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Knowledge Management
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What is Knowledge Management?

Knowledge management is the study of how organizations capture, store, share, and apply knowledge to achieve their goals. It sits at the intersection of business strategy, organizational behavior, and information systems, making it a common subject in management, MBA, and technology programs. What makes it academically interesting is the distinction between different types of knowledge — particularly tacit knowledge, which resides in people's experience and judgment, and the challenge organizations face in making that knowledge accessible and useful. Students are often asked to examine how processes and structures within companies either support or hinder the flow of knowledge across teams and departments.

The papers archived on this topic take several distinct approaches. Some focus on specific industries, such as the automotive sector, to analyze how knowledge management functions in large-scale manufacturing and innovation contexts. Others examine it at the organizational level, exploring frameworks, models, and processes — including process-based models — that guide how companies systematically manage what they know. Case-study approaches are common, with papers looking at particular companies like Accenture to evaluate real-world implementation. Additional papers address the relationship between information management and broader organizational strategy, as well as the social dimensions of capturing tacit knowledge within business environments.

A strong essay on knowledge management needs a clearly bounded thesis — avoid simply summarizing definitions and instead argue a position about how a specific process, framework, or organizational condition affects knowledge outcomes. Evidence drawn from company examples, industry data, or established management models carries the most weight. A common pitfall is treating knowledge management as purely a technology problem; effective essays recognize that employees, culture, and organizational processes are just as central as data systems.

412 papers
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Research Paper Doctorate
Knowledge management systems and organizational performance improvement
The mere materials with which wisdom builds,
Research Paper Doctorate
Knowledge sharing as a strategy for overcoming managerial challenges
Business Management: Problem Solving Knowledge Sharing
Essay Doctorate
Community-led procurement as a practice for reducing government waste
Community of practice relating to the procurement department is an essential aspect in one's career. This study provides some of the essential characteristics of CoPs and its relationship to community practice. It is clear that crucial benefits are accrued from CoPs although some limitations exist relating to one's career. Essentially, Community-Led Procurement (CLP) allows local communities to control and implements the procurement process.
Paper Doctorate
Employee benefits as a tool for workforce retention and productivity
¶ … employee benefits has been increasingly brought to the forefront. Part of the reason for this, is because globalization has been having an impact on the workforce. As, more companies are requiring skilled labor to…
Paper Undergraduate
CIO priorities: addressing knowledge management, customer data, and analytics
Of the many information management problems the organization has, three are the most important. They include how the company at times doesn't seem to have the right knowledge to get projects done or products built…
Paper Undergraduate
Sarbanes-Oxley Act's impact on annual reports and strategic planning processes
It is a new era of transparency and compliance in accounting practices within public and private companies, and this is completely changing the role of annual reports and strategic plans.
Paper Undergraduate
Optimal leadership roles for dominant result-oriented DISC personalities
Optimal Leadership Role as Determined by DISC Platinum Rule Assessment
Paper Undergraduate
Qualitative and quantitative research methods in business applications
¶ … unstructured, communicated either verbally or through non-measurable knowledge transfer methods, and is used for analyzing and interpreting human behavior (Gururajan, Fink, 2010).
Paper Masters
High Performance Work Systems: Four Foundational Principles
The most valuable and mercurial asset any enterprise has is the knowledge, insight and intelligence of its employees including the immense amount of tacit and implicit knowledge each has gained over decades of experience. A high performance work system (HPWS) seeks to synchronize the many work structures, systems, processes, implementation decisions and frameworks around a common series of strategic priorities and initiatives (Boxall, 2012). Galvanizing together the many components of a HPWS are the Human Resource Management (HRM) systems, both manual and automated, in addition to the most critical areas of governance that serve as a stabilizing force in organizational cultures (Wood, de Menezes, 2011). Making these many components stay synchronized and focused on a series of strategic objectives is difficult, and made even more challenging when industry and market turbulence is introduced (Preuss, 2003). An HPWS must be agile enough then to react to the turbulence in economic terms yet stable enough to provide a foundation for cross-cultural growth and profitable operations of an enterprise (Mittal, 2011). Any architectural framework then for an HPWS must have elements necessary to ensure a very high degree of agility and shared value creation from the standpoint of collaboration and communication (Boxall, 2012). It must also be designed to enable a very high degree of shared information and knowledge development, as the best-performing HPWS systems are actually knowledge-sharing ecosystems (Hartog, Verburg, 2004). With all of these aspects of an HPWS needing to stay in synchronization as the people, processes, systems, external competitive environment and internal culture of a company change, anchoring these systems in core principles is critical to their stability, scalability and long-term value in any enterprise (Varma, Beatty, Schneier, Ulrich, 1999). It is the intent of this paper to analyze the fundamental principles that have proven invaluable in keeping HPWS agile in turbulent times. These for principles include shared information, knowledge development, performance-reward linkage, and egalitarianism (Varma, Beatty, Schneier, Ulrich, 1999).
Essay Doctorate
Knowledge management systems and organizational effectiveness
¶ … company or organization may reach its potential it must first understand the availability of all its capabilities and weaknesses. When organizations maximize their potential, this appears only after they have a full…