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Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth: An Empirical Study

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  • Birinder Singh Sandhawalia

    (University of Hertfordshire)

  • Darren Dalcher

    (University of Hertfordshire)

Abstract

An effective knowledge-centric approach requires that tacit and explicit knowledge are mobilised, integrated, and made available to support collaboration between team members. Most knowledge management (KM) frameworks lay an emphasis on managing explicit knowledge by focussing on the processes of capture, storage, retrieval, transfer and application. Tacit knowledge, on the other hand, needs the key mechanisms of interaction and feedback for effective sharing and use. The paper presents a model validated during a case study conducted at one of the world’s leading software organisations. The model addresses the need to make both tacit and explicit knowledge available and accessible for effective decision-making and sustainable development, and improved environmental impact. It makes use of the mechanisms of interaction and feedback to facilitate the flow and availability of tacit knowledge within organisational practices and routines. The paper establishes that knowledge flows between functional areas and supports tasks and activities of an organisation’s development effort. The findings have longer-term implications regarding organisations’ ability to manage context, provide feedback and facilitate interaction, and therefore build upon their existing knowledge resources to improve decision-making and sustainability.

Suggested Citation

  • Birinder Singh Sandhawalia & Darren Dalcher, 2015. "Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth: An Empirical Study," Group Decision and Negotiation, Springer, vol. 24(5), pages 803-823, September.
    • Handle: RePEc:spr:grdene:v:24:y:2015:i:5:d:10.1007_s10726-014-9413-7
    DOI: 10.1007/s10726-014-9413-7
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    References listed on IDEAS

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    Cited by:

    1. Tahrir Jaber & Elin M. Oftedal, 2020. "Legitimacy for Sustainability: A Case of A Strategy Change for An Oil and Gas Company," Sustainability, MDPI, vol. 12(2), pages 1-19, January.

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