Knowledge Sourcing Strategies In Knowledge Management

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For our understanding, it’s worth going further into the so-called “knowledge management” and understand how organizations in the non-profit sector manage the knowledge they gain. The increasded interest that the non-profit organizations have shown in knowledge comes from their striving to gain a competitive advantage to win funds and secure their activities and staff (Hume and Hume, 2008). The overall orientation towards the adoptation of knowledge management has emerged due to the belief in the long-term effectiveness that it brings to the organisation, as per Hurley and Green (2005). Knowledge management was defined as “the process by which an organization creates, captures, acquires, and uses knowledge to support and improve the performance…show more content…
This method classify the non-profit organization as knowledge-intensive entities, however according to Hume and Hume (2008), non-profit organizations are often described as “organizationally immature” since the knowledge in those organizations is not sufficiently homogenous, coherent or formalized and is often transient due to the lack of stability amongst staff and volunteers which yields in loss of knowledge and thus lack of operational…show more content…
Knowledge sourcing strategies: knowledge sourcing is an the starting point for the knowledge management, it allows the organization to understand “what is known” and identify “what needs to be known”, the gap between both informs the reponse that the organization takes to close this gap through a reviewing and setting a plan to gather the necessary information. The information is uaullay gathered from both organizational explicit resources and individual (or groups) resources including: (1) specialized knowledge from individuals that currently working or have previously worked for the organization; (2) external expert consultancies and (3) other materials stored at the organiztions’ records, for instance, policies and operational guidlines, internal data and reports. The context of the non-profit makes its coice of network collaboration forms more influenced by enviornmental and contextual factors. Those factors include primarly, “resource dependency” represented in the reliability of managerial decisions on the organization’s available resources; “institutional factors” that lead the organizations to establish linkage that guarantees compliance with the requirement of their funders; and “network effect” in reference to the social aspect of cooperation that assists in reaching a common

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