Knowledge Management Systems: Information and Communication Technologies for Knowledge Management
Abstract
Information and knowledge have profoundly transformed businesses, organizations and society. Knowledge management promises concepts and instruments that help organizations to provide an environment supportive of knowledge creation, sharing and application. Information and communication technologies are often regarded as the enabler for the effective and especially efficient implementation of knowledge management. The book presents an almost encyclopedic treatise of the many important facets, concepts and theories that have influenced knowledge management and integrates them into a framework consisting of strategy, organization, systems and economics guiding the design of successful initiatives. The third edition particularly extends coverage of the two pillars of implementing knowledge management initiatives, i.e. organization and systems.
Chapters (18)
The transformation of organizations into knowledge-intensive and knowledge-aware organizations takes place at an ever-increasing pace. Knowledge as the key resource, not labor, raw material or capital, changes production functions in organizations significantly. Knowledge represents the key concept to explain the increasing velocity of the transformation of social life in general and the way businesses and social institutions work in particular (Drucker 1994). Estimates at leading research organizations suggest that up to 60% of the gross national product in the United States is based on information as opposed to physical goods and services (Delphi 1997, 10). In the last decade, this percentage is likely to have further increased which is reflected by a large number of studies that report similar or higher values. The big share is not surprising as it is estimated that the knowledge-intensive construction and development process of new products and services potentially determines 80 to 90% of the resulting production costs (Scherrer 1999, 131).
The leading research question of this book therefore is: To what extent can information and communication tools and systems support holistic knowledge management initiatives aimed at improving an organization’s way of handling knowledge?
Due to its interdisciplinary nature, knowledge management is a field that is still far from being consolidated16. The substantial complexity and dynamics of the field have turned theory-based investigations into knowledge management as well as knowledge management systems into challenging enterprises. During the last decade, researchers, with varying backgrounds as described above, and practitioners, especially in knowledge-intensive businesses such as professional services companies, biotechnology, pharmaceutical, chemical, computer and telecommunications companies, have shown considerable interest in the field of KM. Consequently, it seemed appropriate to answer the research questions of this book on the basis of a combined theoretical and empirical investigation of KMS.
Recently, knowledge management has received a lot of attention in scholarly as well as in practitioner-oriented literature and in professional services companies as well as in business organizations of all industrial sectors. Due to the large demand for concepts and theories to support a systematic intervention into the way an organization handles knowledge, the field has attracted researchers from different disciplines and has absorbed a wide array of research questions and approaches to solve these questions. This chapter is devoted to give an overview of the roots of knowledge management, the historical development of the literature and practice in some of its predecessors, especially organizational learning and organizational memory approaches.
Considering knowledge as the key resource in an organization has substantial strategic implications. It seems evident that an organization’s strategic choices have to consider the way it handles its knowledge assets.
As shown earlier, a KM strategy describing the strategic intent of a KM initiative has to be implemented with the help of organizational instruments. This section is devoted to the organizational design of a KM initiative. Figure B-22 proposes a model of the tasks and flows in knowledge management. The model builds on the concepts and theories depicted in section 4.1.1 - “From organizational learning to knowledge management” on page 22. In particular concepts and approaches from the following research fields were integrated within the model.
KMS were defined in section 4.3 - “Knowledge management systems” on page 82. In the following, first the technological roots of KMS are reviewed (section 7.1). Then, the contents of KMS are analyzed along with their structure, the types of media used, a maturity model for knowledge elements and some aspects of quality of contents (section 7.2). The definition of KMS is detailed with the help of a review of KMS architectures that have been proposed in the literature or have been implemented as standard KMS platforms. Based on this analysis, an amalgamated architecture for a centralized KMS is presented. The architecture is discussed in detail with the help of a structured list of KMS functions that will be used in the empirical study (section 7.4). As an alternative to this ideal architecture for a centralized KMS, an architecture for a distributed or peer-to-peer KMS is presented (section 7.5). The development of tools and systems will be discussed in a structured way leading to a classification of KMS (section 7.6). Finally, the important integration layer is discussed in more detail, reflecting on meta-data and ontology management as well as the Semantic Web (section 7.7).
