FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2524230806> ?p ?o ?g. }

• W2524230806 endingPage "1147" @default.
• W2524230806 startingPage "1104" @default.
• W2524230806 abstract "Purpose This paper aims to explore the influence of a principal’s leadership in kicking off knowledge management (KM) implementation and the following KM processes in the school. The author tries to propose a model of knowledge leadership for principals to adopt at the beginning of KM journey and during the process of KM implementation. The paper shares the lessons learned during the process of implementation: what he has done and what should be improved. Thus, this paper can provide a model for school principals to implement KM in their schools. This paper also sheds light for KM researchers about the issue of leadership during KM implementation. Design/methodology/approach The study uses an action research (AR) to explore how the principal’s leadership can enhance KM implementation in a school environment and evaluates the effectiveness of the knowledge leadership framework for KM implementation in a school setting. An insider AR methodology was adopted to study and reflect on the processes of KM implementation and lessons learned. Multiple data sources, including observations, questionnaires and interviews, have been collected for evaluation. Findings In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, the launching of KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of the knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust. In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, launching KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust. Research limitations/implications Although the results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study might be a reference to other schools for their future development. Because of his unique position as the principal in the researched school, the researcher adopted an insider approach generating value for investigation of KM implementation in this study, as there were multiple mediating processes through which leaders could influence school functioning, and, hence, knowledge sharing or other issues in KM implementation. Practical implications This study could contribute toward KM implementation in the public sector, especially in schools. Moreover, the approaches, the strategies, the processes and the challenges the principal and the school faced can shed light on practice and research for further KM implementation. In addition, although leadership has been commonly regarded as an important factor in KM implementation, few studies have explored the impact of leadership during the KM process. With the principal’s leadership as the main component, this study is important for an analysis of the role of leadership during the process. The framework of knowledge leadership adopted in this study has been tried and evaluated to be applicable and necessary for KM implementation in a school environment. Social implications Most people might think that KM can be applied only in the commercial sector. This study shows that KM can also be adopted in schools and in other sectors. Moreover, it shows that the principal’s leadership was the key driver for KM implementation. The principal’s leadership with clear direction and thoughtful procedures of implementing may be a showcase for the leaders in other sectors. Originality/value Fullan (2002) mentions the essence of KM in schools, the importance of principals’ leadership in the promotion of KM in schools, the moral purpose and knowledge sharing and leadership and sustainability, but he does not provide any practical suggestion for how principals can become knowledge leaders. Therefore, this paper hopes to further propose a model to show how to help a principal transform into a knowledge leader to overcome barriers and difficulties in kicking off KM at the beginning of their KM journey and during the process of KM implementation." @default.
• W2524230806 created "2016-10-07" @default.
• W2524230806 creator A5041533278 @default.
• W2524230806 date "2016-09-12" @default.
• W2524230806 modified "2023-09-25" @default.
• W2524230806 title "Leading knowledge management in a secondary school" @default.
• W2524230806 cites W1968097047 @default.
• W2524230806 cites W1979916873 @default.
• W2524230806 cites W1980518946 @default.
• W2524230806 cites W1989433550 @default.
• W2524230806 cites W1994782694 @default.
• W2524230806 cites W2001852998 @default.
• W2524230806 cites W2005309592 @default.
• W2524230806 cites W2012877154 @default.
• W2524230806 cites W2025579080 @default.
• W2524230806 cites W2027104879 @default.
• W2524230806 cites W2029751781 @default.
• W2524230806 cites W2029781519 @default.
• W2524230806 cites W2032337526 @default.
• W2524230806 cites W2042360164 @default.
• W2524230806 cites W2046104089 @default.
• W2524230806 cites W2048946857 @default.
• W2524230806 cites W2054005003 @default.
• W2524230806 cites W2057733817 @default.
• W2524230806 cites W2063101369 @default.
• W2524230806 cites W2074382665 @default.
• W2524230806 cites W2080060217 @default.
• W2524230806 cites W2087057075 @default.
• W2524230806 cites W2097549324 @default.
