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The Most Important Features of Organizational Behaviour during a Knowledge Management System Building

Received: 30 October 2014     Accepted: 2 November 2014     Published: 6 November 2014
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Abstract

Creating a knowledge management system (KMS) is a popular goal in corporate strategies. Medium, large and multinational companies know and use the expression ‘knowledge management’ (KM) almost without exception, but what they mean by it is varied. In this study, our intention was to shed light on how large and multinational companies use a KMS in their everyday practice, if at all. Our aim was to present an overview of the practical application of KM systems in Hungarian companies to show the best methods which yield favourable results and to gather the most troublesome obstacles arising in the course of building a KMS. Fourty-three companies were invited to participate in our research. The interview – based investigation followed the logic of the well-known Probst model. The findings of this survey offer important assistance in building a KMS, repairing an existing system or applying new methods and tools. This paper summarizes the results of our research.

Published in Science Journal of Business and Management (Volume 3, Issue 1-1)

This article belongs to the Special Issue The Role of Knowledge and Management’s Tasks in the Companies

DOI 10.11648/j.sjbm.s.2015030101.12
Page(s) 8-12
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), 2014. Published by Science Publishing Group

Keywords

Best Practice, Knowledge Management, Knowledge Management System, Knowledge Management Tools, Organizational Behaviour, Problems in Knowledge Management System Building

References
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[2] A. Bencsik, V. Lőre, E. Noszkay, & Z. Polyákné, Knowledge transfer among Young People in: The Capital of Intelligence – the intelligence of Capital pp. 149-167. Budapest, Hungary: Alma Mater, Foundation for Information Society. 2009.
[3] A. Bencsik, Small and Silly? or hidden pitfall for small and medium-sized enterprises, Saarbrucken, Germany: LAP Lambert Academic Publishing 2011.
[4] A. Bencsik, Change, Project, Knowledge - Symbiosis of change and project management to build a knowledge management system Saarbrucken, Germany: LAP Lambert Academic Publishing 2012.
[5] A. Bencsik, Best practice a tudásmenedzsment rendszer kiépítésében, avagy Tudásmenedzsment kézikönyv menedzserek számára. Harlow, Essex, UK: Pearson Publishing 2013.
[6] T.H. Davenport, & L. Prusak, Working Knowledge: How Organizations Manage What They Know. Cambridge, MA: Harvard Business School Press 1998.
[7] C. Eggs, Trust Building in a virtual context: Case Study of a community of Practice. Electronic Journal of Knowledge Management 10, 3. 212-222. www.ejkm.com 2012.
[8] H.D.Evers, & S. Gerke, Local Knowledge and the Digital Divide: Focus on Southeast Asia, in: Working Papers, Institute of Asian Studies Universiti Brunei Darussalam Gadong 2013.
[9] A. Gelei, A szervezeti tanulás interpretatív megközelítése: a szervezetfejlesztés esete. Dissertation (PhD), Budapesti Corvinus Egyetem, Gazdálkodástani Doktori Iskola 2002.
[10] M.H. Gholami, M.N. Asli, S. Nazari-Shirkouhi, & A. Noruzy, Investigating the Influence of Knowledge Management Practices on Organizational Performance: An Empirical Study, Acta Polytechnica Hungarica 10, 2, 205-2016. 2013.
[11] N.K. Malhotra, Marketingkutatás. Budapest, Hungary: Akadémiai Kiadó 2008.
[12] J.A. Maxwell, Qualitative Research Design: An interactive approach. Sage: Thousand Oaks, CA. 1996.
[13] M.B. Miles, & M.A. Huberman, Qualitative data analysis. London, UK: Sage 1994.
[14] I. Md. Zahidul, M.A. Sylvana, H. Ikramul, & U.A.Sarwar, Organizational Culture and Knowledge Sharing: Empirical evidence from service organizations, African Journal of Business Management Vol. 5(14), pp. 5900-5909, 18 July, 2011. http://www.academicjournals.org/AJBM
[15] E. Noszkay, NVOs (Networked virtual organizations) and form other forms of networks small and medium – sized enterprises in the „web” of new cooperation forms. Paper presented at the Club of Economics in Miskolc Theory – Methodology – Patrice Miskolc 2007.
[16] M. Polanyi „The Tacit Dimension” First published Doubleday & Co, 1966. Reprinted Peter Smith, Gloucester, Mass, 1983. Chapter 1: „Tacit Knowing”1966.
[17] G.J.B. Probst, Managing Knowledge, Building Blocks for Success. Wiley West Sussex, England, 2002.
[18] G.W. Ryan, & H.R. Bernard, Technigues to Identify Thames. Field Methods Vol. 15. No. 1. 85–109. 2003.
[19] P. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization Doubleday/Currency Unites States 2006.
[20] A. Strauss, & J. Corbin, Basics of qualitative research: Grounded theory procedures and techniques, Sage Publications, Inc: Newbury Park, CA. 1990.
[21] J. Tomka, A megosztott tudás hatalom Harmat Kiadó Budapest 2009.
Cite This Article
  • APA Style

