Knowledge Management Research &Practice (KMRP) provides an outlet for high quality, peer reviewed articles on all aspects of managing knowledge, organisational learning, intellectual capital and knowledge economics. This includes not just those focused on the organisational level, but all levels from that of the individual to that of the nation or profession. KMRP is an official journal of the OR Society

In the modern digital ecosystem, the effective management of knowledge and the integration of information and communication technologies are the keys to revolutionizing educational practices within higher education institutions. This study presents a systematic review of recent literature, examining how the incorporation of information and communication technologies facilitates the creation and transfer of knowledge, enables collaboration among educators, and supports continuous professional development. We explore the benefits of personalized learning and the application of technological tools to enhance collaboration, access to educational resources, and pedagogical reflection. The key findings emphasize the role of these tools in promoting teacher interaction and exchange of ideas, highlighting the critical importance of training in digital competency to maximize their impact. The study also identifies challenges, including the need to improve effective knowledge transfer and technological training. In conclusion, effective knowledge management, supported by information and communication technologies, fortifies digital competencies and cultivates a culture of collaboration and content creation in higher education institutions.

Purpose: This paper is the result of an investigation performed in northwest Mexico with the objective to analyze and diagnose knowledge management (KM) processes in small and midsize restaurants. The main purpose of this study was to identify the present state of KM processes in these organizations as a way to identify improvement opportunities as well as to define facilitators and barriers that could difficult the implementation of KM initiatives. Design/methodology/approach: The study was performed in 12 restaurants and two types of questionnaires were applied. The questionnaires were applied to managers and personnel. The questionnaires analyzed knowledge Identification/location, Acquisition/learning, Development, Distribution/transference, Utilization/Application, Preservation/maintenance, and Assessment/valuation. Findings: We found that the respondents agreed that five of the GC processes have an acceptable level of development, while less developed processes were the Preservation/maintenance and Assessment/valuation of knowledge. On the other hand, the main facilitators to implementing KM initiatives are the availability of entrepreneurs to participate, staff responsive to the needs of the company, and staff is willing to share their knowledge. The main barriers are resistance to change, low level of knowledge in the use of technology by some members of the organization; difficulty accepting a strategic plan including knowledge management and unwillingness to document good practices. Originality/value: It is a novel study in Latin America, since no similar work in this productive sector has been found. Additionally, the study has a methodological approach that simultaneously addresses the analysis of the processes of knowledge management, and the identification of facilitators and barriers to implementing knowledge management initiatives.

Purpose: This paper aims to propose a methodology to develop an organizational memory to benefit from team knowledge and to make the design of electromechanical devices processes more efficient. Design/methodology/approach: Different frameworks and methods were analyzed from literature, obtaining key ideas to be included in the methodology developed and considering other approaches to apply in team knowledge about design processes. The research was conducted as a case study in a Mexican small and medium-sized enterprises dedicated to the manufacturing and installation of electromechanical devices where the methodology was implemented. Findings: A five-stage methodology was developed which consisted of preparation, identification, capture & storage, dissemination & application and finally the evaluation & feedback stage. An implementation of the described processes was carried out, which was materialized into a technological tool that represents the organizational memory where knowledge was captured, organized and disseminated. Practical implications: This study offers guidelines that can be applied in other organizations where team knowledge on design processes have not been adequately used for company’s improvement. The application of this methodology could be a strategy that enabled team knowledge to store their experience. This knowledge could then be consulted and recovered by the workgroup in an effective manner to solve new problems. Originality/value: A methodological proposal to develop an organizational memory about team knowledge was developed. To evaluate the impact of the methodology implementation, a variety of indicators were proposed, which were classified as economic, organizational and performance indicators.