulation of knowledge. As department which deals with research, the interview of Deanship of Research managers has found out that the university actually uses part of its research as knowledge which they use for improve different areas. Similarly, the technology can be used to share and disseminate know across the organization (AlRashdi & Srinivas 2016, p. 36). Member of the same organization or faculty with Sultan Qaboos University just need an email or any other form of intranet to share knowledge across the organization. The technology makes work easier as members of the organization do not need to work from desk to desk seeking the same knowledge which can promptly be shared and disseminated within the organization. As part of the explicit knowledge element, technology can be used to store knowledge which can be of reference in the future (Al-Gharbi & Naqvi 2008). The analysis of past studies and the results of questionnaires and interviews show that there is sufficient infrastructural interest and readiness in Deanship of Research in Sultan Qaboos University to kick off knowledge sharing. Despite the milestone made, the institution stills faces challenges of knowledge sharing. Members of the organization, both students and staff have not embraced the culture of using technology in communication. The research has shown that 7 percent of the employees at Deanship of Research in Sultan Qaboos University do not understand what knowledge management is. Similarly, only about 93 percent of the staff have knowledge in knowledge sharing as shown in the appendix 2 below (Al-Gharbi & Naqvi 2008, p.36). Despite of knowing knowledge management, some employees and students fear using technology from the argument and belief that their personal information can be stolen. Omani’s education does not put more emphasis on technology hence staff finds it hard to use technology. The sharing of knowledge has also been affected by lack of the standard procedures and administrative policies. 12.0 Recommendations Based on the research carried out under this proposal, the following recommendations have been made for the performance improvement of Deanship of Research in Sultan Qaboos University. 12.1 Technology culture Technology culture has been lacking in institutions in Oman hence hindering the process of knowledge management. Lack of technological culture is brought about by lack of focus on discipline by education system. Similarly, many people think that technology exposes business and personal secrets. As a result, even the staff at Deanship of Research in Sultan Qaboos University has not sufficiently adopted the use of technology in knowledge management. Therefore, this research advices the institution that, if they want to improve the knowledge management, they must foster the use of technology. This can be done through by incorporating the use of technology within their curriculum, in classes and offices. 12.2 Training As stated earlier Oman staffs and students have little knowledge of information yet it is pivotal in the knowledge management particularly in knowledge capture, sharing and storage. This gap can be bridged through effective training on IT and knowledge management. This particular training should be developed to offer knowledge to staffs and students on knowledge management practices which will assist them practice process based on scientific methodology. 12.3 Spending on technology and human resource The institution decision on knowledge management needs to be based on analysis of the past and present data. The current data shows that organization which leads in knowledge management has spent highly in information technology and human resources. Having latest technology with large storage capacity ensures the organization has capability to capture, store and share large number of knowledge. Similarly, the organization need to hire people who have great knowledge on technology to train staffs on how to manage knowledge. Spending highly on human resource, for instance good remuneration and other motivation practices will prevent employees’ turnover. As a result, the institution can retain knowledge which could have lost if the employees quit. 13.0 References Al-Gharbi, K.N & Naqvi, S.J 2008, The use of Intranet by Omani organizations in knowledge management, International Journal of Education and Development using Information and Communication Technology (IJEDICT), 2008, Vol. 4, Issue 1, pp. 27-40. Al-Busaidi, K.A, Olfman, L, Ryan, T, Leroy, G 2010, Sharing Knowledge to A Knowledge Management System: Examining the Motivators and the Benefits in an Omani Organization, Journal of Organizational Knowledge Management, Vol. 2010, No.12, pp.1-12 AlRashdi, S & Srinivas S 2016, ‘Driving Knowledge Sharing Initiatives in Sultan Qaboos University (SQU) Libraries for Enhanced Collaboration,’ The Electronic Journal of Knowledge Management Vol.14, No.1, pp.31-44 Becerra-Fernandez, I & Sabherwal, R 2010, Knowledge Management: Systems and Processes, M.E. Sharpe Inc, New York. Bhojaraju G 2005, ‘Knowledge Management: Why Do We Need It For Corporate’, Malaysian Journal of Library & Information Science, Vol. 10, no.2, pp. 37-50 Booker, L, Bontis, N & Serenko, A 