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This document summarizes a study on knowledge management in NGOs in Hong Kong. 100 staff members from NGOs in Hong Kong were surveyed about their knowledge of and practices around knowledge management. The questions focused on understanding, practices, methods, and effectiveness of using information and communication technologies. Knowledge management is important for organizations to retain valuable tacit knowledge held by employees and stakeholders, especially as people leave organizations. The study aims to understand current approaches and find ways to improve knowledge management in NGOs.
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The influence of employee motivation on knowledge transfer
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Article information:
To cite this document:
Natalia Martín Cruz, Víctor Martín Pérez, Celina Trevilla Cantero, (2009) "The influence of employee motivation on knowledge transfer",
Journal of Knowledge Management, Vol. 13 Issue: 6, pp.478-490, https://doi.org/10.1108/13673270910997132
Permanent link to this document:
https://doi.org/10.1108/13673270910997132
Downloaded on: 22 February 2018, At: 13:14 (PT)
References: this document contains references to 43 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 11721 times since 2009*
Users who downloaded this article also downloaded:
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Access to this document was granted through an Emerald subscription provided by emerald-srm:312543 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than
290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional
customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE)
and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
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https://doi.org/10.1108/13673270910997132
https://doi.org/10.1108/13673270910997132
The influence of employee motivation on
knowledge transfer
Natalia Martı́n Cruz, Vı́ctor Martı́n Pérez and Celina Trevilla Cantero
Abstract
Purpose – The purpose of this paper is to examine the effect of intrinsic and extrinsic motivation as
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Design/methodology/approach – A case study method was used to analyze a Spanish non-profit
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ANSWER.
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Journal of Knowledge Management
The influence of employee motivation on knowledge transfer
Natalia Martín Cruz, Víctor Martín Pérez, Celina Trevilla Cantero,
Article information:
To cite this document:
Natalia Martín Cruz, Víctor Martín Pérez, Celina Trevilla Cantero, (2009) "The influence of employee motivation on knowledge transfer",
Journal of Knowledge Management, Vol. 13 Issue: 6, pp.478-490, https://doi.org/10.1108/13673270910997132
Permanent link to this document:
https://doi.org/10.1108/13673270910997132
Downloaded on: 22 February 2018, At: 13:14 (PT)
References: this document contains references to 43 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 11721 times since 2009*
Users who downloaded this article also downloaded:
(2007),"Motivation, incentives and organisational culture", Journal of Knowledge Management, Vol. 11 Iss 6 pp. 28-38 <a href="https://
doi.org/10.1108/13673270710832145">https://doi.org/10.1108/13673270710832145</a>
(1998),"Motivation and job satisfaction", Management Decision, Vol. 36 Iss 4 pp. 226-231 <a href="https://
doi.org/10.1108/00251749810211027">https://doi.org/10.1108/00251749810211027</a>
Access to this document was granted through an Emerald subscription provided by emerald-srm:312543 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service
information about how to choose which publication to write for and submission guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than
290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional
customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE)
and also works with Portico and the LOCKSS initiative for digital archive preservation.
*Related content and download information correct at time of download.
D
ow
nl
oa
de
d
by
U
ni
ve
rs
it
y
of
H
ud
de
rs
fi
el
d
A
t
13
:1
4
22
F
eb
ru
ar
y
20
18
(
P
T
)
https://doi.org/10.1108/13673270910997132
https://doi.org/10.1108/13673270910997132
The influence of employee motivation on
knowledge transfer
Natalia Martı́n Cruz, Vı́ctor Martı́n Pérez and Celina Trevilla Cantero
Abstract
Purpose – The purpose of this paper is to examine the effect of intrinsic and extrinsic motivation as
determinants of the employees’ knowledge transfer in the context of a Spanish non-profit organization
(named Asprona).
Design/methodology/approach – A case study method was used to analyze a Spanish non-profit
organization (Asprona). In this context, a qu ...
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Online
Week 6
This week you will be taking the quiz covering chapters 1 through 5 from the ARQ text. You will also be taking Exam #1 on Friday. The following checklist should help you to stay organized and focused on your online assignments.
Week 6 – Checklist
1. View the Week 6 video announcement or Read the Week 6 announcement to get an overview of this week’s assignments.
2. Take the quiz on Chapters 1 through 5 in the ARQ text. The quiz consists of 25 multiple choice and true/false questions. It should not take more than 1 hour to complete. The quiz is due by Wednesday at 11:59pm.
3. Prepare for Exam #1 by completing the following steps:
a) Read the article “It’s a Job for Parents, Not the Government”
b) View the Exam 1 – Sample Analysis Presentation
4. Take Exam #1. The exam will be available from 12:00am until 11:55pm on Friday. You will have 2 hours to complete the exam. You will need to complete the following steps:
a) Read the Exam 1 Article
b) Analyze the article by completing the Exam 1 Worksheet
c) Access and complete the Exam. Use your worksheet to answer the questions about the article. Then submit your exam.
d) Submit your worksheet using the link provided in the week 6 section of TITANium. You must submit your worksheet to get credit for this exam.
Good luck!
Week Seven: Managing Knowledge
Information Resource Management
IT620
February 22, 2014
Running head: MANAGING KNOWLEDGE 1
MANAGING KNOWLEDGE 3
MANAGING KNOWLEDGE 2
Managing Knowledge
Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ?
ANSWER.
Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital.
Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units?
ANSWER.
The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind ...
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This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.Knowledge management & organizations
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
Knowledge management
This document provides an overview of knowledge management, including definitions, types of knowledge, sources of knowledge, mechanisms, practices, processes, and technological tools. It defines knowledge as understanding gained from experience or information, and knowledge management as providing and managing procedures for internal and external information and knowledge sources to store, provide, and document experiences to develop employee and business performance. It discusses explicit and tacit knowledge, and how knowledge is transformed between tacit and explicit forms. Mechanisms of knowledge management include culture change, knowledge bases, measurement criteria, and tools like e-learning and knowledge sharing databases. Processes and some software examples are also outlined.
Knowledge Management Practices In (Comsat) Academic Library Network
Our society today is immensely impacted by the progress in information and communication technologies (ICTs). Literature names this change and the rise of new environment as “period of rapid change”. There is hardly any professional or field which has not stirred by the ICTs. In this globally competitive environment, librarianship is also deeply affected by ICTs and acts as a web among all the educational institutions. Libraries of various educational institutions must go with the flow by transforming the information into knowledge and introduce productive and new services. Knowledge is indeed the root to stay firm in this economy-run society today. This research article attempts to analyze the KM tools, their usage, awareness, and advantages. This study will show how COMSAT University (CIIT) Library network around different campuses convert the intellectual assets of Library and there workers and staff members into higher productive services by using KM tools and techniques.
Knowledge management
The document discusses knowledge management, defining it as providing and managing procedures for internal and external information sources, documentation, and knowledge in order to store, provide, and manage it to improve employee performance and business results. It describes types of knowledge, mechanisms of knowledge management including tools, techniques, and making organizations learning organizations. It also discusses some knowledge management practices and processes and technological tools to manage knowledge.
knowledge management document
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Km In The Public Sector Satst
The document discusses knowledge management in the Canadian public sector. It provides an overview of how KM has been applied across departments, lessons learned, and the future direction of KM. Key areas discussed include tacit vs explicit knowledge, expertise research, and the importance of collaboration, culture, and technology in enabling knowledge sharing and organizational learning.
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