the economic and  producing power of any organsiation lies more in its’ intellectual assets and capabilities more than the other tangible assets. according to Davenport  knowledge as a ‘fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information.. creating the drive for the search of excellence compels management to stressed upon knowledge management and motivating employees to gain intellectual competence. following link may be useful in developing construct for the study

 http://www.providersedge.com/docs/km_articles/km_an_overview.pdf

http://www.tlainc.com/articl175.htm

Management has become wide area & they have to manage the affairs of the company so to say organisation in the large interest . Knowledge of the staff is the basic essence for the organisation their may be a technical wing besides their technical know how , the company has to manage the necessary training program for the technical staff so that they may have the knowledge on the administrative side for the man requirements .

The same is to for the administrative staff even though in administration areas they are special & expertise line of the administration so to say Finance , Legal, Personnel , Human Relation Security ,& such other important areas .

It is not possible for every different units they should be expertise in all the areas but certain important rules & system the other staff member should also knowing & company training program should manage in this direction for the betterment of working of staff.

Besides in the modern business trend they are  quite good ,short  training program in various important cities & selective staff member should be sent for program & after completion of the training they should ask for the report & in which mode he may be useful for the training receive by him.

In the above line ,the knowledge staff member may remain well balance for carrying out the responsibility for the organisation 

This is my personal opinion 

Good Day, Mostafa.

I am conducting a Design Science Research Project aimed at a novel Personal Knowledge Management (PKM) Concept and System (with a series of publications over the last four years of system development (https://www.researchgate.net/profile/Ulrich_Schmitt2/publications). The objective is to provide the means for life-long learning, resourcefulness, creative authorship, and teamwork throughout an individual’s academic and professional life and for his/her role as contributor and beneficiary of organizational and societal performance.

Although this means departing from the centralized institutional top-down developments and strengthening individual sovereignty and personal capacities, it is not meant to be at the expense of Organizational KM Systems (OKM), but rather as the means to foster a fruitful co-evolution. Such a co-evolutionary PKM-OKM approach would be able to strengthen a growing dynamic capability which increases the capacity of an organization to purposefully create, extend, or modify its resource base—including tacit (attitude and leadership), explicit (knowledge bases, rules and strategies), and encapsulated knowledge (products and services) as well as its wider ecosystem (involvement with the community) — not at the expense of disinterested employees but as a means to motivate them and serve their self-interests. The three articles below focus on the PKM-OKM context and opportunities relevant to your topic of motivation.

All the best, Ulli.

Article Quo Vadis, Knowledge Management: A Regeneration or a Revolut...

Article Tools for Exploration and Exploitation Capability: Towards a...

Article Personal Knowledge Management for Development (PKM4D) Framew...

Building a Learning Organization, available at https://www.researchgate.net/publication/289424484_Building_a_Learning_Organization, articulates the four subsystems of a learning organization—namely, organization,   people,   knowledge,   and   technology—that framed one organization's efforts to become a learning organization from 2009. Building a Knowledge-Centric Organization, available at https://www.researchgate.net/publication/266797946_Building_a_Knowledge-Centric_Organization, specifies the detailed steps it then took to initiate, develop, standardize, optimize, and innovate knowledge management and learning.

Article Building a Learning Organization

Presentation Building a Knowledge-Centric Organization

How to motivate organization staff for knowledge management?

From my working experience in a large consulting firm many years ago supporting knowledge management using Lotus Notes - I found out that generally there were 2 approaches to motivate / force organizational staff to perform knowledge contribution i.e. carrot & stick approach.  Carrot approach was via additional merit points during year end job performance appraisal whereas stick approach was through management emails / reminders mandated staff to upload knowledge items that they had learned / acquired from their engagement.  I discovered majority of the staff responded quite well to stick approach.  However, carrot approach yielded better knowledge quality.

Also finding in order to motivate staff to actively involve in knowledge management, there should be a mandated role / dedicated knowledge manager / coordinator to manage the knowledge bases / repositories to sanitize, review, structure, upload the knowledge records accordingly & keep them up to date.  Moreover, the knowledge management tools should be user friendly so that more staff are encouraged to use / use more frequently.