The determination of costs and especially the assessment of benefits of KM and KMS is still in its infancy. Many authors have contributed to the description and explanation of the substantial differences between standard economic theory and information economics. Examples are negligible marginal costs or network effects (e.g., Gersbach 1991, Hirshleifer/Riley 1992, Lehner et al. 1995, 179). Our understanding of the economics of knowledge or competence is even more “primitive” than our understanding of information economics (Teece 1998a, 291).
Part B was dedicated to the investigation of the state of theory of KMS supported KM initiatives. The analysis revealed two major classes, namely human- and technology-oriented KM. Table B-30 summarizes the distinctions made. The second and third columns contain examples illustrating human-oriented and technology-oriented KM according to approach, perspective taken, focus area678 and definition of knowledge679, KM strategy and goals680, roles, tasks, KM instruments, focus of modeling and organizational culture681, architecture, contents, type and functions of KMS682 and finally evaluation objects, aspects, categories and procedures683.
This section presents an overview of a number of empirical studies on KM and/or KMS. The studies were selected on the basis of their
focus: Studies on knowledge management were selected that included information and communication technology supporting this concept or studies focusing on KM tools and systems;
availability: There are several studies of professional services companies which were too expensive to be bought by the author’s Department, e.g., IT Research 2000.
The main goals of the empirical study were two-fold:
the investigation of the state of practice of the use of KMS in large German organizations,
the investigation of concepts, scenarios and strategies for the management of KMS in organizations.
This chapter will first analyze several variables describing the organizational and business environment in which the KM initiatives are embedded (section 12.1). Then, the state of strategic considerations within KM will be studied with respect to KM goals that the initiatives target, as well as estimations to what extent these goals are actually achieved and to what extent these goals are documented and systematically evaluated (section 12.2).
This chapter will first investigate important aspects of the structural and process organization of the KM initiative (section 13.1). The second section of this chapter will deal with important dimensions of organizational culture, willingness to share knowledge and turnover in employees (section 13.2).
This chapter will focus ICT instruments supporting a KM initiative77. Section 14.1 will study to what extent organizations applied Groupware and Intranet platforms as well as KMS. Then section 14.2 will focus on the contents of the KMS, their type, size, media used and their structure. Finally, section 14.3 will investigate the state of practice of KMS in detail with respect to KMS functions implemented and the frequency with which they were used in the organizations.
To determine the economics of a KM initiative is a challenging task. In the following, some results will be presented that shed some light on the expenses and estimated benefits of KM initiatives. In general, the situation in German companies by the time of the study can be described as follows128.
This chapter summarizes the results of part C. First, Table C-55 gives an overview of the results for all the hypotheses tested. Then the most important findings will be distilled as theses about the state of practice of KMS supported KM initiatives.
Undoubtedly, knowledge management is currently a very lively and dynamic field drawing the attention of numerous research disciplines that all have their special perspective on KM. Moreover, vendors of software tools and systems happily extend their offerings to include more or less sophisticated KM functionality or simply re-badge their existing systems, e.g., business intelligence, data mining, Intranet, Groupware or content management systems, just to name a few, as knowledge management software. This situation provides for an overwhelming amount of approaches, concepts and theories in the literature, tools and systems on the market as well as Web sites focused on KM that a prospective KM user can draw from.
Knowledge management systems neither contain knowledge, nor do they manage it. This fact has provoked substantial and partially justified critic from proponents of the human-oriented KM fraction. Despite its pragmatic foundation as an integrated set of information and communication technologies supporting knowledge management and the many unresolved questions, the term KMS seems to provide a powerful metaphor that is able to draw the attention of researchers from multiple disciplines and practitioners with diverse backgrounds alike.
... For this, publications on knowledge management systems (Maier, 2007;Falsarella et al., 2021), implementation of knowledge management systems (Benbya, 2008), optimal knowledge management (Thierauf and Hoctor, 2006) and tools were consulted. of knowledge management (Tiwana, 1999 According to the literature consulted on knowledge management systems (Benbya, 2008;Falsarella et al., 2021;Maier, 2007;Thierauf and Hoctor, 2006;Tiwana, 1999), these have been developed directly in companies, organizations and entities. ...
