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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Knowledge Transfer Framework for Managing Knowledge in Relief Organisations
Author(s)
Jorge Mazuze
Geoff Turner
Full-Text PDF
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DOI:10.17265/2328-2185/2020.06.003
Affiliation(s)
SBS Swiss Business School, Zurich, Switzerland
American University of Bahrain, Riffa, Bahrain
ABSTRACT
In
recent years, knowledge management (KM) theory has become an omnipresent and
important element of organisational development. It includes processes intended to
improve organisational effectiveness and it describes the convergence of
people, processes, and systems. However, its application is limited to the
development of technology for document repository and sharing. To promote new
ways of approaching KM, this paper focuses on four knowledge topics: the use of human capital, social capital, structural
capital, and artificial intelligence. Accepting that the four components
of KM: people, processes, tools, and organisation, are interdependent, nested,
and porous, then getting relevant knowledge to those who need it, when they
need it, is critical for knowledge transfer. This paper considers whether the
recovery of forgotten knowledge will create value for organisations. It
proposes a new holistic framework to enhance the transferability of tacit and
implicit knowledge in emergency relief organisations. It considers the
application of artificial intelligence in the aid sector as a means of
achieving this, and it proposes its use for providing ready-to-use knowledge
for decision making in emergencies. Using a quantitative and qualitative research approach, this research resolves several
ambiguities in the application of the KM discipline within emergency
relief organisations. It found that there is no relationship between the employees’
age and their attitude to communicating across organisational boundaries to
exchange knowledge, yet age is a factor in the use of organisational social
networks as a communication tool. Further, it found little difference in the
way employees of various designations comprehend the human, structural, and
social capital elements of an organisation, yet the importance, selection, and
use of each of these elements is dependent on the employees’ designation and/or
position in the organisational hierarchy. Finally, it found that age is a key
factor in the frequency of changing jobs, which contributes to the loss of
tacit and implicit knowledge in aid organisations. This paper concludes by
providing recommendations for action within each of the five knowledge sharing
dimensions: individual, social, managerial, cultural, and structural.
KEYWORDS
artificial intelligence, knowledge management, knowledge transfer, relief organisations, human capital, structural capital, social capital
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