A Systems Thinking Framework for Knowledge Management

Authors

  • DR. DINESH SHARMA

Keywords:

Framework, Knowledge management and Systems thinking.

Abstract

To handle information Myriad frameworks have been created. Nevertheless, the field was slow in formulating a widely accepted, systematic knowledge management system. This paper reviews the existing framework for knowledge management and gives suggestions as to what a general framework should include. The distinctive characteristic of this work is that it emphasizes putting information management in a broader sense of system thought in order to better identify and appreciate the driving influences on its success or failure.Managing knowledge is a young discipline for unestablished, commonly known, codified structure. Despite this, knowledge management approaches have implemented in a wide range of organizations. on the other hand, such methods do not sufficiently meet the needs of organizational Knowledge Management. This written product will have more lasting strength as a discipline if theories and concepts unifying across the discipline are aligned with the information management methods, methodologies, tools and techniques. Knowledge management is an evolving field that command concentration and hold up from the engineering community. A lot of companies are now engaging in knowledge technology to leverage resources to its stakeholders and clients both within and outside their companies. Managing understanding involves an organization's meaning creation of the intangible assets.

Downloads

Download data is not yet available.

References

S. E. Jackson, R. S. Schuler, and K. Jiang, “An Aspirational Framework for Strategic Human Resource Management,” Acad. Manag. Ann., 2014, doi: 10.1080/19416520.2014.872335.

J. P. Roberts, T. R. Fisher, M. J. Trowbridge, and C. Bent, “A design thinking framework for healthcare management and innovation,” Healthcare, 2016, doi: 10.1016/j.hjdsi.2015.12.002.

ISACA, A Business Framework for the Governance and Management of Enterprise IT. 2012.

P. for 21St C. Skills, “Framework for 21st Century Learning,” Partnersh. 21st Century Ski., 2011, doi: http://www.21stcenturyskills.org/documents/framework_flyer_updated_jan_09_final-1.pdf.

A. Williams, S. Kennedy, F. Philipp, and G. Whiteman, “Systems thinking: A review of sustainability management research,” Journal of Cleaner Production. 2017, doi: 10.1016/j.jclepro.2017.02.002.

G. Cundill, G. S. Cumming, D. Biggs, and C. Fabricius, “Soft systems thinking and social learning for adaptive management,” Conserv. Biol., 2012, doi: 10.1111/j.1523-1739.2011.01755.x.

R. K. Rai, “Knowledge management and organizational culture: A theoretical integrative framework,” J. Knowl. Manag., 2011, doi: 10.1108/13673271111174320.

C. Wright, V. Kiparoglou, M. Williams, and J. Hilton, “A framework for resilience thinking,” in Procedia Computer Science, 2012, doi: 10.1016/j.procs.2012.01.012.

J. M. Pawlowski and M. Bick, “The global knowledge management framework: Towards a theory for knowledge management in globally distributed settings business information systems,” Electron. J. Knowl. Manag., 2012.

S. Gregor and A. R. Hevner, “Positioning and presenting design science research for maximum impact,” MIS Quarterly: Management Information Systems. 2013, doi: 10.25300/MISQ/2013/37.2.01.

M. Franco-Santos, L. Lucianetti, and M. Bourne, “Contemporary performance measurement systems: A review of their consequences and a framework for research,” Manag. Account. Res., 2012, doi: 10.1016/j.mar.2012.04.001.

R. Dehghani and R. Ramsin, “Methodologies for developing knowledge management systems: An evaluation framework,” J. Knowl. Manag., 2015, doi: 10.1108/JKM-10-2014-0438.

D. Garavito-Bermúdez, C. Lundholm, and B. Crona, “Linking a conceptual framework on systems thinking with experiential knowledge,” Environ. Educ. Res., 2016, doi: 10.1080/13504622.2014.936307.

G. Schiuma, D. Carlucci, and F. Sole, “Applying a systems thinking framework to assess knowledge assets dynamics for business performance improvement,” Expert Syst. Appl., 2012, doi: 10.1016/j.eswa.2012.01.139.

J. P. Stephens and B. J. Boland, “The Aesthetic Knowledge Problem of Problem-Solving With Design Thinking,” J. Manag. Inq., 2015, doi: 10.1177/1056492614564677.

J. Park, K. Shin, T. W. Chang, and J. Park, “An integrative framework for supplier relationship management,” Ind. Manag. Data Syst., 2010, doi: 10.1108/02635571011038990.

P. Trkman and K. C. Desouza, “Knowledge risks in organizational networks: An exploratory framework,”

J. Strateg. Inf. Syst., 2012, doi: 10.1016/j.jsis.2011.11.001.

N. I. Boer, H. Berends, and P. Van Baalen, “Relational models for knowledge sharing behavior,” Eur. Manag. J., 2011, doi: 10.1016/j.emj.2010.10.009.

M. Cote and A. J. Nightingale, “Resilience thinking meets social theory: Situating social change in socio- ecological systems (SES) research,” Prog. Hum. Geogr., 2012, doi: 10.1177/0309132511425708.

T. H. Kim, J. N. Lee, J. U. Chun, and I. Benbasat, “Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective,” Inf. Manag., 2014, doi: 10.1016/j.im.2014.03.001.

A. Best, J. L. Terpstra, G. Moor, B. Riley, C. D. Norman, and R. E. Glasgow, “Building knowledge integration systems for evidence-informed decisions,” J. Heal. Organ. Manag., 2009, doi: 10.1108/14777260911001644.

F. J. Walsh, P. V. Dobson, and J. C. Douglas, “Anpernirrentye: A framework for enhanced application of indigenous ecological knowledge in natural resource management,” Ecol. Soc., 2013, doi: 10.5751/ES- 05501-180318.

A. Halog and Y. Manik, “Advancing integrated systems modelling framework for life cycle sustainability assessment,” Sustainability, 2011, doi: 10.3390/su3020469.

J. Xu, R. Houssin, E. Caillaud, and M. Gardoni, “Macro process of knowledge management for continuous innovation,” J. Knowl. Manag., 2010, doi: 10.1108/13673271011059536.

Downloads

Published

2021-06-30

How to Cite

SHARMA, D. D. . (2021). A Systems Thinking Framework for Knowledge Management. The Journal of Contemporary Issues in Business and Government, 27(3), 1093–1099. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/1705

Issue

Vol. 27 No. 3 (2021): The journal of contemporary issues in business and government

Section

Articles

License

You are free to:

  1. Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
  2. Adapt — remix, transform, and build upon the material for any purpose, even commercially.
  3. The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

  1. Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
  2. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Notices:

You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .

No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.