An academic knowledge management model: Multiple case studies in Peruvian Universities

Proceedings of the European Conference on Knowledge Management, ECKMVolume 2, 2017, Pages 730-74118th European Conference on Knowledge Management, ECKM 2017; International University of CataloniaBarcelona; Spain; 7 September 2017 through 8 September 2017.Universities' knowledge management processes are critical to accomplishing their role of integrating individuals and countries in the competitive global knowledge economy through teaching, research and technology transfer (Sam and Van der Sijde, 2014; Welch, 2011). This role is particularly critical for universities in emerging economies, like Peru, that seek to integrate into this knowledge economy by diversifying their economies and reducing dependence on raw materials exports (Ministerio de la Producción del Perú, 2014). To do so, the article proposes an academic knowledge management model for Peruvian universities that integrates their processes and key actors. The authors analyzed current academic knowledge management models at five Peruvian universities using multiple case study methodology. The universities are among the highest ranked Peruvian universities in the QS University Rankings: Latin America (2016), such that the resulting model is applicable to universities in Peru and other emerging economies. The data collection protocol was validated by experts using the Delphi method and pilot tested at a sixth university. The results indicate that knowledge at these universities is managed intuitively or by tradition, not in a way that systematically integrates processes and participants. The critical success factors to managing academic knowledge effectively were identified as qualified staff, responsible and committed to research; engagement and commitment from senior management; an organizational culture that encourages knowledge creation, sharing and use; and staff attitude and learning ability. The research also identified criteria that measure the model impact in terms of its stages (creation, exchange and use) and university processes (teaching and learning, research, and transfer of services to society). The article concludes that the model is applicable to the current knowledge management practices identified in the case study and includes basic components (planning, management processes, principles, methods, technologies, etc.) in a system whose indicators fulfill the university mission and goals