    Andrea Bencsik, Sarka Zapletalova. (2014). The Most Important Features of Organizational Behaviour during a Knowledge Management System Building. Science Journal of Business and Management, 3(1-1), 8-12. https://doi.org/10.11648/j.sjbm.s.2015030101.12

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    ACS Style

    Andrea Bencsik; Sarka Zapletalova. The Most Important Features of Organizational Behaviour during a Knowledge Management System Building. Sci. J. Bus. Manag. 2014, 3(1-1), 8-12. doi: 10.11648/j.sjbm.s.2015030101.12

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    AMA Style

    Andrea Bencsik, Sarka Zapletalova. The Most Important Features of Organizational Behaviour during a Knowledge Management System Building. Sci J Bus Manag. 2014;3(1-1):8-12. doi: 10.11648/j.sjbm.s.2015030101.12

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  • @article{10.11648/j.sjbm.s.2015030101.12,
      author = {Andrea Bencsik and Sarka Zapletalova},
      title = {The Most Important Features of Organizational Behaviour during a Knowledge Management System Building},
      journal = {Science Journal of Business and Management},
      volume = {3},
      number = {1-1},
      pages = {8-12},
      doi = {10.11648/j.sjbm.s.2015030101.12},
      url = {https://doi.org/10.11648/j.sjbm.s.2015030101.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.s.2015030101.12},
      abstract = {Creating a knowledge management system (KMS) is a popular goal in corporate strategies. Medium, large and multinational companies know and use the expression ‘knowledge management’ (KM) almost without exception, but what they mean by it is varied. In this study, our intention was to shed light on how large and multinational companies use a KMS in their everyday practice, if at all. Our aim was to present an overview of the practical application of KM systems in Hungarian companies to show the best methods which yield favourable results and to gather the most troublesome obstacles arising in the course of building a KMS. Fourty-three companies were invited to participate in our research. The interview – based investigation followed the logic of the well-known Probst model. The findings of this survey offer important assistance in building a KMS, repairing an existing system or applying new methods and tools. This paper summarizes the results of our research.},
     year = {2014}
    }
    

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    AB  - Creating a knowledge management system (KMS) is a popular goal in corporate strategies. Medium, large and multinational companies know and use the expression ‘knowledge management’ (KM) almost without exception, but what they mean by it is varied. In this study, our intention was to shed light on how large and multinational companies use a KMS in their everyday practice, if at all. Our aim was to present an overview of the practical application of KM systems in Hungarian companies to show the best methods which yield favourable results and to gather the most troublesome obstacles arising in the course of building a KMS. Fourty-three companies were invited to participate in our research. The interview – based investigation followed the logic of the well-known Probst model. The findings of this survey offer important assistance in building a KMS, repairing an existing system or applying new methods and tools. This paper summarizes the results of our research.
    VL  - 3
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Author Information
  • Szechenyi Istvan University, Department of Marketing and Management, Gy?r, Hungary

  • Moravian University College, Department of Management and Marketing, Olomouc, Czech Republic

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