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Advances in Social Sciences Research Journal – Vol. 11, No. 11
Publication Date: November 25, 2024
DOI:10.14738/assrj.1111.17973.
Dashdeleg, M., Munkh-Undrakh, B., Munkhsaruul, B., & Dulguunmandakh, E. (2024). The Analysis of Impacts for Knowledge
Management in Higher Education Sector: The Case of Ikh Zasag International University, Mongolia. Advances in Social Sciences
Research Journal, 11(11). 301-309.
Services for Science and Education – United Kingdom
The Analysis of Impacts for Knowledge Management in Higher
Education Sector: The Case of Ikh Zasag International University,
Mongolia
Dashdeleg, Magsarjav
Mongolian University of Science and Technology
Munkh-Undrakh, Baatarjav
Royal International University, Mongolia
Munkhsaruul, Baatarjav
Ewha Womans University, Seoul, Korea
Dulguunmandakh, Enkhbold
Faculty of Social Sciences in Minority Policy,
Eötvös Loránd University, Budapest, Hungary
ABSTRACT
The primary purpose of our research is to examine the relationships between
academics' capability skills, attitudes and communication skills toward knowledge
management. We worked on this study using basic management theory and social
science to establish work assumptions and new conceptual models that
international researchers employed in their research. The poll was done online by
133 professors, allowing us to classify and compare some of the results. We used
SMART PLS-3.0, a qualitative research tool, to evaluate correlational and
multifactorial data, as well as to present the findings of the forensic scientist's
investigation of how factor variables affect knowledge management. Our research
has the potential to be significant in addressing both theoretical and practical
concerns, as well as implementing additional most necessary practices at Ikh Zasag
International University in Mongolia.
Keywords: professors’ capability skills, professors’ communication skills, professors’
attitudes, knowledge management, Ikh zasag International University, Mongolia.
INTRODUCTION
Knowledge management in higher education is critical for increasing the efficiency and efficacy
of educational facilities. It refers to the processes of developing, sharing, applying, and
managing knowledge in order to improve academic and administrative services. Implementing
knowledge management systems in universities can foster innovation, improve learning
outcomes, and enhance collaboration among teachers and students [1]. Moreover, effective
knowledge management practices contribute to the preservation and dissemination of
knowledge, which is vital for maintaining a competitive edge in the rapidly evolving educational
landscape. Ultimately, knowledge management not only supports institutional goals but also
enriches the overall educational experience for students and faculty alike.
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Advances in Social Sciences Research Journal (ASSRJ) Vol. 11, Issue 11, November-2024
Services for Science and Education – United Kingdom
In our study, we looked at the knowledge management of the academics at Ikh Zasag
International University. Established in 1994, Ikh Zasag International University (IZIU) is a
comprehensive institution with ten affiliated schools. It is highly commendable that IZIU was
given the title of "IKH ZASAG" ('Great Governance') during the Chinggis Khaan era. With two
campuses, IZIU has been conducting research and teaching for the past 20 years since its
founding. Around 7500 students, including those from abroad, are enrolled in more than 50
undergraduate and graduate degree majors at IZIU at the moment. The university has
graduated more than 12,000 students in the last few years. Roughly 90% of them have jobs
already.
THE THEORETICAL FOUNDATIONS OF KNOWLEDGE MANAGEMENT
We must explain the ideas that are being used in the field as well as the sources that supported
their growth if we want to construct an evolution of knowledge management theory. There
must be more than just facts, variables, constructions, or diagrams for something to be
considered a theory. Unfortunately, there is a great deal of debate on the definition of theory.
Some people believe that theory clarifies the relationships between various phenomena [2].
According to Lopez et al. (2004), learning and knowledge management in businesses are
interdependent (Singh, 2008). information management is a circular process that makes
learning a direct activity inside an organization and promotes information exchange [3].
It is essential to understand the fact when professors show the intention to share skills,
experience, attitudes and knowledge with their fellow professors. Similarly, it is also important
for the higher education institute to understand their professors' skills from a research and
practical perspective because sometimes they are ready to share their knowledge and skills [4].
