Academic journal article Interdisciplinary Journal of Information, Knowledge and Management

Relationship between Knowledge Management Process and Creativity among Faculty Members in the University

Academic journal article Interdisciplinary Journal of Information, Knowledge and Management

Relationship between Knowledge Management Process and Creativity among Faculty Members in the University

Article excerpt

Introduction

Organizations in the current economy recognize knowledge as a key economic resource and, therefore, it is considered important for sustaining competitive advantage. Needless to say, organizations must possess the right knowledge in the desired form and content under all circumstances to be successful. The risks and uncertainties inherent in such dynamic environments have increased the importance of managing organizational knowledge (Paiva & Fensterseifer, 2002). Various empirical and theoretical evidences have proven knowledge management (KM) to be a key source of competitive advantage and subsequently leading to organizational success. If any organization can recognize and control environmental factors (for example, competitors, stakeholders, technology, etc), then it can continue to exist much better. However, due to scientific and technological developments, the current organizational environment is more unstable and sophisticated, and the survival of the organization is threatened. In these circumstances, the organization is successful in improving and enhancing backgrounds of organizational & individual growth, motivation, and creativity, whilst gaining knowledge, maintaining its life. This paper firstly presents a recapitulation of the definitions of KM & creativity, followed by a description of some issues in KM & creativity. It then provides an extensive review of the literature in order to identify a list of KM & creativity outcomes. Based on the review, key dimensions or categories of KM are proposed and discussed. Following this, the paper presents the results of studies conducted to explore and examine the proposed outcomes. Finally, the paper culminates with a discussion on the research findings and suggestions for future research work.

Literature Review

KM Process

It is said that the concept of KM emerged from the concept of the learning organization. The concept of the learning organization was first introduced by Peter Senge (1995) through his work titled the Fifth Discipline. His work not only had great influence on KM, it also created a new paradigm for organization management theory (Cullen, 2001). However, recent survey evidences have shown that, while many organizations are claiming to have implemented KM, not many of them are considered to be successful in their KM efforts. Although KM has been acknowledged to improve organizational performance, there are no well-developed performance measures within the organizations surveyed to assess the value of their knowledge assets (Longbottom & Chourides, 2001). KM implementation is an investment that needs resources and it requires efforts to measure its results. Without measurable success, enthusiasm and support for KM is unlikely to continue (Ranjit, 2004).

[FIGURE 1 OMITTED]

KM involves various issues in the world of management, and this attitude is due to the transforming and moving of economic and productive systems to knowledge-based communities. In this attitude, knowledge is considered as an asset along with other resources such as land, occupation, and capital (Nonaka, 2006). KM process should be considered as an integrated management design, which focuses on strategic goals, follows the business processes, and applies the information technology. KM is related to a view advancing the organization goals by exploring and enhancing the asset of an organization, i.e., knowledge. The knowledge that is managed includes both explicit and tacit (mental knowledge of people) (Davenport, 1998). Functional process of KM process can be considered as a cycle of input-output as any other system, as shown in Figure 1. The process clearly indicates that knowledge management takes information, knowledge, and people as its basic inputs, and applied knowledge and intellectual capital as its desired outputs. KM emphasizes knowledge creation, transfer and embedding to serve different organizational purposes. …

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