Knowledge management (KM) is realized as an innovation factor in management to ensure organizational success. The article will present current KM practices from a non-profit perspective in the context of developing countries, covering four critical components of the KM-NPOs domain: knowledge sharing, knowledge resources, knowledge creation, and knowledge needs. Typical knowledge sharing barriers in the NPOs and motivational factors that promote knowledge activities from non-profit environment perspectives will be presented. Critical categories and a range of multiple sub-categories of knowledge resources that support the organizations to achieve sustainable development will be identified. The processes of four knowledge creation components, including socialization, externalization, combination, and internalization will be discussed. Finally, the chapter will re-identify and update the type of knowledge needs in the NPOs, particularly in the context of developing countries.
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Non-profit organizations (NPOs) defined as “a high propensity to innovate the supply of social services from several points of view such as in the types of services provided, in the target groups and the organization of services provision” (OECD, 2003). The NPOs have also been encountered challenges that the ability to supply better benefits packages for the staffs. Slatten et al. (2020) noted that the NPOs are often insufficiencies this ability; subsequently, these organization can result in a high percentage of turnover rate. The United Nations categorized NPOs into three groups on local, national, and international levels, which aim to overcome social issues in support of the public good. It also can be called as not-for-profit or third sector organizations. NPOs present as “important actors” to the national economy (Lyons & Passey, 2006). Overall, the critical purpose of the NPOs is to create social value for the community or society. Thailand has considered as a success case study for developing countries. Since 2011, The World Bank grouped Thailand’s income from a lower-middle-income economy to an upper-middle-income economy (World Bank, 2020). In the situation of emerging and developing markets, for instance in Thailand, the non-profit sector plays a vital role in order to contribute to economic growth, develop civic infrastructure, share and create social values, and mitigate adverse spillover effects through its program or activities (Anheier & Salamon, 1998). Culturally, Thai NPOs remark as “embracing associations and foundation, engaged philanthropy, economic and social development, health and social services, advocacy, and cultural and recreational activities” (Amara & Nitaya, 1997; Pongsapich, 1993). From the 1970s, it was traced to the flourished development of the Thai non-profit sector. In recent years, many international organizations have registered in Thailand as “a popular relay location,” which emphasized regional development as in Southeast Asia (Pongsapich, 1998). Remarkably, the significant impact of these organizations has been recognized, with more than 80,000 NPOs in Thailand, earning around USD 4,1 billion and recruiting more than 26 million members in 2017 (NSO, 2018). Although many practical proofs indicated that these organizations have actively contributed to the communities and society in Thailand, there is still a lack of empirical evidence on how NPOs operation, perform, and utilization the knowledge assets. Therefore, it is emerging a need increasingly for more research and empirical studies to discover and investigate different processes on knowledge management (KM) to maximize their social impacts.