... For this, publications on knowledge management systems (Maier, 2007;Falsarella et al., 2021), implementation of knowledge management systems (Benbya, 2008), optimal knowledge management (Thierauf and Hoctor, 2006) and tools were consulted. of knowledge management (Tiwana, 1999 According to the literature consulted on knowledge management systems (Benbya, 2008;Falsarella et al., 2021;Maier, 2007;Thierauf and Hoctor, 2006;Tiwana, 1999), these have been developed directly in companies, organizations and entities. , with the intensive use of information systems, information and communication technologies, big data and/or internet of things, among other requirements. ...
... In general, knowledge management systems -QMS have been developed for business knowledge management, but they can also be used for activities of social appropriation of knowledge and public dissemination of science, and their foundations can be consulted in Tiwana ( 1999), Maier (2007) and Benbya (2008). Below are some guidelines for the design of a knowledge management system. ...
Objective: The aim of this study was to propose and test strategies for the publication of products resulting from knowledge generation and social appropriation activities in the fields of Environmental Management, and Occupational Health and Safety (OHS). Theoretical Framework: This study is grounded in Hessen's general theory of knowledge (2007), which explains relevant aspects of knowledge such as its origin, essence, forms, and criteria of truth. Method: Starting from the theory of knowledge, a strategy was devised with planning, execution, and control stages for the development of a knowledge management system, and from there, strategies for generating and appropriating new knowledge in Environmental Management, and OHS were created. Results and Discussion: The results obtained confirmed the effectiveness of the strategies generated for knowledge generation and social appropriation, identifying actions and limitations. Some guidelines for the knowledge management system that will incorporate these strategies were proposed, aiming for them not to be loose or isolated but within a system designed exclusively for research. Research Implications: The research presents strategies for the publication of products resulting from knowledge generation activities and products resulting from social appropriation activities, which are also applicable to the publication of articles, books, and book chapters on environmental management, occupational health, and safety. Originality/Value: This study contributes to the scientific literature on knowledge management. The relevance and value of this research are evidenced by the originality of the study, as well as by defining strategies and processes for knowledge generation and social appropriation in OHS and environmental management.
... al., 2000;Race et. al., 2012;Rezgui, Boddy, Wetherill & Cooper, 2011;Scavarda, 2006) Lack of awareness of Knowledge Management (Alavi, 1999;Alavi & Leidner, 2001) Lack of support available to small and medium firms (BIS, 2013a;Lehtimäki et al., 2009;Adetunji, 2005) Lack of awareness in seeking support (BIS, 2013b) Lack of learning capabilities (Tsai, 2001;Baets, 2005) Lack of decision making knowledge (Baets, 2005;BIS, 2011;Adetunji, 2005;Sigala, 2008) Lack of organisational strategies for competitive advantage (Maier, 2007) ...
... The positivist school of thought expresses that the observation of objective reality drives knowledge (Schwartz, 2005). This school argues that knowledge is gained from the observation of an objective reality thus distinguishing between an observing subject and an observed object (Maier, 2007). A major aspect of positivism is the division between object and subject. ...
... Constructivism claims that the construction of knowledge is in the minds, thus it is not objective (Schwartz et al., 2005). This, therefore, challenges the notion of an objective reality (Maier, 2007). This school explains how the construction of knowledge occurs in a human being when information is exposed to existing knowledge that has been developed by experience. ...
Fragmentation in the UK construction sector is hindering knowledge production which leads to low levels of productivity. For decades, several unproductive initiatives have been deployed in an effort to increase partnering and collaboration between construction supply chains. Despite these efforts recent studies highlight that the UK construction sector needs to consider the process-based view seriously with the application of knowledge communication and specifically the transferring and sharing of Tacit Knowledge within the supply chain, if performance improvements are to be achieved.
In this study, a three-stage framework for transferring and sharing Tacit Knowledge within Construction Supply Chains is developed to bring collaboration and partnering, and to improve efficiency in Construction Supply Chains and in the application of Lean and Agile. Relevant and associated literature about knowledge management, supply-chain management and Lean and Agile thinking within construction supply chains is investigated in different dimensions.
The study highlights some unique and fresh findings in terms of transferring and sharing of Tacit Knowledge. In addition, a novel research processes’ model “Knowledge Driven Research Methodology” is developed and applied to define a worthy research methodology for this study.
