Organizational Knowledge and Knowledge Management - A New Framework

Atul Sen

doi:doi:10.11648/j.ajmse.20240901.11

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Organizational Knowledge and Knowledge Management - A New Framework

Atul Sen^*

Published in American Journal of Management Science and Engineering (Volume 9, Issue 1)

Received: 26 March 2024 Accepted: 12 April 2024 Published: 29 April 2024

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Abstract

The transition of firms from the Resource-based view (RBV) to the Knowledge-based view (KBV) where knowledge is viewed as the principal resource for value creation and sustainable competitive advantage created a renewed interest among researchers to understand knowledge per se, and the concept of organizational knowledge. This interest has further been fueled by the advent of the concept of Knowledge Management (KM). With some discussions on knowledge, this paper presents a new framework for organizational knowledge and the knowledge flow within the firm. The author has pointed out that most of the research on KM has been with the firm as a business organization (where the focus is on short-term return on investment) and that is the reason many KM initiatives often stop at IT-based initiatives or fail, and fuel the fear that KM is simply just another fad. Many KM models and frameworks present KM best practices without addressing the contextual differences between organizations. In this paper, the author has presented a knowledge perspective of four different types of organizations based on their knowledge manipulation activities and suggests that KM programs need to be custom designed to cater to the different needs of the different types of organizations. The author has also suggested a new KM framework based on the dynamics of knowledge that organizations are facing today. The author developed the two frameworks during the implementation of KM initiatives at the Defence Research & Development Laboratory, Hyderabad, a premier research institution under the Ministry of Defence, Government of India, during the years 1999 to 2003.

Published in	American Journal of Management Science and Engineering (Volume 9, Issue 1)
DOI	10.11648/j.ajmse.20240901.11
Page(s)	1-12
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Knowledge, Organisational Knowledge, Social knowledge, Knowledge Management Strategies, Knowledge Dynamics

References

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Sen, A. (2024). Organizational Knowledge and Knowledge Management - A New Framework. American Journal of Management Science and Engineering, 9(1), 1-12. https://doi.org/10.11648/j.ajmse.20240901.11

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ACS Style

Sen, A. Organizational Knowledge and Knowledge Management - A New Framework. Am. J. Manag. Sci. Eng. 2024, 9(1), 1-12. doi: 10.11648/j.ajmse.20240901.11

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AMA Style

Sen A. Organizational Knowledge and Knowledge Management - A New Framework. Am J Manag Sci Eng. 2024;9(1):1-12. doi: 10.11648/j.ajmse.20240901.11

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@article{10.11648/j.ajmse.20240901.11,
  author = {Atul Sen},
  title = {Organizational Knowledge and Knowledge Management - A New Framework
},
  journal = {American Journal of Management Science and Engineering},
  volume = {9},
  number = {1},
  pages = {1-12},
  doi = {10.11648/j.ajmse.20240901.11},
  url = {https://doi.org/10.11648/j.ajmse.20240901.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20240901.11},
  abstract = {The transition of firms from the Resource-based view (RBV) to the Knowledge-based view (KBV) where knowledge is viewed as the principal resource for value creation and sustainable competitive advantage created a renewed interest among researchers to understand knowledge per se, and the concept of organizational knowledge. This interest has further been fueled by the advent of the concept of Knowledge Management (KM). With some discussions on knowledge, this paper presents a new framework for organizational knowledge and the knowledge flow within the firm. The author has pointed out that most of the research on KM has been with the firm as a business organization (where the focus is on short-term return on investment) and that is the reason many KM initiatives often stop at IT-based initiatives or fail, and fuel the fear that KM is simply just another fad. Many KM models and frameworks present KM best practices without addressing the contextual differences between organizations. In this paper, the author has presented a knowledge perspective of four different types of organizations based on their knowledge manipulation activities and suggests that KM programs need to be custom designed to cater to the different needs of the different types of organizations. The author has also suggested a new KM framework based on the dynamics of knowledge that organizations are facing today. The author developed the two frameworks during the implementation of KM initiatives at the Defence Research & Development Laboratory, Hyderabad, a premier research institution under the Ministry of Defence, Government of India, during the years 1999 to 2003.
},
 year = {2024}
}

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TY  - JOUR
T1  - Organizational Knowledge and Knowledge Management - A New Framework

