Development of a Knowledge Management Model in the Sangha Administrative Region: A Case Study of the 'Wat Pracha Rat Sang Suk' Project
Keywords:
Knowledge Management, Sangha Administrative Region, Wat Pracha Rat Sang Suk, Sustainable Development, Knowledge SharingAbstract
This study explores the development and implementation of a knowledge management model aligned with the mission of the "Wat Pracha Rat Sang Suk" project in the Sangha Administrative Region 10 of Thailand. The primary objectives are to study the current state of knowledge management, develop a suitable model, implement it, and evaluate its effectiveness. Using a mixed-methods approach, including surveys and interviews with monks and laypersons across selected provinces, the study identifies key components of the knowledge management model: Knowledge Mission (KM), Sharing (S), Reflect (R), and Utilization (U). The findings suggest that the model significantly enhances the effectiveness of knowledge management in temple communities, promoting sustainable development through increased engagement and collaborative learning. The study also highlights the challenges in implementation and provides recommendations for further refinement of the model.
References
Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
Bohm, D. (1996). On dialogue. Routledge.
Choo, C. W. (1998). The knowing organization: How organizations use information to construct meaning, create knowledge, and make decisions. Oxford University Press.
Crawford, S. C. (2004). Religious organizations and the role of knowledge management in sustaining religious traditions. Routledge.
Davenport, T. H., & Prusak, L. (2000). Working knowledge: How organizations manage what they know. Harvard Business Press.
DeLong, D. W. (2004). Lost knowledge: Confronting the threat of an aging workforce. Oxford University Press.
Gombrich, R. (2006). Theravāda Buddhism: A social history from ancient Benares to modern Colombo. Routledge.
Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
Hislop, D. (2013). Knowledge management in organizations: A critical introduction. Oxford University Press.
Jashapara, A. (2011). Knowledge management: An integrated approach. Pearson Education.
McDermott, R., & O'Dell, C. (2001). Overcoming cultural barriers to sharing knowledge. Journal of Knowledge Management, 5(1), 76-85.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
Nonaka, I., & von Krogh, G. (2009). Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635-652.
Polanyi, M. (1966). The tacit dimension. Routledge.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Doubleday.
Swearer, D. K. (1995). The Buddhist world of Southeast Asia. State University of New York Press.
Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Cambridge University Press.
Zack, M. H. (1999). Managing codified knowledge. Sloan Management Review, 40(4), 45-58.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Insights into Modern Education (i-ME)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.