To validate the factors extracted from the literature review and the conceptual framework, a systematic research methodology is adopted to collect quantitative data through a survey questionnaire. Moreover, data is analysed with frequency, the Kruskal-Wallis H test and correlation analysis and with interpretive analysis, to highlight the taxonomic relations among the findings based on the propulsive coefficients, and to identify and establish the rank of the foremost and following factors. Through the results from the data analysis, the conceptual framework is modified and then further validated through the expert interviews.
The study concludes with a validated framework and establishes the fact that, if the transferring and sharing of tacit knowledge is initiated within construction processes, it will bring collaboration and partnering and increase efficiency among construction supply chains. The most estimable part of this study is that it brings forward several tiny and major contributions to the existing knowledge for Literature, academia, policy makers and practitioners.
... This has led many organizations to develop KM initiatives to ensure the proper management of knowledge and knowledge generation within the organization. Furthermore, knowledge and information has been accumulated along the years for its growth and development, and their potentials will be totally appreciated through the possibility of assets gained from using knowledge and requirement from KMS (Maier, 2007). Knowledge management is described as the management of knowledge processes which involves not only the acquisition of knowledge but also its representation, storage, learning, sharing and innovation in an organization or sector. ...
... KMS can then be described as a system for managing knowledge in organizations which support creation, capture, storage and dissemination of information. KMS allows individuals or employees of an organization to have ready access to the organization's stored base of facts, sources of information, research papers and manuals (Maier, 2007). Knowledge management system can be said to have permeable boundaries which are difficult to position which is why knowledge that is useful to one person in one part of the organization maybe be useless to someone else in another department. ...
This study reports the factors of adoption of KMS among academicians in Nigeria. The following four major independent variables were studied i.e. 1) Organization (Structure, Government support, Culture, and organizational infrastructure), 2) Individual (Knowledge, Personal innovativeness, experience, and attitude), 3) Management Support (training, management initiatives and management) and 4) technology (trialiability, compatibility, visibility and complexity. The study employed an explanatory quantitative method design using survey. Findings identified that individual and management support factors play a major role on the adoption of KMS in Nigeria than organizational and technological factors. Using these findings, future researchers can further verify and explore in more depth on factors for KMS adoption especially the management support and individual factors.
... Asimismo, se evidencia su consideración en la literatura como un factor clave en la gestión del conocimiento; en efecto, Pérez y Dressler (2007) expresan que, a partir de ellas, se propician espacios de reflexión y análisis en entornos organizacionales, debido a que facilitan el almacenamiento y fácil acceso al conocimiento explicito. De igual forma, Maier (2007) argumenta que las TIC usualmente juegan un papel mediador en la relación gestión del conocimiento y desempeño organizacional. En concordancia, Gressgard et al. (2014) demostraron que existe un efecto de interacción entra las TIC y la estructura organizacional sobre la adquisición, difusión y explotación del conocimiento. ...
... En este caso, la varianza total explicada corresponde a 13,17% (Tabla 5), demostrando así, CIRIEC-España, Revista de Economía Pública, Social y Cooperativa I.S.S.N.: 0213-8093 Nº110/2024, pp. 201-232 coherencia con los planteamientos de autores como: Maier (2007), Rahimi et al. (2016), Parameswar et al. (2021), Dávila y Dos Anjos (2021), Yahya y Khalefa (2021). Asimismo, el sistema de control interno es el que tiene mayor incidencia (0,82), lo que sugiere que, en las cooperativas de ahorro y crédito, esta dimensión es relevante para el desempeño organizacional apoyando los procesos formales de gestión del conocimiento. ...
Debido a que no existe claridad sobre cómo se relacionan los elementos que conforman la Gestión del Conocimiento en el contexto de la economía solidaria, el objetivo del artículo es analizar la interacción entre las dimensiones de la gestión del conocimiento en las cooperativas de ahorro y crédito de Barranquilla (Colombia). Para esto se desarrolló un estudio positivista, explicativo, transeccional, no experimental y de campo en toda la población. Como instrumento se utilizó un cuestionario de escala ordinal tipo Likert, con cinco opciones de respuesta y confiabilidad de 0,95. El análisis de componentes principales (Análisis factorial) fue utilizado como herramienta estadística. Los resultados destacan que el capital humano presenta cargas significativas, tanto en el factor aprendizaje organizacional como en el de capital intelectual; explicando así el 62,9% de la gestión del conocimiento en este tipo de organizaciones. Lo que sugiere un vínculo entre ambos factores mediado por los individuos, contribuyendo así a la transformación del conocimiento tácito a explícito. Asimismo, se observa que los directivos le asignan mayor valor a las tecnologías cuando estas son integradas al capital estructural en forma de sistemas de apoyo. Se concluye que, en el contexto de las empresas estudiadas, el aprendizaje organizacional constituye un proceso natural y sistematizado que se diferencia de la gestión del conocimiento, cuando los líderes asumen responsabilidad sobre la acción.
