Knowledge Management: Applications and Implications

Knowledge Management: Applications and Implications

Kijpokin Kasemsap (Suan Sunandha Rajabhat University, Thailand)
Copyright: © 2018 |Pages: 30
DOI: 10.4018/978-1-5225-2956-9.ch012

Abstract

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.
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Background

The concept of KM is rooted in cognitive psychology and organizational theory (Bach, Lee, & Carroll, 2009) and concerns the creation of structures that combine the most advanced elements of technological resources and the essential input of human response and decision making (Raisinghani, 2008). The KM literature largely focuses on the explicit and formal representation of knowledge in the computer-based KM systems (Davison, Ou, & Martinsons, 2013). The ability to manage knowledge is increasingly important for securing and maintaining organizational success and surviving in the knowledge economy (Russ, 2010). KM becomes an integral business activity for organizations as they realize that competitiveness pivots around the effective KM (Wong, 2005).

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