We argued that knowledge management is fundamentally linked to learning within
organizations, as effective KM facilitates a continuous exchange of information that enhances
learning processes among employees and promotes organizational growth. The professors role
in higher education, the willingness of professors to share their expertise and knowledge is
crucial. Institutions must recognize and leverage the diverse skills of their faculty to foster an
environment conducive to knowledge exchange and collaborative learning.
Professors’ Capability on Knowledge Management
Expertise and Communication Skills: Professors must possess a high level of expertise and
strong communication skills to effectively share both tacit and explicit knowledge with their
colleagues, which is essential for fostering an environment conducive to knowledge sharing
within educational institutions. Trust and Ethical Considerations of willingness of professors to
engage in knowledge sharing is significantly influenced by trust and perceptions of ethical
standards within their institutions. A supportive organizational culture that emphasizes trust
can enhance collaboration and the sharing of expertise among faculty members[5].
Effective knowledge sharing among professors requires appropriate incentives and
institutional support, including the establishment of platforms for knowledge exchange and a
culture that encourages collaboration. These factors play a crucial role in motivating professors
to share their knowledge and experiences. Professors can significantly enhance their careers
by developing professional skills that are essential across various roles and industries. These
skills not only facilitate job acquisition and advancement but also improve workplace
relationships and overall job performance. Professors exhibit critical abilities in knowledge
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Dashdeleg, M., Munkh-Undrakh, B., Munkhsaruul, B., & Dulguunmandakh, E. (2024). The Analysis of Impacts for Knowledge Management in Higher
Education Sector: The Case of Ikh Zasag International University, Mongolia. Advances in Social Sciences Research Journal, 11(11). 301-309.
URL: http://dx.doi.org/10.14738/assrj.1111.17973
acquisition, organization, development, and innovation. These skills are essential for effectively
managing and sharing knowledge within educational institutions, as they contribute to the
overall improvement of teaching practices and academic collaboration [6].
Despite their capabilities, professors often face barriers such as cultural codes of
professionalism and environmental constraints that hinder effective knowledge sharing. These
obstacles can include rigid institutional structures and time limitations, which complicate the
transfer of expertise between experienced and novice faculty members [7]. According to the
literature review, we were hypothesized as below:
➢ H1: Professors’ professional capability have an influence on knowledge management.
Professors’ Attitudes on Knowledge Management
Professors' attitudes in the higher education sector are shaped by various factors, including
their perceptions of institutional support, job satisfaction, and the balance between teaching
and research [8]. Research indicates that faculty at public undergraduate institutions express
greater interest and satisfaction in teaching compared to research, although there is a notable
disparity in perceived institutional support for teaching, which may affect morale. Additionally,
attitudes towards research are generally positive, with many perceiving themselves as capable
researchers despite some reservations about their experience [9].
The knowledge sharing attitude within the organizations depends upon several factors.
Employees’ tendencies are vital in this regard. Some of the researchers argued that two factors
are important, the first one is the attitude and the second one is subjective norms. Aneela Syed
and et all, (2020), constructed upon knowledge management processes, the current study
investigated the interrelationship between knowledge sharing attitude among the faculty
members and knowledge management processes in higher education institutes [10].Several
prior studies have demonstrated the separate or simultaneous positive impact of knowledge
management enablers and processes on knowledge sharing attitude of university teachers
(Gold, Malhotra, Segars 2001; Iqbal et al., 2019; Sahibzada et al., 2020) [11]. According to the
literature review, we were hypothesized as below:
➢ H2: Professors’ attitudes have an influence on professional knowledge management.
Professors’ Communication Skills on Knowledge Management
There are several studies which show an association between knowledge management and
communication e.g. Kumar and Gupta in 2012 tried to cover different aspects of knowledge and
knowledge management systems and its role in multinational corporations [12]. It has been
proved in researches and studies that effective communication is very significant for any
business and it of utmost important for top management, directors, managers & employees
working at any level to communicate with each other in effective and proficient manner to
develop a successful business environment.
Similarly, knowledge management can also be done successfully with effective communication
between top management, managers and other employees. Managers with poor or deprived
communication skills cannot interact effectively with team and is also not able to share all the
relevant information which can disturb and destroy the knowledge management system of an
organization. Manager must be able to set a proper knowledge management system and has
competencies to communicate with teams [13].