... Permanent employees referring to the Big Indonesian Dictionary (KBBI) are workers (laborers and others) who work in an institution (companies and others). The conveniences that an employee gets, such as benefits and security when working in a company or organization, are usually obtained by employees with permanent status [21]. ...
... The Big Indonesian Dictionary (KBBI) defines contract employees are employees who are bound by a Work Agreement for a Specific Time (PKWT). Contract employees receive only a basic salary without benefits, no old age benefits, and take a long time to reach the career ladder [21]. Currently, in the labor industry, there is a trend that is widely discussed, namely the outsourcing system. ...
... Therefore, giving valuable attention to the study of aspects of the acceptance of information services has been the object of studies in recent decades (Li et al. 2009;Maier, 2007;Venkatesh & Davis, 2000;Warkentin et al., 2002). However, in the national territory, there are few efforts that have focused on the adoption of public information services e-government. ...
... Knowledge is a highly influential factor in the adoption of e-government, as highlighted by Wimmer and Traunmüller (2004). Maier (2007) further emphasizes its critical role in decision making and its potential as an asset for individuals, groups, organizations and networks involved in government initiatives. ...
This research aims to understand the state of the art in Mexico's e-government research field, research trends, empirical research, e-government access, adoption, and availability of online services. Through a systematic literature review using preferred reporting items for systematic literature reviews and meta-analysis (PRISMA) methodology, 19 articles were identified from 2000-2020. The findings show that research trends contribute to the study of factors influencing e-government research in Mexico. Additionally, the insufficient number of publications and reports in scholarly journals related to this topic in Mexico supports this claim. It is essential to foster future studies in several areas to address this gap and understand the factors influencing e-government research by citizens in Mexico.
... Now, what tools and modern-day technologies are generally deployed to manage knowledge efficiently? Indeed, technology is a factor that determines how knowledge is to be managed in an organization (Corso, et al., 2003;Collins and Smith, 2006;Maier, 2005). ...
... In fact, technology is an enabler of KM initiatives (Maier, 2005). The dynamic creation of a variety of new knowledge in various kinds of companies (organizations) necessitate an effective means to manage such growing pools of knowledge. ...
Knowledge is a productive resource having successful applications in almost every field and domain of human activities. With unprecedented growth in knowledge resources and explosion in data, such informative resources need effective organization for storage and efficient retrieval for future uses. The entire process involving organization, storage, and dissemination of knowledge falls under the auspices of knowledge management. Thus, Knowledge Management is an organizational practice. In this research paper, we provide a general outline of some of the tools and technologies deployed in managing knowledge across organizations. We believe that the practice of knowledge management - though considered to be a process - it is also a "method" by which organizations are able to management their knowledge and human resources. On this regard, this paper contributes to our further understanding of what organizational knowledge is, and how they should be proficiently managed that would contribute to organizational success.
... However, reduced to its basic characteristics, KM is largely regarded as a process of creating, storing, retrieving, transferring, and applying knowledge being supported by knowledge management systems (KMSs) [123]. KMSs are IT-based systems comprising different technologies to enable KM processes of knowledge creation, acquisition, sharing, evolution, and transfer such as knowledgebased systems, document management systems, semantic networks, object-oriented and relational databases, decision support systems, expert systems, simulation tools, groupware, and intranets A comprehensive KMS integrates different functionalities for handling knowledge in a structured and contextualized manner and supports knowledge creation, construction, identification, capture, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application aiming at supporting the dynamics of organizational learning and organizational effectiveness [124]. ...