• W2524230806 cites W2098118776 @default.
• W2524230806 cites W2105590220 @default.
• W2524230806 cites W2124804299 @default.
• W2524230806 cites W2144400809 @default.
• W2524230806 cites W2145575976 @default.
• W2524230806 cites W2146327398 @default.
• W2524230806 cites W2147698887 @default.
• W2524230806 cites W2156665851 @default.
• W2524230806 cites W2159418879 @default.
• W2524230806 cites W2160449301 @default.
• W2524230806 cites W2163810948 @default.
• W2524230806 cites W2170749343 @default.
• W2524230806 cites W2171905348 @default.
• W2524230806 cites W4251377776 @default.
• W2524230806 doi "https://doi.org/10.1108/jkm-10-2015-0390" @default.
• W2524230806 hasPublicationYear "2016" @default.
• W2524230806 type Work @default.
• W2524230806 sameAs 2524230806 @default.
• W2524230806 citedByCount "23" @default.
• W2524230806 countsByYear W25242308062018 @default.
• W2524230806 countsByYear W25242308062019 @default.
• W2524230806 countsByYear W25242308062020 @default.
• W2524230806 countsByYear W25242308062021 @default.
• W2524230806 countsByYear W25242308062022 @default.
• W2524230806 countsByYear W25242308062023 @default.
• W2524230806 crossrefType "journal-article" @default.
• W2524230806 hasAuthorship W2524230806A5041533278 @default.
• W2524230806 hasConcept C111366508 @default.
• W2524230806 hasConcept C111919701 @default.
• W2524230806 hasConcept C144024400 @default.
• W2524230806 hasConcept C144559511 @default.
• W2524230806 hasConcept C17744445 @default.
• W2524230806 hasConcept C19417346 @default.
• W2524230806 hasConcept C197386563 @default.
• W2524230806 hasConcept C199539241 @default.
• W2524230806 hasConcept C2778456998 @default.
• W2524230806 hasConcept C2778971194 @default.
• W2524230806 hasConcept C39549134 @default.
• W2524230806 hasConcept C41008148 @default.
• W2524230806 hasConcept C56739046 @default.
• W2524230806 hasConcept C7225491 @default.
• W2524230806 hasConcept C98045186 @default.
• W2524230806 hasConceptScore W2524230806C111366508 @default.
• W2524230806 hasConceptScore W2524230806C111919701 @default.
• W2524230806 hasConceptScore W2524230806C144024400 @default.
• W2524230806 hasConceptScore W2524230806C144559511 @default.
• W2524230806 hasConceptScore W2524230806C17744445 @default.
• W2524230806 hasConceptScore W2524230806C19417346 @default.
• W2524230806 hasConceptScore W2524230806C197386563 @default.
• W2524230806 hasConceptScore W2524230806C199539241 @default.
• W2524230806 hasConceptScore W2524230806C2778456998 @default.
• W2524230806 hasConceptScore W2524230806C2778971194 @default.
• W2524230806 hasConceptScore W2524230806C39549134 @default.
• W2524230806 hasConceptScore W2524230806C41008148 @default.
• W2524230806 hasConceptScore W2524230806C56739046 @default.
• W2524230806 hasConceptScore W2524230806C7225491 @default.
• W2524230806 hasConceptScore W2524230806C98045186 @default.
• W2524230806 hasIssue "5" @default.
• W2524230806 hasLocation W25242308061 @default.
• W2524230806 hasOpenAccess W2524230806 @default.
• W2524230806 hasPrimaryLocation W25242308061 @default.
• W2524230806 hasRelatedWork W1606663836 @default.
• W2524230806 hasRelatedWork W2054085940 @default.
• W2524230806 hasRelatedWork W2071858076 @default.
• W2524230806 hasRelatedWork W2348989065 @default.
• W2524230806 hasRelatedWork W2480172674 @default.
• W2524230806 hasRelatedWork W3041020424 @default.
• W2524230806 hasRelatedWork W3088119272 @default.
• W2524230806 hasRelatedWork W746576471 @default.

• next