Knowledge Hiding: The Effect on Organizational Learning | Chapter 8 | Research Highlights in Language, Literature and Education Vol. 4

 Understanding the calculated causes for knowledge to hide in organisations and their affect organisational learning is the goal concerning this chapter. In order for deceive someone to operate more successfully and capably, many managers expect their staff to honestly share their knowledge with one another. Many facets have been identified for one investigation as knowledge concealing triggers. Out of those, organisational knowledge is one of the influencing details that is important to examine, along with the knowledge applicant's capacity for learning. Analysis further told that the primary facet with the most forceful power is the information applicant's capacity for learning. It has existed connected to effects like belittled creativity, inventive work behaviour, weak individual performance, and social mistrust. The findings imply that so that reduce information concealing within the context, organisations must maintain their capacity for learning, channel it, and meet the demands of information searchers through appropriate training means and systemic knowledge administration outlets. Knowledge hiding has earnest suggestions for organizations, relationships, and things.

Author(s) Details:

Praveen Kakada,
Vellore Institute of Technology, Chennai, India.

Please see the link here: https://stm.bookpi.org/RHLLE-V4/article/view/10165

Employee Perceptions of Knowledge Management in Two Service Units in the Public Sector: An Exploratory Study | Chapter 6 | Modern Perspectives in Economics, Business and Management Vol. 10

 Using the Water Rights Database System, this study studies and evaluates Sustainable Water Resource Management (SWRM) (WRDS). It looks at the Water Resources Development Strategy (WRDS) of Ghana's Water Resources Commission (WRC) as a case study for regulating and managing water resources. The study's goal is to look at the functions, strengths, and weaknesses of the WRC's WRDS, as well as the value of the Invoicing Database Sub-System (IDSS) in assisting the WRDS, and the necessity to incorporate Quality Management Assurance (QMA) into the WRDS. Most countries, including industrialised ones, have struggled with water resource management (WRM). As a result, in 1993, the World Bank established a strong Water Resources Management Group (WRMG) within the International Bank for Reconstruction and Development to design a framework for Water Resources Management (WRM). The framework emphasised the implementation of a complete strategy for treating water as an economic good, as well as decentralised management and delivery structures, greater dependence on price, and higher stakeholder participation. The Fourth World Water Forum's secretariat then asked experts in water and economics to produce and deliver a working paper on the growth and development of water resources, how to champion efficient resource use, and water dynamics for growth and poverty reduction in 2005. This was a follow-up to an earlier meeting on Agenda 21 held by the International Conference on Water and the Environment (ICWE) in January 1992. Water specialists convening in Dublin, Ireland, recognised the emerging global WRM picture as essential and began planning for a framework to address the multiplicity of difficulties related with Water Resource Management in 1993. (WRM). The WRDS has been applied effectively at the WRC in Ghana. It is used to collect data, regulate and monitor the nation's water resources, and generate management reports for decision-making purposes.

Author(S) Details

B. S. Ngcamu
Human Resources and Development, Mangosuthu University of Technology (MUT), Durban, South Africa.

S. Brijball Parumasur
School of Management, Faculty of Management Studies, University of KwaZulu-Natal (Westville Campus), Private Bag X54001, Durban 4000, South Africa.

View Book:- https://stm.bookpi.org/MPEBM-V10/article/view/4048