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

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Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth : An Empirical Study. / Sandhawalia, Birinder S.; Dalcher, Darren.

In: Group Decision and Negotiation, Vol. 24, No. 5, 01.09.2015, p. 803-823.

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@article{9045b89a66924af9a3112c573ee48220,
title = "Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth: An Empirical Study",
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{\textquoteright}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{\textquoteright}s development effort. The findings have longer-term implications regarding organisations{\textquoteright} ability to manage context, provide feedback and facilitate interaction, and therefore build upon their existing knowledge resources to improve decision-making and sustainability",
keywords = "knowledge creation, integration, decision-making, collaboration, sustainable development, feedback",
author = "Sandhawalia, {Birinder S.} and Darren Dalcher",
note = "Birinder S. Sandhawalia & Darren Dalcher, {\textquoteleft}Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth: An Empirical Study{\textquoteright}, Group Decision and Negotiation, Vol. 24 (5): 803-823, first published online 26 August 2014. The final publication is available at Springer via doi: 10.1007/s10726-014-9413-7. {\textcopyright} Springer Science + Business Media Dordrecht 2014",
year = "2015",
month = sep,
day = "1",
doi = "10.1007/s10726-014-9413-7",
language = "English",
volume = "24",
pages = "803--823",
journal = "Group Decision and Negotiation",
issn = "0926-2644",
publisher = "Springer Verlag",
number = "5",

}

RIS

TY - JOUR

T1 - Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth

T2 - An Empirical Study

AU - Sandhawalia, Birinder S.

AU - Dalcher, Darren

N1 - Birinder S. Sandhawalia & Darren Dalcher, ‘Dynamic Knowledge Support Model for Decision-Making and Sustainable Growth: An Empirical Study’, Group Decision and Negotiation, Vol. 24 (5): 803-823, first published online 26 August 2014. The final publication is available at Springer via doi: 10.1007/s10726-014-9413-7. © Springer Science + Business Media Dordrecht 2014

PY - 2015/9/1

Y1 - 2015/9/1

N2 - 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

AB - 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

KW - knowledge creation

KW - integration

KW - decision-making

KW - collaboration

KW - sustainable development

KW - feedback

U2 - 10.1007/s10726-014-9413-7

DO - 10.1007/s10726-014-9413-7

M3 - Article

VL - 24

SP - 803

EP - 823

JO - Group Decision and Negotiation

JF - Group Decision and Negotiation

SN - 0926-2644

IS - 5

ER -