It seems to me that the real question is how to motivate the actors that cooperate (=influence one another), or can cooperate, in particular processes (sales, NPD, purchasing, controlling, others) of business value (NPV) creation. The first tool is to derive the particular actors' KPIs (bases for their motivation system) from financial value drivers to make their interests agreed with the investor. The second is to try to create "the value proposition culture" and to use "the boundary objects" that make the knowledge transfer between the actors (in processes of sales, NPD, purchasing, controlling, others) easier.  At the level of particular value creation processes the question is for instance: does the knowledge of salesmen influence positively value of product manager decisions (value is an explained variable and knowledge is an explaining variable here) ? The under-investigated problems are: (1) how controlling/finance/ownership influence effectiveness of operating side of knowledge transfers, (2) what are the (also potential) value creation processes (and their relevant actors) in question (the classic Porter's model of value chain containing rigid classification if the value creation processes and treating R&D as an support process is not valid today; the particular value creation process and its actors should be a relevant research unit). I tried to write about the above problems in two articles attached.

The best way to motivate organization staff for knowledge management is to look at the mistakes, errors, and failures of the practice from other organizations/corporations that are struggling to make a sparking attempt to launch the idea.  National Geographic's issue on the collapse of empire provide some good basic examples on the human flaws for administrating a concept for living. 

Despite the proposition that incentive/reward should be used in stimulating/recognizing employees for knowledge transmission/sharing (Martensson, 2000), the study by Bock and Kim (2002) adversely found that incentive/reward break off relationship among employees – for those employees who win, others feel that they have lost. The effectiveness of an incentive/reward system is found to be temporarily, and only in the initial stage of a knowledge-management program, as it is not able to induce employees’ intrinsic motivation, and positive attitude/commitment to knowledge sharing (p. 19).     

In regard to the commitment to a knowledge vision/sharing, it has to be positively involved/motivated/driven by the top management with a top-down approach (Wright and Belcourt, 1995; Bhardwaj and Monin, 2006). 

Furthermore, there must be a key person, for example, the appointment of a Knowledge Manager who is to:

(a) promote a knowledge-exchange / knowledge-friendly / knowledge-creation culture;

(b) promote quality knowledge/locate knowledge needs;

(c) navigate the company’s knowledge management system;

(d) codify/storage/transfer of explicit and tacit knowledge (Maier and Remus, 2002; Halawi et al, 2007; Chilton and Bloodgood, 2008). 

• Bhardwaj, M. and Monin, J. (2006) Tacit to explicit: an interplay shaping organization knowledge, Journal of Knowledge Management, 10, 3, pp. 72-85.
• Bock, G.-W. and Kim, Y.-G. (2002) Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing, Information Resource Management Journal, 15, 2, pp. 14-21.
• Chilton, M., A. and Bloodgood, J., M. (2008) The Dimensions of Tacit and Explicit Knowledge: A Description and Measure, International Journal of Knowledge Management, 4, 2, pp. 75-91.
• Halawi, L., A., McCarthy, R., V. and Aronson, J., E. (2007) An Empirical Investigation of Knowledge Management System's Success, The Journal of Computer Information Systems, 48, 2, pp. 121-135.
• Maier, R. and Remus, U. (2002) Defining process-oriented knowledge management strategies, Knowledge and Process Management, 9, 2, pp. 103-118.
• Martensson, M. (2000) A critical review of knowledge management as a management tool, Journal of Knowledge Management, 4, 3, pp. 204-216.
• Wright, P. C. and Belcourt, M. (1995) Down in the trenches: learning in a learning organization, The Learning Organization, 2, 1, pp. 34-42. 

Dear Mustaffa,

The only way to motivate organization staff to knowledge management is to make them face the situations when they MUST use knowledge management.Thus,  in many ways I agree with Han Ping Fung. To see some examples of such situations please see the enclosed link to a great book.

Cordially,

Igor Gurkov

https://global.oup.com/academic/product/the-human-side-of-managing-technological-innovation-9780195135312?cc=us&lang=en&

You can download (free!) my professor's works related to your interests but you have to read a lot to find out KM in Cultural Agency theory (developed from Viable System Theory) focused on communication and control process = cybernetic process, leading to resolve issues or deep questions that might be raised.