AU  - Atul Sen
Y1  - 2024/04/29
PY  - 2024
N1  - https://doi.org/10.11648/j.ajmse.20240901.11
DO  - 10.11648/j.ajmse.20240901.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 1
EP  - 12
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20240901.11
AB  - The transition of firms from the Resource-based view (RBV) to the Knowledge-based view (KBV) where knowledge is viewed as the principal resource for value creation and sustainable competitive advantage created a renewed interest among researchers to understand knowledge per se, and the concept of organizational knowledge. This interest has further been fueled by the advent of the concept of Knowledge Management (KM). With some discussions on knowledge, this paper presents a new framework for organizational knowledge and the knowledge flow within the firm. The author has pointed out that most of the research on KM has been with the firm as a business organization (where the focus is on short-term return on investment) and that is the reason many KM initiatives often stop at IT-based initiatives or fail, and fuel the fear that KM is simply just another fad. Many KM models and frameworks present KM best practices without addressing the contextual differences between organizations. In this paper, the author has presented a knowledge perspective of four different types of organizations based on their knowledge manipulation activities and suggests that KM programs need to be custom designed to cater to the different needs of the different types of organizations. The author has also suggested a new KM framework based on the dynamics of knowledge that organizations are facing today. The author developed the two frameworks during the implementation of KM initiatives at the Defence Research & Development Laboratory, Hyderabad, a premier research institution under the Ministry of Defence, Government of India, during the years 1999 to 2003.

VL  - 9
IS  - 1
ER  -

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Atul Sen

Defence Research & Development Laboratory, Defence R&D organisation, Ministry of Defence, Hyderabad, India

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http://orcid.org/0000-0001-7998-4249

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APA Style

Sen, A. (2024). Organizational Knowledge and Knowledge Management - A New Framework. American Journal of Management Science and Engineering, 9(1), 1-12. https://doi.org/10.11648/j.ajmse.20240901.11

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ACS Style

Sen, A. Organizational Knowledge and Knowledge Management - A New Framework. Am. J. Manag. Sci. Eng. 2024, 9(1), 1-12. doi: 10.11648/j.ajmse.20240901.11

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AMA Style

Sen A. Organizational Knowledge and Knowledge Management - A New Framework. Am J Manag Sci Eng. 2024;9(1):1-12. doi: 10.11648/j.ajmse.20240901.11

Copy | Download

@article{10.11648/j.ajmse.20240901.11,
  author = {Atul Sen},
  title = {Organizational Knowledge and Knowledge Management - A New Framework
},
  journal = {American Journal of Management Science and Engineering},
  volume = {9},
  number = {1},
  pages = {1-12},
  doi = {10.11648/j.ajmse.20240901.11},
  url = {https://doi.org/10.11648/j.ajmse.20240901.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20240901.11},
  abstract = {The transition of firms from the Resource-based view (RBV) to the Knowledge-based view (KBV) where knowledge is viewed as the principal resource for value creation and sustainable competitive advantage created a renewed interest among researchers to understand knowledge per se, and the concept of organizational knowledge. This interest has further been fueled by the advent of the concept of Knowledge Management (KM). With some discussions on knowledge, this paper presents a new framework for organizational knowledge and the knowledge flow within the firm. The author has pointed out that most of the research on KM has been with the firm as a business organization (where the focus is on short-term return on investment) and that is the reason many KM initiatives often stop at IT-based initiatives or fail, and fuel the fear that KM is simply just another fad. Many KM models and frameworks present KM best practices without addressing the contextual differences between organizations. In this paper, the author has presented a knowledge perspective of four different types of organizations based on their knowledge manipulation activities and suggests that KM programs need to be custom designed to cater to the different needs of the different types of organizations. The author has also suggested a new KM framework based on the dynamics of knowledge that organizations are facing today. The author developed the two frameworks during the implementation of KM initiatives at the Defence Research & Development Laboratory, Hyderabad, a premier research institution under the Ministry of Defence, Government of India, during the years 1999 to 2003.
},
 year = {2024}
}

Copy | Download

TY  - JOUR
T1  - Organizational Knowledge and Knowledge Management - A New Framework

AU  - Atul Sen
Y1  - 2024/04/29
PY  - 2024
N1  - https://doi.org/10.11648/j.ajmse.20240901.11
DO  - 10.11648/j.ajmse.20240901.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 1
EP  - 12
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20240901.11
AB  - The transition of firms from the Resource-based view (RBV) to the Knowledge-based view (KBV) where knowledge is viewed as the principal resource for value creation and sustainable competitive advantage created a renewed interest among researchers to understand knowledge per se, and the concept of organizational knowledge. This interest has further been fueled by the advent of the concept of Knowledge Management (KM). With some discussions on knowledge, this paper presents a new framework for organizational knowledge and the knowledge flow within the firm. The author has pointed out that most of the research on KM has been with the firm as a business organization (where the focus is on short-term return on investment) and that is the reason many KM initiatives often stop at IT-based initiatives or fail, and fuel the fear that KM is simply just another fad. Many KM models and frameworks present KM best practices without addressing the contextual differences between organizations. In this paper, the author has presented a knowledge perspective of four different types of organizations based on their knowledge manipulation activities and suggests that KM programs need to be custom designed to cater to the different needs of the different types of organizations. The author has also suggested a new KM framework based on the dynamics of knowledge that organizations are facing today. The author developed the two frameworks during the implementation of KM initiatives at the Defence Research & Development Laboratory, Hyderabad, a premier research institution under the Ministry of Defence, Government of India, during the years 1999 to 2003.

VL  - 9
IS  - 1
ER  -

Copy | Download