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on Knowledge Management and Knowledge Economy |
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Issue of 2017‒12‒18
six papers chosen by Laura Ştefănescu Centrul European de Studii Manageriale în Administrarea Afacerilor |
| By: | Mohajan, Haradhan; Islam, Shahidul; Shome, Falguni |
| Abstract: | At present the organizations of the world are moving towards an efficient knowledge based development environment. Knowledge sharing is an important tool that turns individual knowledge into group organizational knowledge. Knowledge sharing among employees is a procedure which passes skills and qualifications from one person to another to solve problems, develop new ideas, or implement policies or procedures. Future success of an organization depends on effective knowledge sharing. In this study a survey is conducted among 163 employees in different organizations on knowledge sharing. Data are collected on questionnaire survey on ‘Likert five point scale’ to measure the observed variables. Factor analysis and structure equation model are developed from collected data by SPSS 20 and AMOS 21. Research shows that knowledge sharing increases the knowledge management practice environment and efficiency of the organization. An attempt has been taken here to show that knowledge sharing increases knowledge management practice. |
| Keywords: | Knowledge sharing, knowledge management, organization |
| JEL: | I25 I31 |
| Date: | 2017–05–10 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:83042&r=knm |
| By: | Mohajan, Haradhan |
| Abstract: | Knowledge is mainly divided into two types: tacit and explicit. The purpose of this study is to examine the concept of tacit knowledge and the application of it for the development of organizations. It is evident that tacit knowledge has a strong connection with the research area of knowledge management. The present global economy is tacit knowledge based for the sustainable development. Since it is very complex in its nature, therefore acquire and extract of tacit knowledge is not a very easy task. It is unwritten, unspoken and hidden vast storehouse of knowledge of a person. It stresses on the success and well-being of humankind. It is obtained as a result of the direct interaction between individuals and their environments. The paper analyzes the importance of tacit knowledge for the sustaining of the long-term capabilities and performance in organizations. An attempt has been taken here to discuss sharing of tacit knowledge in organizations. This paper also tries to explore the properties of tacit knowledge in some detailed. |
| Keywords: | Explicit and tacit knowledge, knowledge management, knowledge sharing, knowledge transfer. |
| JEL: | I2 O1 |
| Date: | 2017–01–02 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:83040&r=knm |
| By: | Mohajan, Haradhan |
| Abstract: | At present knowledge is an essential element of production, next to labor, land and capital. Knowledge is considered as a collection of experience, appropriate information and skilled insight which offers a structure for estimating and integrating new experiences and information. Due to the recent development of science and technology, knowledge becomes an essential part in every organization. In organizations, knowledge is considered as a storehouse of intelligent for the development of the organizations. Achievement of new knowledge is one of the greatest challenges in the building of intelligent systems in every organization. Employees in institutions must be sincere for the creation and sharing of knowledge to increase their effectiveness in the workplace. A knowledge map is the pictorial illustration of the achieved information from a huge collection of data. It helps an organization to realize how the loss of staff influences intellectual capital, to assist with the selection of terms, and to match technology to knowledge needs and processes. This paper highlights knowledge map which contributes a fundamental role for better knowledge management and learning. Knowledge sharing and transfer are good techniques to exchange knowledge among the organizations which help organizations to explain their level of knowledge internally and externally. An attempt has been made here to analyze in brief the significance of transfer of knowledge. |
| Keywords: | Explicit knowledge, Knowledge mapping, SECI model, Sharing and transferring knowledge, Tacit Knowledge. |
| JEL: | I2 I25 |
| Date: | 2016–04–18 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:83041&r=knm |
| By: | Mohajan, Haradhan |
| Abstract: | Knowledge is the most important factor of production, next to labor, land and capital. It is about managing and sharing knowledge for the development of an organization. In the competitive business world, knowledge management (KM) has become more essential for the sustainable development of organizations. In the 21st century knowledge and KM become the most professional element in many fields of knowledge, such as, education, cognitive science, health, sociology, management science, information science, computer science, information and technology, economics, philosophy, psychology, knowledge engineering, artificial intelligence and all branches of business. Through the application of successful KM, organizations can improve their effectiveness and can gain competitive advantage. KM helps in the decision making process for the benefit of a company. It leads to higher efficiency in terms of less duplication of work, followed by notably better performance, enhancing new staffs’ capabilities and better quality decisions. The paper discusses the fundamentals and the importance of KM for professionals, users and technology experts. This article also examines the concepts of knowledge and KM in organizations. The major challenges and barriers for implementation of KM in organizations are discussed in some details. Additionally, the paper discusses the proficiencies, responsibilities, profiles and the roles of a knowledge manager. An attempt has been taken here to enhance knowledge related efficiencies in any organization. |
| Keywords: | Explicit and tacit knowledge, Knowledge management, Organizations, Education, Knowledge sharing, KM Benefits |
| JEL: | O2 O20 O21 |
| Date: | 2017–01–14 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:83038&r=knm |
| By: | Waldinger, Fabian |
| Abstract: | I examine the role of human and physical capital for the creation of scientific knowledge. I address the endogeneity of human and physical capital with two exogenous shocks: the dismissal of scientists in Nazi Germany and World War II bombings. A 10% shock to human capital reduced output by 0.2 SD in the short run, and the reduction persisted in the long run. A 10% shock to physical capital reduced output by 0.05 SD in the short run, and the reduction did not persist. The dismissal of star scientists caused much larger reductions in output because they are key for attracting other successful scientists. |
| JEL: | C1 |
| Date: | 2016–12–01 |
| URL: | http://d.repec.org/n?u=RePEc:ehl:lserod:68561&r=knm |
| By: | ITO Kazuyori |
| Abstract: | There are two current types of artificial intelligence (AI): big data-driven AI (BD-AI) which is currently at the height of its influence and neuromorphic AI (NM-AI) which is expected to be quite prosperous but still lacks practicality. The first objective of this paper is to consider, from the perspective of computer science, semiconductor integrated circuits, and neuroscience as well as economics, why we particularly need to pay attention now to the latter NM-AI which is expected to be the core of AI in the mid- and long-term. Moreover, based on such consideration, we try to clarify what is the intelligence embodied by NM-AI and BD-AI, and discuss the complementarity or substitutability between human capital (HC)/human intelligence (HI) and the future completed version of NM-AI beyond the current BD-AI. More concretely, we try to reclassify and subdivide, in a non-behavioristic way, the suitcase-like word of intelligence which is full of ambiguities. Furthermore, based on the discussion, we try to understand what kinds of (non-) inclusion relation exist between both types of intelligence by referring to "response capabilities to change-causing or unusual situations" and their self-evolvability. In doing this, we will especially take up the following three viewpoints: HP/HI as a social network, the role of emotion as the fast perspective-switching device to cope with change-causing or unusual situations, and the role of emotion as the community forming device to create a wide range of cooperation among people with common knowledge/cultures as well as their diverse mutual intentions. |
| Date: | 2017–11 |
| URL: | http://d.repec.org/n?u=RePEc:eti:rpdpjp:17031&r=knm |