Elements Of A Sociological Theory Of Religion

In order to manage knowledge successfully, it is essential to clarify the essence of knowledge before identifying the importance of knowledge management. The perception of knowledge has been varied broadly; however, one of the generally accepted defintion is from Davenport and Prusak (1998). According to their points of view, knowledge is defined as a set of experience and values, it either comes from individuals ' mind or roots in the organisation, which can be found in the documents, routines, practices and norms, and is assumed to flow between individuals through various networks, being used to assess and embody new

Knowledge is defined as “an understanding and one that gains knowledge through experience, reasoning, intuition and learning” (Cong, & Pandya, 2003, p. 2). Individuals can inflate their knowledge when they share their knowledge with others, and when knowledge is combined with other people’s knowledge they will begin to build new knowledge. It is also considered as a mixture of values, experience, background information, grounded intuition and authority insight that offers a framework and environment for integrating and gauging new information and experiences. It “is applied in the minds of knowers and in organizations, where it is often embedded not only in documents or repositories but also in organizational routines, processes, practices and norms” (Cong, & Pandya, 2003, p. 2).

The literature has been unable to agree on a definition or the concepts behind KM (Bhatt, 2001; Hlupic, et al., 2002; Neef, 1999). For instance, Snowden (1998) defines KM as the identification, optimization and active management of intellectual assets, either in the form of explicit knowledge held in artifacts or tacit knowledge possessed by individuals or communities; Hedlund (1994) suggests that KM addresses the generation, representation, storage, transfer, transformation, application, embedding, and protecting of organizational knowledge; Brooking (1997) suggests that KM is the activity which is concerned with strategy and tactics to manage human centered assets; De Jarnet (1996) defines KM as knowledge creation, which is followed by knowledge

With the benefit of hindsight, it is apparent that in the knowledge era, creating and leveraging knowledge is the business of business. By all available measures, the stock market is already providing handsome rewards to companies that successfully leverage their knowledge--a phenomenon that will almost surely grow in significance as knowledge-based organizations increase in size and number. A number of firms are anticipating this and looking to knowledge management to enhance, measure, and manage the knowledge of their employees and organizations more effectively.

Call, D. (2005). Knowledge management - not rocket science. Journal of Knowledge Management. (April) p.19-30. [Online]. Available from: http://www.emeraldinsight.com.ezproxy.staffs.ac.uk/doi/abs/10.1108/13673270510590191 [Accessed: 20 November 2016].

Knowledge can be viewed and approached in different ways. Personal, social, artefact, framework are some of the approaches of knowledge management. In today’s world the ability to manage knowledge is very crucial, more so in organisations where proper knowledge management can lead to growth and profits (King, 2009).

Abstract - knowledge management is a discipline that seeks to improve the performance of individuals and organizations by maintaining and influencing the present and future value of knowledge resources. It is an amalgamation of plentiful endeavors and fields of study. This paper provides a framework for distinguishing the various tools like methods, practices and technologies available to knowledge management practitioners. It includes a summary of a number of key terms and concepts, illustrates the framework, imparting examples of how to use it and searching a variety of prospective areas.

In the mid-1990’s, owing to the already widely used internet and the shiftsin business environments, reuse of knowledge has become one of companiescompetitive advantage, because having learned from the past, they are minimizing the chance of committing the same mistakes twice or learned what could have done to maximize benefits. Knowledge management has become an important function for success. As a result KM has

Knowledge Management (KM) is described as a systematic process of sharing, reusing and managing the knowledge only when it is made available and recorded (Jashapara, 2005). This helps an organization to gain insight and understanding for own experience (Remus, 2012). Most of the KM activities

A knowledge is defined as a valuable intangible resource that need to be managed properly in order for an organization to gain advantage over their competitors, Birkinshaw and Sheehan (2002); Zyngier (2006). Knowledge transfer emphasized as “the movement of knowledge within the organization, it is a distinct experience not a gradual process of dissemination, and depends on the characteristics of everyone involve”, Szulanski (1996).

Knowledge management helps to solve some of the most common business problems and at the same time delivers

Recent empirical studies have found support for the direct impact of knowledge on performance (e.g., Applyard, 1996; Decarolis and Deeds, 1999; Yeoh and Roth, 1999), Vera and Crossan (2003) suggest that the conclusion from these studies is not that more knowledge leads to greater performance, but the knowledge that is relevant may have positive effects on the organization performance. Therefore, knowledge management (KM) has been introduced to manage the relevant knowledge.

The author Maria Martensson is a PhD student in the Stockholm Ê University School of Business, Stockholm, Sweden. Keywords Knowledge management, Knowledge, Strategy Abstract Over the past several years there have been intensive discussions about the importance of knowledge management within our society. The management of knowledge is promoted as an important and necessary factor for organisational survival and maintenance of competitive strength. To remain at the forefront organisations need a good capacity to retain, develop, organise, and utilise their employees ' capabilities. Knowledge and the management of knowledge appear to be regarded as increasingly important features for organisational survival. Explores knowledge management with respect to its content, its definition and domain in theory and practice, its use and implications, and to point out some problems inherent in the concept. The main contribution of this paper is an extensive literature survey on knowledge management. Electronic access The current issue and full text archive of this journal is available at http://www.emerald-library.com

Being challenged by the dynamic world of complex needs and expectations, organizations need to effectively and efficiently manage their internal base of resources. An essential organizational resource is knowledge (Choo, 2002). It is not only an essential resource itself but a facilitator and stimulator of new internal capabilities (Little, 2002).

The process of collecting, transferring, storing and making information useful is also known as knowledge management. In this, the organization is enabled to grow, adapt to changes and meet customer demands. The information age has a most certain influence on how the organization manages knowledge. This is true of whether that knowledge is unique to the organization, or shared to external organizations. Today there are various ways to collect and compile data and turn that data into useful information; however, without the use of knowledge management, then data, information, and knowledge is lost or misused. Through the knowledge management process the organization has the ability to learn as an organization. This is