The week's pick
Random Articles
Reseach Article
A Proposed Framework for Knowledge Sharing in Sudanese Organizations
| International Journal of Computer Applications |
| Foundation of Computer Science (FCS), NY, USA |
| Volume 175 - Number 39 |
| Year of Publication: 2020 |
| Authors: Fadwa Mohammed Al Faki, Nisreen Beshir Osman, Mohammed A. Osman Mukhtar |
10.5120/ijca2020920920
|
Fadwa Mohammed Al Faki, Nisreen Beshir Osman, Mohammed A. Osman Mukhtar . A Proposed Framework for Knowledge Sharing in Sudanese Organizations. International Journal of Computer Applications. 175, 39 ( Dec 2020), 14-18. DOI=10.5120/ijca2020920920
Abstract
Knowledge Management is one of the most important strategies that organizations can use to enhance their competitive advantage. Sharing knowledge is considered to be an important area in knowledge management and one of the major challenges for Sudanese organizations due to their organizational culture that is difficult to change in order to support the process of Knowledge management. This study investigates the status of knowledge sharing in Sudanese organizations and explores the factors and requirements that influence an effective knowledge sharing process in these organizations. A questionnaire was used to collect data that investigate the state of knowledge sharing in Sudanese organizations. The collected data was analyzed, and based on the results the study proposed a framework that identified the factors that significantly influence knowledge sharing in Sudanese organizations. The framework highlighted the important roles of Management support, IT infrastructure, Organization Culture and confidence and Trust in the process of Knowledge Management implementation and Knowledge Sharing in Sudan. This study confirms that the strategy for implementing successful KM initiatives in Sudanese organizations requires precise understanding and effective management of the core knowledge infrastructures and processes and that the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.
References
- Mohsen Z., Ali M, Jalal E. The Significance of Knowledge Management Systems at Financial Decision Making Process. International Journal of Business and Management Vol. 6, No. 8 (2011)
- Lundvall, B.Å., 1999. National business systems and national systems of innovation. International Studies of Management & Organization, 29(2), pp.60-77.
- Duhon, Bryant (1998), It's All in our Heads. Inform, September, 12 (8).
- Duffy, J., 2000. The KM technology infrastructure. Information Management, 34(2), p.62.
- King, W.R., 2000. Integrating knowledge management into IS strategy. Information Systems Management, 16, pp.70-72.
- Hauer, M., 1999. Three thousand years of knowledge management: What can we learn from science?. Information services & use, 19(1), pp.37-44.
- Vail, E.F. (1999), ‘‘Mapping organisational knowledge’’, Knowle Duhon Management Review, Vol. 8, May/June, pp. 10-15.
- Girard, John P.; Girard, JoAnn L. (2015). Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge Management. 3 (1): 14.
- Davenport, Thomas H. (1994), Saving IT's Soul: Human Centered Information Management. Harvard Business Review, March-April, 72 (2) pp. 119-131.
- Yu T, Lu T and Liu T (2010), “Exploring Factors that Influence Knowledge Sharing Behavior Via Web Logs”, Computers in Human Behavior, Vol. 26, No. 1, pp. 32-41.
- Senge, P.M. The Fifth Discipline: The Art and Practice of the Learning Organisation. New York: Doubleday, 1990..
- Senge, P.M. Taking Personal Change Seriously: The Impact of Organizational Learning on Management Practice”, Academy of Management Executive, Vol. 17, No. 2, pp. 47-50, 2003.
- Marquardt, M.J., 2002. Building the learning organization: Mastering the 5 elements for corporate learning. Nicholas Brealey Publishing.
- Ipe, M., 2003. Knowledge sharing in organizations: A conceptual framework. Human resource development review, 2(4), pp.337-359.
- Jones, M.C., Cline, M. and Ryan, S., 2004. Exploring knowledge sharing in ERP implementation: an organizational culture framework. Decision Support Systems, 41(2), pp.411-434.
- Goh, S.C., 2002. Managing effective knowledge transfer: an integrative framework and some practice implications. Journal of knowledge management, 6(1), pp.23-30.
- Huczynski, A., Buchanan, D., (2001), Organizational Behaviour –An Introductory Text, Prentice Hall, Harlow
- Bidokhti, H, (2000). Organizational culture, area of creating and symbols. Ravesh. 58, 6-13.
- De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113–127.
- Nonaka, I., Toyama, R. and Konno, N., 2000. SECI, Ba an d leadership: a unified model of dynamic knowledge creation. Long range planning, 33(1), pp.5-34.
- Zheng, W., Yang, B. & McLean, G. N. (2010) Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research,63(7), 763-771.
- Ruppel, C. P. & Harrington, S. J. (2001) Sharing knowledge through intranets: a study of organizational culture and intranet implementation. Professional Communication, IEEE Transactions on, 44(1), 37-52.
- Wang, S. & Noe, R. A. (2010) Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115-131.
- Alavi, M. and Leidner, D.E., 2001. Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, pp.107-136.
- Zahidul Islam1 Md, Sylvana Maheen Ahmed2, Ikramul Hasan2 and Sarwar Uddin Ahmed2. Organizational culture and knowledge sharing: Empirical evidence from service organizations African Journal of Business Management Vol. 5(14), pp. 5900-5909, 18 July, 2011.
Index Terms
Keywords