Book: Organizations as Complex Systems:

An Introduction to Knowledge Cybernetics

Good Luck!

I have tried my best to read it and I found it is very interesting!!! related to organizations. 

---------------------------------------------------------------------------------------------------------------

Professor Dr. Maurice Yolles, DHC, [email protected]

Centre for the Creation of Coherent Change & Knowledge (C4K), Liverpool John Moores University, http://www.staff.ljmu.ac.uk/AP SMYOLL/c4k/Web/default.htm

International Journal of Organisational Transformation and Social Change

http://www.tandfonline.com/loi /yorg20

Papers available at:

https://scholar.google.co.uk/c itations?user=opKT-9gAAAAJ&hl= en

http://ssrn.com/author=1211894

http://ljmu.academia.edu/Mauri ceYolles

http://www.scribd.com/myolles

The Organisational Orientation, Coherence and Trajectory (OCT) Project,

http://www.octresearch.net

Blog spot: Antecedents of Cultural Agency Theory - https://www.researchgate.net/p roject/Antecedents-of-Cultural -Agency-Theory-in-the-footstep s-of-Schwarzian-Living-Systems

Wiki sites:

https://en.wikipedia.org/wiki/ Autonomous_agency_theory;

https://en.wikipedia.org/wiki/ Viable_system_theory

Some key papers in Agency Theory:

Yolles, M. Fink, G. (2015), A General Theory of Generic Modelling and Paradigm Shifts: Parts 1-3, Kybernetes Vol. 44, No. 2, pp. 283-310,

Yolles, M., Fink, G. (2014), Personality Pathology and Mindsets: Parts 1-3, Kybernetes, Vol. 43, No. 1, pp 92-143,

Fink, G., Yolles, M. (2015), "Collective Emotion Regulation in an Organisation – a Plural Agency with Cognition and Affect", Journal of Organizational Change Management, Vol. 28 No. 5 pp. 832 - 871.Abstract:http://www.emeraldinsight.com/ doi/abs/10.1108/JOCM-09-2014-0 179

Guo, K.J., Yolles, M., Fink, G., Iles, P., 2016, The Changing Organisation: Agency Theory in a Cross-cultural Context, Cambridge: Cambridge University Press, Forthcoming.

A good way to motivate the organization's presonal for knowledge management is to demonstrate that the management system is useful to make its work better and easier.

Employees will use the organizational knowledge management portal if they benefit by it.

The most important two features of a knowledge management repository are:

1. It must contain all the resources relevant to the employee.

2. The resources should be searchable easily.

Don't employees use Google Search and Wiki all the time to find out things? Watch them do the same for a well maintained knowledge management system. Make sure to incentivise employees who help grow and maintain such a repository.

You might be interested in the attached paper.

Knowledge management can mean many things, and you don't specify what benefits you are trying to achieve for the organization. Do you want people to attempt to surface and share their tacit know-how? If so, they need to understand your purpose fully and perceive the benefits for themselves. The carrot and stick approach must be used with care - for instance, junior staff may respond to extrinsic benefits such as points earned for use of a knowledge portal. However, senior or professional staffs could find this approach demeaning. I would suggest reading Nonaka and Konno's article from the California Management Review as a starting point: http://home.business.utah.edu/actme/7410/Nonaka%201998.pdf

Here is one resource that may help.  The first is Personal Knowledge Management or Mastery which is a set of processes to help each of take control of our professional development and stay connected in an era of networking and social learning.

http://jarche.com/pkm/

Today employees are viewed as organizational assets and not liabilities. It is for the organizational management to build up trust and mutual confidence through transparency, communication and ethical behavior, in order to motivate employees for knowledge management. Employees must realize that management values their contribution, which will eventually lead to improvement of organizational performance as well as fulfill the employee expectation. Management's display of equal, if not more, concern for Human Capital as compared to that of Financial Capital, will trigger the use of creative potential of employees through organizational knowledge management system. 

I agree completely with Jaharkanti Dattagupta.

