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This research aims to identify the reality of applying knowledge management practices and reveal their impact on achieving the quality of higher education in Jordan, and to identify the concept of knowledge management and the quality of higher education, and uncover knowledge management practices, and determine the components of applying knowledge management in higher education institutions. To achieve the research objectives, the researcher used the descriptive and analytical approach, relying on the questionnaire as the main tool for collecting research data. The research was applied to a sample consisting of (142) workers and those in charge of the educational process at Al-Balqa Applied University, who were chosen randomly. Among the most prominent results of this research is that there is an effect of knowledge management on higher education quality at Al-Balqa Applied University at the significance level (α= 0.05). As the results showed, one of the essential practices of knowledge innovation and creativity is that knowledge management encourages brainstorming to create new ideas and reveal tacit knowledge. One of the most important practices of applying the knowledge is that the university conducts tests on knowledge before applying it, while the essential practice of storing and distributing knowledge is that the university has many methods and means used to preserve knowledge. In light of the study results, the research recommends the need to pay attention to those in charge of the educational process and those working in it, support them and develop their capabilities, and work to implement the knowledge that it possesses through a specialized work team, and the necessity for the knowledge management to work on developing the creative vision of the employees at the university.

Received: 3 November 2020 / Accepted: 3 January 2021 / Published: 17 January 2021

In the new business environment that is characterized by turbulence and increasing complexity, the ability to establish and maintain a company's competitive advantage lies in its knowledge. The main objective of the study was to investigate the impact of knowledge oriented leadership on the innovation performance regarding to the role of knowledge management practices in manufacturing and commercial companies of Guilan province. The research is applied in terms of objective, and its methodology is descriptive. The population of study included manufacturing and commercial companies of Guilan province. To select a sample, convenience method was used. According to the Cochrane limited formula, total of 282 people were selected. Cronbach's alpha for reliability of the questionnaire was used. In this study, data were analyzed, by descriptive analysis, structural equation modeling and path analysis using SPSS 22 and Lisrel 8.50. Findings suggest that knowledge-oriented leadership has effect on creation of knowledge and application knowledge. Knowledge creation and application of knowledge has effect on the innovation performance. It was found that knowledge management practices has a mediating role in the relationship between knowledge-oriented leadership and innovation performance.

The research intended to study the effect of organizational culture on knowledge management practices in private universities of Pakistan and to identify the role of trust in mediating the association among organizational culture and knowledge management. The study is an explanatory study and followed quantitative design. A closed-ended questionnaire was used as research instrument using 5-points Likert scale. Organizational Culture was measured using Organizational Culture Assessment Instrument (OCAI) and knowledge management was measured by means of the Knowledge Management Assessment Instrument (KMAI) built on the theoretical model of the Competing Value Framework (CVF). From this study of organizational culture towards knowledge management, all outcomes show that supportive culture has significant impact on knowledge management in organizations. In this regard employees trust has also found significant in mediating the association among organizational culture and knowledge management. Organizations should create the atmosphere of trust and learning which facilitates the knowledge management process. University management should pay attention towards employee management relationships and technology aggradations in literature they are found as few forms of trust employee pay attention to.

Most researchers hold the role of dynamic capability (DC) as a key factor of achieving sustainable entrepreneurship performance (SEP) and Organizational Performance (OP) with the competitive advantage of knowledge management practices (KMPs). However, the effects of KMPs with SEP and OP are still under discussion. Moreover, the ambidexterity view, exploring the direct impact of KMPs mediated by dynamic capabilities (DC), gives evidence of sustainable entrepreneurship and organizational performance. Measuring the gathered data of 480 textile-based SME entrepreneurs and organizations through structural equation modeling, the study's finding shows that KMPs positively and significantly influence sustainable entrepreneurship and organizational performance. Furthermore, this study explores the partial mediation of dynamic capabilities among KMPs with SEP and organization performance. At the same time, opportunity recognition is a moderator that strengthens the relationship between DCs with sustainable entrepreneurship and organizational performance. The study is limited to male textile-based SMEs and can be enhanced by female entrepreneurs. Furthermore, this research contributes to entrepreneurship students by encouraging better research work in current and existing studies, and practically assists government and private policymakers and business practitioners to formulate better strategies for the sustainability and economic growth of a country.

