{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,12,24]],"date-time":"2025-12-24T12:15:35Z","timestamp":1766578535803,"version":"3.41.2"},"reference-count":48,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2016,2,8]],"date-time":"2016-02-08T00:00:00Z","timestamp":1454889600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,2,8]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 The purpose of this paper is to identify those organizational and personal elements that enable not-for-profit organizations (NPOs) to generate and transfer knowledge. NPOs are under pressure to use their financial and human resources efficiently, and to improve their activities and services constantly. Knowledge management as a strategy would ensure NPOs\u2019 sustainability and rapid adaptation to dynamic environments.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 A qualitative study based on interviews, documents and questionnaires was conducted in 28 Mexican NPOs.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 Three main findings were identified: First, Mexican NPOs generate knowledge through courses and seminars based on volunteers\u2019 personal motivation and organizational culture. Second, informal communication media are widely utilized to transfer organizational knowledge. Third, personal commitment to the organization\u2019s mission and trust in their colleagues\u2019 social actions are crucial for knowledge transfer effectiveness, rather than organizational elements.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>\u2013 Results scope of this study is limited to the NPOs under study. The findings expose some highlights for knowledge management process in NPOs in Mexico which would be tested in further research.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 Contrary to knowledge management in profit organizations, NPOs must recognize that personal motivation, commitment and trust in organization\u2019s mission and social actions are crucial rather than organizational culture and top management support.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Social implications<\/jats:title><jats:p>\u2013 NPOs must convert their tacit knowledge to explicit knowledge, which allows NPOs to be transparent and effective, and to have access to more funding opportunities and to replicate their best practices throughout the organization.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 There are only few studies of knowledge management processes in NPOs. Some considerations have to be done with respect to personal motivation, commitment and trust, as well as organizational elements.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-12-2014-0494","type":"journal-article","created":{"date-parts":[[2016,2,12]],"date-time":"2016-02-12T04:01:55Z","timestamp":1455249715000},"page":"69-87","source":"Crossref","is-referenced-by-count":32,"title":["Knowledge management in Mexican NPOs: a comparative study in organizations with a local and national presence"],"prefix":"10.1108","volume":"20","author":[{"given":"Laura E","family":"Zapata Cantu","sequence":"first","affiliation":[]},{"given":"Carlota Eugenia","family":"Mondragon","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"unstructured":"Alavi, M. (2000), \u201cManaging organizational knowledge\u201d, in Zmud, R.W. 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