Optimizing Holistic Education for Sustainable Development

Dr. Adan Maalim Hussein

doi:10.18535/ijsrm/v13i03.el03

Abstract

Institutions of higher learning are society's primary tools for advancing knowledge. In educational institutions, knowledge management plays a crucial function. Administrative research such as student service, human resources systems, and teaching and learning processes can be independently identified and studied by educational institutions. More flexibility in the decision-making, teacher advancement, and learning processes can result from the usage of knowledge management systems. Nonetheless, there are several obstacles in the way of the successful and efficient implementation of knowledge management in the classroom. Examining knowledge, the value of knowledge management (KM), factors that support it, its application in education, and the difficulties and constraints of KM in educational institutions are the objectives of this study. Knowledge management is presently at the center of research and education in terms of advancement and growth on a global scale. Furthermore, this study examines methods for maintaining knowledge management in educational institutions, which can help address issues in education, and evaluates the idea of knowledge management from an educational standpoint. Primary data, which was gathered through content analysis of academic and professional knowledge management in education and training in institutions, is necessary for the approaches used to construct knowledge management. The study's conclusions show that during the previous four to five years, more people have had access to knowledge management in training and education programs in educational institutions.

keywords: knowledge, importance of knowledge management(km), factors supporting knowledge management, application of knowledge management in education, challenges and limitations of knowledge management (km) in an educational institution

Keywords

knowledgeimportance of knowledge management(km)factors supporting knowledge managementapplication of knowledge management in educationchallenges and limitations of knowledge management (km) in an educational institution

References

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[refR-1] Blair, D.C. (2002), Knowledge management: hype, hope or help? Journal of the American Society for Information Science and Technology, Vol. 53 No. 12, pp. 1019-28.Google Scholar ↗

[refR-2] Buckley, P.J. and Carter, M.J. (2015), Process and structure in knowledge management practices of British and US multinational enterprises, Journal of International Management, Vol. 8 No. 1, pp. 29-48.Google Scholar ↗

[refR-3] Carter C. and Scarbrough H. (2011), Toward a second generation of KM? The people management challenge, Education+Training, Vol. 43 No. 4-5, pp. 215-24.Google Scholar ↗

[refR-4] Civi, E. (2011), Knowledge management as a competitive asset: a review, Marketing Intelligence & Planning, Vol. 18 No. 4, pp. 166-74.Google Scholar ↗

[refR-5] Clarke, T. and Rollo, C. (2015), Corporate initiatives in knowledge management, Education+Training, Vol. 43 No. 4-5, pp. 206-14.Google Scholar ↗

[refR-6] Connor, T. (2002), The resource based view of strategy and its value to practising managers, Strategic Change, Vol. 11 No. 6, pp. 307-16.Google Scholar ↗

[refR-7] Allee, V. (1999), The art and practice of being a revolutionary, Journal of Knowledge Management, Vol. 3No. 2, pp. 121-31.Google Scholar ↗

[refR-8] Desouza, K. and Evaristo, R. (2013), Global knowledge management strategies, European Management Journal, Vol. 21 No. 1, pp. 62-7.Google Scholar ↗

[refR-9] Filius, R., Jong, J.A. de, and Roelofs, E.C. (2016), Knowledge management in the HRD office: a comparison of three cases, Journal of Workplace Learning, Vol. 12 No. 7, pp. 286-95.Google Scholar ↗

[refR-10] Guah, M.W. and Currie, W.L. (2004), Factors affecting IT-based knowledge management strategy in UK healthcare system, Journal of Information & Knowledge Management, Vol. 3 No. 4, pp. 279-89.Google Scholar ↗

[refR-11] Handzic, M. and Agahari, D. (2004), Knowledge sharing culture: a case study, Journal of Information & Knowledge Management, Vol. 3 No. 2, pp. 135-42.Google Scholar ↗

[refR-12] Hislop, D. (2003), Linking human resource management and knowledge management via commitment: a review and research agenda, Employee Relations, Vol. 25 No. 2, pp. 182-202.Google Scholar ↗

[refR-13] Kakabadse, N.K., Kouzmin, A., and Kakabadse, A. (2001), From tacit knowledge to knowledge management: leveraging invisible assets, Knowledge and Process Management, Vol. 8 No. 3, pp. 137-54.Google Scholar ↗

[refR-14] Audi, R. (1998), Epistemology: A Contemporary Introduction to the Theory of Knowledge, Routledge, London.Google Scholar ↗

[refR-15] Lang, J.C. (2001), Managerial concerns in knowledge management, Journal of Knowledge Management, Vol. 5 No. 1, pp. 43-59.Google Scholar ↗

[refR-16] Barney, J. (1991), Firm resources and sustained competitive advantage, Journal of Management, Vol. 17 No.1, pp. 99-120.Google Scholar ↗

[refR-17] Beijerse, (2017), Knowledge management in small and medium-sized companies: knowledge management for entrepreneurs, Journal of Knowledge Management, Vol. 4 No. 2, pp. 162-79.Google Scholar ↗

[refR-18] Bhatt, G.D. (2011), Organizing knowledge in the knowledge development cycle, Journal of Knowledge Management, Vol. 4 No. 1, pp. 15-26.Google Scholar ↗

[refR-19] Bhatt, G.D. (2017), Knowledge management in organizations: examining the interaction between technologies, techniques and people, Journal of Knowledge Management, Vol. 5 No. 1, pp. 68-75.Google Scholar ↗

[refR-20] Alavi, M. and Leidner, D.E. (2001), Knowledge management and knowledge management systems: conceptual foundations and research issues, MIS Quarterly, Vol. 25 No. 1, pp. 107-36.Google Scholar ↗

[refR-21] Rowley, J. (2000): Is higher education ready for knowledge management? International Journal of Educational Management, 14(7), pp. 325-333Google Scholar ↗

[refR-22] Serban, A. M. & Luan, J. (eds.) (2002). Knowledge management: Building a competitive advantage in higher education. New Directions for Institutional Research, No. 113. San Francisco: Jossey-BassGoogle Scholar ↗