Peter Massingham
University of Wollongong
28 Papers
165 Citations
Peter Massingham is an academic researcher from University of Wollongong. The author has contributed to research in topics: Personal knowledge management & Empirical research. The author has an hindex of 15, co-authored 27 publications.
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Papers
Knowledge risk management: a framework
TL;DR: The paper examines how conventional approaches to risk management based on decision tree methods are ineffective, and proposes and tests an alternative KRM model, which improves the accuracy of risk assessment by reducing subjectivity caused by cognitive bias.
168
National culture and the standardization versus adaptation of knowledge management
Zhiyi Ang,Peter Massingham +1 more
TL;DR: A conceptual framework for standardization and adaptation of knowledge management processes based on differences in national culture is proposed, suggesting there are two tensions involved: pressures for cultural responsiveness and pressures for scope economies.
Measuring the Impact of Knowledge Loss: More Than Ripples on a Pond?:
TL;DR: The impact of knowledge loss on an organization is a largely unexplored area of strategic management as discussed by the authors, which suggests that lost human capital may produce decreased organizational output and productivity, lost social capital may reduce organizational memory, lost structural capital may diminish organizational learning, and lost relational capital may disrupt external knowledge flows.
114
Does knowledge management produce practical outcomes
Peter Massingham,Rada Massingham +1 more
TL;DR: Examining ways that Knowledge Management (KM) can demonstrate practical value for organizations finds seven practical outcomes of KM that are presented as methods to persuade managers to invest in KM.
103
Measuring the impact of knowledge loss: a longitudinal study
TL;DR: The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts, decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increasing search cycle time).
102