Chapter 3 Knowledge Management Activities, Models and Frameworks
DOI: 10.23912/9781911635444-4914 | ISBN: 9781911635444 |
Published: March 2021 | Component type: chapter |
Published in: Knowledge Management in Event Organisations | Parent DOI: 10.23912/9781911635444-4545 |
Abstract
The knowledge-based theory of the firm is centred on two key principles: first, knowledge can be a source of competitive advantage, especially if it is difficult to replicate and copy, if it is organisation-specific, and directly related to the organisation’s products, services or processes. Second, the sharing of information and knowledge within organisations is believed to be more effective than within markets (Hislop et al., 2018). Furthermore, if knowledge is considered the most important asset for achieving competitive advantage in an organisation (where competencies, capabilities and skills are more important than other types of assets and resources), then the organisation can be defined as ‘knowledge intensive’. Or, as Nonaka and Takeuchi (1995: 7) famously argued, “the future belongs to people who use their heads instead of their hands.†Knowledge-intensive firms can be described as companies with work that is intellectual and where the workforce consists of well-qualified employees. They can also be different to other, non-knowledge-intensive firms, in terms of their structure (i.e., less hierarchical), the character of their workforce, products and services (e.g., non-standardised products, high quality services, such as memorable experiences), as well as the nature of the work processes themselves (i.e., complex, creative, requiring collaboration between different teams and departments) (Alvesson & Kaerreman, 2001; Hislop et al., 2018). Taking these characteristics into account, event organisations can to some extent be classified as ‘knowledge-intensive’ and it is therefore important to effectively manage knowledge management activities and processes within these organisations.
Sample content
Contributors
- Raphaela Stadler, University of Hertfordshire (Author) https://orcid.org/0000-0002-3517-8138
For the source title:
- Raphaela Stadler, University of Hertfordshire (Author) https://orcid.org/0000-0002-3517-8138
Cite as
Stadler, 2021
Stadler, R. (2021) "Chapter 3 Knowledge Management Activities, Models and Frameworks" In: Stadler, R. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635444-4914
Save, bookmark or recommend
 Save on Mendeley |  Share on Twitter |  Share on LinkedIn |  Share on Facebook |
References
Alavi, M., & Leidner, D. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
https://doi.org/10.2307/3250961
Alvesson, M., & Kaerreman, D. (2001). Odd couple: Making sense of the curious concept of knowledge management. Journal of Management Studies, 38(7), 995-1018.
https://doi.org/10.1111/1467-6486.00269
Blackman, D., Benson, A. M., & Dickson, T. J. (2017). Enabling event volunteer legacies: A knowledge management perspective. Event Management, 21(3), 233-250.
https://doi.org/10.3727/152599517X14942648527473
Clayton, D. (2016). Volunteers' knowledge activities at UK music festivals: a hermeneutic-phenomenological exploration of individuals' experiences. Journal of Knowledge Management, 20(1), 162-180.
https://doi.org/10.1108/JKM-05-2015-0182
Dalkir, K. (2017). Knowledge Management in Theory and Practice (3rd ed.). Cambridge, MA: MIT press.
Getz, D. (2018). Event Evaluation. Oxford: Goodfellow Publishers.
Halawi, L., McCarthy, R., & Aronson, J. (2017). Success stories in knowledge management systems. Issues in Information Systems, 18(1), 64.
Halbwirth, S., & Toohey, K. (2001). The Olympic Games and knowledge management: A case study of the Sydney organising committee of the Olympic Games. European Sport Management Quarterly, 1(2), 91-111.
https://doi.org/10.1080/16184740108721890
Heisig, P. (2009). Harmonisation of knowledge management - comparing 160 KM frameworks around the globe. Journal of Knowledge Management, 13(4), 4-31.
https://doi.org/10.1108/13673270910971798
Heisig, P. (2014). Knowledge Management - Advancements and Future Research Needs. Paper presented at the British Academy Of Management Conference, Belfast.
Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge Management in Organizations - A Critical Introduction (4th ed.). Oxford: Oxford University Press.
Loan, P. (2006). Review of The New Knowledge Management: Complexity, Learning and Sustainable Innovation by Mark McElroy. On The Horizon, 14(3), 130-138.
https://doi.org/10.1108/10748120610690708
McElroy, M. W. (2003). The New Knowledge Management - Complexity, Learning, and Sustainable Innovation. Amsterdam: Butterworth Heinemann.
Muskat, B., & Deery, M. (2017). Knowledge transfer and organizational memory: An events perspective. Event Management, 21(4), 431-447.
https://doi.org/10.3727/152599517X14998876105765
Nonaka, I., & Takeuchi, H. (1995). The Knowledge Creating Company - How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
https://doi.org/10.1016/0024-6301(96)81509-3
Nonaka, I., & Konno, N. (1998). The concept of 'Ba': Building a foundation for knowledge creation. California Management Review, 40(3), 40-54.
https://doi.org/10.2307/41165942
Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1(1), 2-10.
https://doi.org/10.1057/palgrave.kmrp.8500001
Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long Range Planning, 33, 5-34.
https://doi.org/10.1016/S0024-6301(99)00115-6
Ragsdell, G., & Jepson, A. S. (2014). Knowledge sharing: insights from Campaign for Real Ale (CAMRA) festival volunteers. International Journal of Event and Festival Management, 5(3), 279-296.
https://doi.org/10.1108/IJEFM-11-2013-0028
Singh, N., & Hu, C. (2008). Understanding strategic alignment for destination marketing and the 2004 Athens Olympic Games: Implications from extracted tacit knowledge. Tourism Management, 29(5), 929-939.
https://doi.org/10.1016/j.tourman.2007.11.005
Singh, N., Racherla, P., & Hu, C. (2007). Knowledge mapping for safe festivals and events: An ontological approach. Event Management, 11(1-2), 71-80.
https://doi.org/10.3727/152599508783943264
Stadler, R. (2019). Knowledge management in event and festival organisations: Challenges and future directions. In E. Lundberg, J. Armbrecht, & T. Andersson (Eds.), A Research Agenda for Event Management (pp. 154-169). Cheltenham: Edward Elgar.
https://doi.org/10.4337/9781788114363.00020
Stadler, R., Fullagar, S., & Reid, S. (2014). The professionalization of festival organizations: A relational approach to knowledge management. Event Management, 18(1), 39-52.
https://doi.org/10.3727/152599514X13883555341841
Toohey, K., & Halbwirth, S. (2005). Sport Event Management and Knowledge Management: a useful partnership. Paper presented at the Impact of Events Conference. Proceedings of the 2005 Events Management Research Conference, Sydney.
Tow, W. N.-F. H., Venable, J. R., & Dell, P. (2015). Developing a Theory of Knowledge Identification Effectiveness in Knowledge Management. Paper presented at the PACIS.
Turulja, L., & Bajgoric, N. (2018). Information technology, knowledge management and human resource management. VINE Journal of Information and Knowledge Management Systems, 48(2), 255-276.
https://doi.org/10.1108/VJIKMS-06-2017-0035
Wiig, K. M. (1995). Knowledge Management Methods - Practical Approaches to Managing Knowledge. Arlington, TX: Schema Press, Ltd.
Wiig, K. M. (2004). People-Focused Knowledge Management - How Effective Decision Making Leads to Corporate Success. Amsterdam: Elsevier Butterworth Heinemann.