Human resources practices play an important role in the effective implementation of organizational strategies through activities to attract, develop, motivate, and retain employees who refer to organizational commitment. This study aims to see the effect of organizational culture and transformational leadership style on organizational commitment either directly or indirectly or through the mediation of knowledge management practice. This research is categorized as explanatory research. Research respondents are office administration divisions in one of the tobacco products industries in Indonesia, the number of samples is using a total sampling of 164 respondents. The data were collected using questionnaires and analyzed using PLS-SEM. The result show that organizational culture has a significant positive effect on organizational commitment, however, transformational leadership style has no effect on it. Both organizational culture and transformational dream style have a positive effect on organizational commitment through the mediation of knowledge management practice.

How can practices of knowledge management (KM) enable organizational learning to occur and then lead toward a learning organization? We seek the answer to this question by exploring three cases, Winbond, Worldpeace, and TSMC, chosen respectively from upstream, midstream, and downstream firms in the IC industry in Taiwan. We studied KM practices focusing on aspects of knowledge creation, storage/retrieval, transfer and application. Results showed that KM may play different enabling roles among IC designer, distributor and manufacturer. In this study it was found that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application, and IC manufacturers emphasize knowledge creation.

"This evidence-based book provides the framework and guidelines that professionals need for working with the contemporary explosion of data that is creating opportunities and challenges to all phases of our society and commerce."--Larry R. Medsker, Research Professor in Physics and Data Science, The George Washington University Knowledge Management in Practice is a resource on how knowledge management (KM) is implemented. It provides specific KM methods, tips, techniques, and best practices to gain competitive advantage and the most from investing in KM. It examines how KM is leveraged by first responders, the military, healthcare providers, insurance and financial services companies, legal firms, human resources departments, merger and acquisition (M & A) firms, and research institutions. Essential KM concepts are explored not only from a foundational perspective but also from a practical application. These concepts include capturing and codifying tacit and explicit knowledge, KM methods, information architecture, search, KM and social media, KM and Big Data, and the adoption of KM. Readers can visit the book's companion website, KM Mentor (www.KMMentor.com), where they can access: Presentations by industry leaders on a variety of topics KM templates and instruction on executing KM strategy, performing knowledge transfer, and KM assessments and audits KM program and project implementation guidance Insights and reviews on KM tools Guidance on implementing and executing various KM Methods Specialized KM publications A private secure collaboration community for members to discuss ideas and get expert answers and advice

Part 2: What Issues Do Those Developing New Educational Management Information System Face? ; International audience ; Knowledge management is important to both business and government organisations as a means of improving their operations. This research project investigated cultural factors affecting knowledge management in higher education administrative departments in Malaysia. It considered strategic decisions made by university administrations and adoption decisions made by individual staff members. As the study was conducted in the South-East Asia region, organisational culture in this region is important. The paper describes the factors found to affect the practice of knowledge management in higher education in Malaysia.

A software architecture manifests the major early design decisions, which determine the system's development, deployment and evolution. Thus, making better architectural decisions is one of the large challenges in software engineering. Software architecture knowledge management is about capturing practical experience and translating it into generalized architectural knowledge, and using this knowledge in the communication with stakeholders during all phases of the software lifecycle. This book presents a concise description of knowledge management in the software architecture discipline. It explains the importance of sound knowledge management practices for improving software architecture processes and products, and makes clear the role of knowledge management in software architecture and software development processes. It presents many approaches that are in use in software companies today, approaches that have been used in other domains, and approaches under development in academia. After an initial introduction by the editors, the contributions are grouped in three parts on "Architecture Knowledge Management", "Strategies and Approaches for Managing Architectural Knowledge", and "Tools and Techniques for Managing Architectural Knowledge". The presentation aims at information technology and software engineering professionals, in particular software architects and software architecture researchers. For the industrial audience, the book gives a broad and concise understanding of the importance of knowledge management for improving software architecture process and building capabilities in designing and evaluating better architectures for their mission- and business-critical systems. For researchers, the book will help to understand the applications of various knowledge management approaches in an industrial setting and to identify research challenges and opportunities.