2008, ‘The relevance of knowledge management and intellectual capital research’, Knowledge and Process Management Vol.15, No.4, pp. 235–246. Borda, M 2011, Fundamentals in Information Theory and Coding, Springer Chatti, M 2012, ‘Knowledge Management: A Personal Knowledge Network Perspective’, Journal of Knowledge Management, Vol. 16, No.5, pp. 829-844 Chu, D, Strand, R, & Fjelland, R 2003, ‘Theories of complexity’, Complexity Vol.8, No.3, pp.19–30 Cover, T & Thomas, J.A 2006, Elements of information theory (2nd ed.), Wiley-Interscience, New York Dalkir, K 2005, Knowledge Management in Theory and Practice, Elsevier Inc. Duguid, P 2005, ‘The Art of Knowing: Social and Tacit Dimensions of Knowledge and the Limits of the Community of Practice’ The Information Society (Taylor & Francis Inc.) Vol.21, pp.109–118 Edwards, J 2011, A Process View of Knowledge Management: It Ain’t What you do, it’s the way That you do it”, The Electronic Journal of Knowledge Management Vol.9, No.4, pp. 297-306 Graeme, D.S 2008, ‘A general theory of complex living systems: Exploring the demand side of dynamics,’ Complexity Vol.13, No.6, pp. 12–20 Hanneman, R.A & Riddle, M 2011, Concepts and Measures for Basic Network Analysis: The Sage Handbook of Social Network Analysis, SAGE, pp. 346–347 Kimble, C, Hildreth, P & Bourdon, I 2008, Communities of Practice: Creating Learning Environments for Educators, Information Age Publishing King, W.R 2009, ‘Knowledge Management and Organizational Learning’, Annals of Information Systems, pp.3-13 Mishra, B & Bhaskar, A 2011, ‘Knowledge Management Process in Two Learning Organizations’, Journal of Knowledge Management, Vol.15, No.2, pp. 344-359. Pattillo et al. 2011, Clique Relaxation Models In Social Network Analysis, In Thai, My T. & Pardalos, Panos M. Handbook of Optimization in Complex Networks: Communication And Social Networks, Springer. Rašula, J, Vukšić, V.B & Štemberger, M.I 2012, ‘The Impact of Knowledge Management on Organizational Performance’, Economic And Business Review, Vol. 14, No. 2, pp.147–168 Rubenstein-Montano, B, Liebowitz, J, Buchwalter, J, McCaw, D, Newman, B & Rebeck , K 2001, A systems thinking framework for knowledge management, Decision Support Systems, Vol.31, pp.5–16 Sagar, S & Kim, S.-K, 2015, 'The Study for Adapting Knowledge Sharing Technologies into Indian Education Market', International Journal of Information and Education Technology, vol. 5, no.7, pp. 145-161 Sharma, B, Singh, M & Neha, W 2012, ‘Knowledge Sharing Barriers: An Approach of Interpretive Structural Modeling’, Journal of Knowledge Management, Vol.3, pp. 35-52. Shannak, R, Masa’deh, R & Akour, M 2012, ‘Knowledge Management Strategy Building: Literature Review’, European Scientific Journal, Vol.8, No.15, pp. 143-168. Singh, J 2013, Practicing Knowledge Management System', International Journal of Information, Business and Management, vol. 5, no. 4, pp. 59-74 Skyttner, L 2006,General Systems Theory: Problems, Perspective, Practice, World Scientific Publishing Company. Spender, J.C & Scherer, A.G 2007, ‘The Philosophical Foundations of Knowledge Management: Editors' Introduction’, Organization Vol.14, No.1, pp. 5–28. Sultan Qaboos University 2016, Deanship of Research, Viewed 7th July 2016 from http://www.squ.edu.om/dor/ Tobias, S & Duffy, T. M 2009, Constructivist instruction: Success or failure? Taylor & Francis, New York. Wang, Z, Wang, N & Liang, H 2014, ‘Knowledge Sharing, Intellectual Capital and Firm Performance’, Management Decision, Vol.52, No.3, pp. 230-258. 14.0 Appendices Appendix 1: Explicit and Tacit Knowledge Appendix 2: part of the interview questions 15.0 Interview Questions The first interview was conducted with Ms Zahra Al Siyabi- Research Coordinator which sought to understand the milestone and challenges the company has faced with regard to knowledge management. During this interview, four critical questions were asked. Interviewer: Does the staff at Deanship of Research in Sultan Qaboos University understand the word “knowledge management”? Ms Zahra Al Siyabi: Interviewer: What do you think are the prospective barriers which obstruct efficient? knowledge sharing within Deanship of Research in Sultan Qaboos University? Ms Zahra Al Siyabi: Interviewer: What is staff’s opinion on approaches to encourage knowledge sharing? Ms Zahra Al Siyabi: Interviewer: Do staff leaving the institution share their personal knowledge? Ms Zahra Al Siyabi: Interviewer: Do you think there is there is a positive correlation between knowledge management and organizational performance? Ms Zahra Al Siyabi. The second interviewed seek MrYahya Al Miqbali- Head of Internal and Joint Research Grant Section’s opinion on a number of issues revolving around knowledge management. Interviewer: Does your employees appreciate the role of technology in knowledge management? Mr Yahya Al Miqbali: Interviewer: Does your organization consider knowledge management in its management strategies? Mr Yahya Al Miqbali: Interviewer: Do you think engaging in knowledge management has helped your organization gain competitive advantage? Mr Yahya Al Miqbali: Interviewer: Has your organization has achieved its objective in referencing to knowledge sharing? Mr Yahya Al Miqbali: Read More