Strategic knowledge management: In search of a knowledge-based organizational model

This paper discusses the results and propositions of organizational knowledge management research conducted in the period 2001-2007. This longitudinal study had the unique goal of investigating and analyzing “Knowledge Management” (KM) processes effectively implemented in world class organizations. The main objective was to investigate and analyze the conceptions, motivations, practices, metrics and results of KM processes implemented in different industries. The first set of studies involved 20 world cases related in the literature and served as a basis for a theoretical framework entitled “KM Integrative Conceptual Mapping Proposition”. This theoretical proposal was then tested in a qualitative study in three large organizations in Brazil. The results of the qualitative study validated the mapping proposition and left questions for new research concerning the implementation of a knowledge-based organizational model strategy.

The importance of organizational commitment to knowledge management

In recent years, Knowledge Management (KM) has assumed great importance in the literature on business and management. However, we still have so little understanding of the human issues in KM processes. Thus, this research aims to contribute to analysing the importance of Organizational Commitment (OC) to KM. First, we used the Cardoso (2003) Knowledge Management Questionnaire (QGC) that embraces all organizational activities around knowledge processes and distinguishes four dimensions of KM. Secondly we applied the Quijano, Masip, Navarro and Aubert (1997) questionnaire (ASH-ICI) that distinguishes two types of commitment (personal and instrumental) into four dimensions. These two questionnaires were applied with 300 employees in the Portuguese industrial ceramics sector. Through multiple regression analysis we found that levels of organizational commitment are statistically important to KM dimensions. Furthermore, our analysis indicates that personal commitment is more important than need commitment. These results are discussed and Organizational Behaviour specialists and Work and Organizational psychologists are challenged to assume more responsibility and an active role in KM studies and practices and to explore human issues in this field.

Knowledge sharing networks and performance

The present investigation aims to analyse the relationship between knowledge sharing behaviours and performance. The former behaviours were studied using Social Network Analysis, in an attempt to characterise knowledge sharing networks. Through identification of central individuals in these networks, we made analysis of the association between this centrality and individual performance. A questionnaire was developed and applied to a sample of workers in a Portuguese organisation (N=244). The final conclusions point to a positive association between these behaviours and individual performance.