People will be motivated if and only if they would understand WHAT knowledge management is and HOW knowledge management can contribute to their work performance. It is important to understand that KNOWLEDGE is a STRATEGIC resource and contributes to achieving a COMPETITIVE ADVANTAGE. If all the above is to theoretical for them, then it is necessary to have some training sessions to explain about the contribution of knowledge management to the work performance of each individual and to the whole company. The most difficult is to convince them to practice knowledge sharing since that makes each person to question the advantage and disadvantage of it. Nobody wants to lose some power but everybody would like to improve his or her level of knowledge by considering knowledge sharing.

One of the best methods of convincing people is to create the possibility for them to see with their own eyes. Just organize some visits to some companies where knowledge management has been implemented and results are speaking for themselves. Also, you may organize some workshops with people coming from organizations where knowledge management yields good results. 

Finally, it is important to consider that knowledge is not only rational knowledge, but as well emotional knowledge and spiritual knowledge. Emotional knowledge and emotional intelligence help managers to motivate people, while spiritual knowledge and spiritual intelligence help managers in creating a stimulating and dynamic organizational culture.

We know that the growing specialization of knowledge will increasingly be based on collaborative teams, whose integration requires sophisticated social technologies to produce collective innovation. A knowledge made of a tacit and subjective character, hardly transmissible outside the networks in which it is established, and more resident in the connections between individuals than in individuals themselves.

Dear Mostafa,

A mderate critical view on knowledge management you can find in the book:

'Knowledge Work and Knowledge-Intensive Firms'

Author Mats Alvesson, Oxford 2004

'The book addresses the concept of knowledge in a work and organizational context, professional or knowledge work, and knowledge-intensive firms. It provides a critical, moderate social constructivist understanding of these themes and the current interest in knowledge management, organization and the "knowledge economy". Professional service, science and high-tech work and firms are treated, reporting case studies of IT and management consultancy firms, advertising agencies and life science based companies. The concepts of knowledge and knowledge management are discussed.'

It is interesting to read this book written by Mats Alvesson.

Best wishes

Lars Nordgren

Dear Mostafa Roshani,

In a knowledge-based economy, the important areas of knowledge and technologies that are developed are primarily the development of data processing analytics in Business Intelligence enterprises, the development of life science technologies, biotechnology, eco-innovation, energy, medical intelligence, etc.

The technological revolution in recent years, known as Industry 4.0, is motivated by the development of the following factors:

Big Data database technologies, cloud computing, machine learning, Internet of Things, artificial intelligence.

In the realities of the current technological revolution known as the 4.0 industry, new concepts of technology management or Internet-based companies are emerging.

I invite you to the discussion

Best wishes

I propose my following publications, in which I described Buisiness Intelligence systems supporting business management processes, including knowledge management functioning in knowledge-based economies.

The issues of the use of information contained in Big Data database systems for the purposes of conducting Business Intelligence analyzes are described in the publications:

https://www.researchgate.net/publication/323244120_The_Big_Data_technologies_as_an_important_factor_of_electronic_data_processing_and_the_development_of_computerized_analytical_platforms_Business_Intelligence

https://www.researchgate.net/publication/327035102_The_Technological_Solutions_Big_Data_and_the_Importance_of_Business_Analysis_According_to_the_Business_Intelligence_Formula

I invite you to discussion and cooperation. Greetings

For organizational growth both financial and intellectual capital are required. While financial capital can be made available easily, It difficult to create intellectual capital, which is created by human development through knowledge management. For motivating staff for knowledge management, it is essential to make the staff feel important through communication, engagement, empowerment, and involvement in order to enable them to explore and utilize their creative potential. This can be done by creating a conducive organizational culture through mutual trust, honesty and transparency.

I have several articles about worker motivation. If you are interested, you can download my article. And now I'm also working on a project where one of the variables is employee motivation

In Whatever Happened to Knowledge Management? (Wall Street Journal, 24 June 2015), Davenport wrote that the rise of Google, a new focus on analytics and Big Data, and various organizational and cultural challenges had each played a role in the discipline's declining popularity; he concluded that knowledge management is gasping for breath. Article How Would You Motivate Interest in Knowledge Management?