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The Impact of Knowledge Management Models for the Development of Organizations


  • Mohajan, Haradhan


Knowledge is an essential item in our daily activities to perform the works efficiently. It is considered as the most important asset for every organization. Knowledge management is a system of acquiring, capturing, sharing, storing, developing, capitalizing, disseminating, and utilizing knowledge efficiently in organizations. This paper discusses some of the widely used knowledge management models (KMMs). The aim of KMMs is the substantial development of the organizations. Due to recent global economic competition they become essential to all communities. KMMs play vital roles for the rapid development in technology, and the emergence of new products and services in the society. The intention of this study is to investigate the theory and practice of the emerging and existing KMMs.

Suggested Citation

  • Mohajan, Haradhan, 2017. "The Impact of Knowledge Management Models for the Development of Organizations," MPRA Paper 83089, University Library of Munich, Germany, revised 02 Feb 2017.
  • Handle: RePEc:pra:mprapa:83089

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    References listed on IDEAS

    1. Rasheed Sulaiman V. & Laxmi Thummuru & Hall, Andy & Dijkman, Jeroen, 2009. "Tacit Knowledge and Innovation Capacity: Evidence from the Indian Livestock Sector," MERIT Working Papers 058, United Nations University - Maastricht Economic and Social Research Institute on Innovation and Technology (MERIT).
    2. Ikujiro Nonaka, 1994. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science, INFORMS, vol. 5(1), pages 14-37, February.
    3. Max Boisot & Agustí Canals, 2004. "Data, information and knowledge: have we got it right?," Journal of Evolutionary Economics, Springer, vol. 14(1), pages 43-67, January.
    4. Max Boisot & John Child, 1999. "Organizations as Adaptive Systems in Complex Environments: The Case of China," Organization Science, INFORMS, vol. 10(3), pages 237-252, June.
    5. William C. Bogner & Pamela S. Barr, 2000. "Making Sense in Hypercompetitive Environments: A Cognitive Explanation for the Persistence of High Velocity Competition," Organization Science, INFORMS, vol. 11(2), pages 212-226, April.
    6. Eric W. Stein, 2005. "A Qualitative Study of the Characteristics of a Community of Practice for Knowledge Management and Its Success Factors," International Journal of Knowledge Management (IJKM), IGI Global, vol. 1(3), pages 1-24, July.
    7. Dorothy Leidner & Maryam Alavi & Timothy Kayworth, 2006. "The Role of Culture in Knowledge Management: A Case Study of Two Global Firms," International Journal of e-Collaboration (IJeC), IGI Global, vol. 2(1), pages 17-40, January.
    8. Karl E. Weick & Kathleen M. Sutcliffe & David Obstfeld, 2005. "Organizing and the Process of Sensemaking," Organization Science, INFORMS, vol. 16(4), pages 409-421, August.
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    More about this item


    KMMs; knowledge creation; organization; sense-making;

    JEL classification:

    • I2 - Health, Education, and Welfare - - Education
    • O1 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development

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