COMMUNICATION - CENTRAL VECTOR IN KNOWLEDGE MANAGEMENT

As a key concept in modern management, the knowledge management among the knowledge administration, development and transfer between the members of an organization, it also involves the knowledge stimulation to obtain the competitive advantage and the innovations. The association between communication and knowledge is normal; the knowledge without communication is sterile, even useless. The communication's role in the knowledge management is both normal and valuable, because the knowledge, which is a good value, must be transferred so it can be exploited to maximum, and the knowledge transfer is possible only through communication. The managerial decisions, strategies, plans, explanations must be communicated to the organization's members so they know how, where and why it must be acted to assure its success. In turn, the organization's members hold a personal luggage of knowledge that can be developed and putted in the interests of the organization so it can become a collective source that generates new values. The present article presents the results of a research that had as purpose to identify in which way the communication is used to implement the knowledge management.

[1]  Miikka J. Lehtonen Nonaka´s knowledge creation theory revisited: a semiotic analysis of communicating knowledge in a geographically dispersed team , 2009 .

[2]  Ram Mudambi,et al.  Conventional and Reverse Knowledge Flows in Multinational Corporations† , 2008 .

[3]  Chris Argyris,et al.  Overcoming organizational defenses : facilitating organizational learning , 1990 .

[4]  Olivier Corby,et al.  Methods and tools for corporate knowledge management , 1999, Int. J. Hum. Comput. Stud..

[5]  Paul H. J. Hendriks,et al.  Many rivers to cross: from ICT to knowledge management systems , 2001, J. Inf. Technol..

[6]  L. Welch,et al.  The importance of language in international knowledge transfer , 2008 .

[7]  I. Nonaka,et al.  Organizational Knowledge Creation Theory: Evolutionary Paths and Future Advances , 2006 .

[8]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[9]  Jennifer K. Lehr,et al.  Organizational measures as a form of knowledge management: A multitheoretic, communication-based exploration , 2002, J. Assoc. Inf. Sci. Technol..

[10]  Jeffrey W. Treem,et al.  Communicating Expertise: Knowledge Performances in Professional-Service Firms , 2012 .

[11]  I. Nonaka,et al.  How Japanese Companies Create the Dynamics of Innovation , 1995 .

[12]  I. Nonaka,et al.  The Theory of the Knowledge-Creating Firm: Subjectivity, Objectivity and Synthesis , 2005 .

[13]  Oscar Hauptman,et al.  The Knowledge-Creating Company: How Japanese companies create the dynamics of innovation: Ikujiro Nonaka and Hirotaka Takeuchi, Oxford University Press, New York, 1995, 2840 pages + vi, cloth $25.00, ISBN 0-19-509269-4 , 1997 .

[14]  Veli Denizhan Kalkan,et al.  An overall view of knowledge management challenges for global business , 2008, Bus. Process. Manag. J..

[15]  J. Klein Some directions for research in knowledge sharing , 2008 .

[16]  Mirghani Mohamed,et al.  Knowledge management and information technology: can they work in perfect harmony? , 2006, J. Knowl. Manag..

[17]  Sumantra Ghoshal,et al.  Improving the Quality of Conversations , 2002 .

[18]  Stewart M. Mohr The role of communication in knowledge management and knowledge exchange in organizations , 2007 .

[19]  M. Polanyi Personal Knowledge: Towards a post-critical philosophy , 1959 .

[20]  John C. Thomas,et al.  The knowledge management puzzle: Human and social factors in knowledge management , 2001, IBM Syst. J..

[21]  Jeffrey Pfeffer,et al.  Valuing Internal vs. External Knowledge: Explaining the Preference for Outsiders , 2003, Manag. Sci..

[22]  Rebecca Piekkari,et al.  Interpersonal similarity as a driver of knowledge sharing within multinational corporations , 2007 .

[23]  Christopher Peter Lueg,et al.  Information, knowledge, and networked minds , 2001, J. Knowl. Manag..

[24]  Karl E. Weick,et al.  Behavior in Organizations: Understanding and Managing the Human Side of Work , 1984 .

[25]  H. Van Ess Coeling,et al.  Communication styles that promote perceptions of collaboration, quality, and nurse satisfaction. , 2000, Journal of nursing care quality.

[26]  Rebecca Piekkari,et al.  The multifaceted role of language in international business: Unpacking the forms, functions and features of a critical challenge to MNC theory and performance , 2014 .

[27]  Snejina Michailova,et al.  Diagnosing and Fighting Knowledge-Sharing Hostility , 2002 .

[28]  Thomas H. Davenport,et al.  Book review:Working knowledge: How organizations manage what they know. Thomas H. Davenport and Laurence Prusak. Harvard Business School Press, 1998. $29.95US. ISBN 0‐87584‐655‐6 , 1998 .

[29]  Jeffrey Cummings Knowledge sharing: a review of the literature , 2003 .

[30]  Martin J. Eppler Knowledge Communication Problems between Experts and Decision Makers: an Overview and Classification , 2007 .

[31]  Nicholas M. Allix Epistemology and Knowledge Management Concepts and Practices , 2003 .