... Key parameters quantifying the pros and cons of the different options can be embedded in platforms supporting decision-making processes and the definition of strategies as well as the interaction among relevant stakeholders. A comprehensive KMS would combine and integrate functions for the contextualized handling of explicit and tacit knowledge throughout the organization being in the focus of a KM initiative [124]. Hence, most of the tools developed so far focus on specific KM processes. ...
The report covers the points that were dealt with during the discussions between the MOE and the IAEA (experts and staff members) and revolved around the following topics: i) policy and regulatory issues; ii) remediation, iii) waste management, iv) stakeholder engagement, v) knowledge management, and vi) recovery and revitalization. Each one of these topics will be dealt with in a dedicated section highlighting at the end of each section the outstanding lessons learned and recommendations for future studies and future developments.
The report contains nine sections. In Section 1, the background to the report is provided with a compilation of relevant initiatives put in place by the IAEA to cooperate with the Japan efforts dedicated to the remediation of off-site areas affected by the Fukushima Daiichi NPP accident. Section 2 provides a review of the scientific literature pertaining to the aspects that are relevant to the subject of environmental remediation with emphasis on topics that are significant to the situation in Japan. Section 2 is not meant to be a comprehensive review, instead it has the intention of offering some perspectives that complement the points that were discussed during the bilateral meetings. Section 3 covers policy and regulatory issues that underpinned the overall activities implemented in the scope of the remediation activities. Section 4 deals with the remediation activities indicating the approaches that were used, the results obtained, and an analysis on the effectiveness of these measures ending with a set of lessons learned.
Section 5 examines the waste management aspects associated with the remediation works, discussing the experiences and challenges faced in the process, the role played by the temporary storage sites and the one to be played by the Interim Storage Site. It discusses the issues related to the transportation of the residual materials generated and approaches used for soil recycling and the plans for final disposal. The section finally presents the lessons learned with the management of wastes generated with the remediation works. Section 6 covers stakeholder related issues presenting the approaches that were used in this regard while offering international perspectives on the topic. Section 7 covers knowledge management (KM) , highlighting the importance of adopting such practices in the remediation programmes having in mind the contribution to others that may need to deal with similar tasks. Section 8 sheds light on the efforts dedicated to the recovery of the affected areas including aspects related to the infrastructure, securing the safety of food products and providing an overview of the regeneration project. Section 9 contains conclusions as a collection of lessons learned summarizing the most important points arising from each of the sections.
... These preconditions refer to an organization's general disposition toward change, and its willingness for innovation with the aim to develop and introduce more innovative new products and services (Nijssen et al., 2006). An organization's success is determined by the existence of organization-specific unique resources (Maier, 2007), core competences and its dynamic capabilities. Figure 2.5 and its related Table 2.8 suggests an approach to judge these organizational propensities for innovation (Mosakowski, 1998;Nijssen et al., 2006) specific to the PSS design process. ...
... Respectively, the (practical) experts' contextualization follow the (academic) preconditions derived from literature on PSS. Depending on the type and extent of adoption of these 'pracademic' preconditions, they positively affect an organization's general disposition toward an innovative product-service transition (Nijssen et al., 2006) and the resources, capabilities and competences in each of the PSS lifecycle activities to enable that (Maier, 2007). The in-depth interviews elaborated on the organizations' process preconditions that support planning, design, development and management when unifying product and service components in cooperation with the members of the ecosystem (Johnson & Mena, 2008;Mont, 2002b). ...
This thesis places an integrated approach to PSS design at the center. Therefore, we delineate a PSS logic and associated constraints (relevant requirements) to support the design process, and create a PSS design toolkit (actionable approach) to enable synthesis between product and service, rather than maintaining the dichotomy. With an emphasis on context, interrelationships and the whole, we prepare future generations of designers for challenges associated with product service system design.
... As shown in Figure1, enterprise knowledge management refers to a kind of management activity aimed at improving enterprise's performance and competitiveness by integrating, sharing, transmitting and utilizing internal and external knowledge resources [3,4]. This includes various stages such as knowledge acquisition, organization, storage, transmission and usage, ensuring that enterprise's members can access correct knowledge resources anytime and anywhere [5]. ...
... KMS (knowledge management system) merupakan sistem informasi yang dapat digunakan untuk mengidentifikasi, menangkap, menyimpan, dan membagikan pengetahuan untuk dipelajari kembali [19]- [21] untuk meningkatkan kinerja organisasi [22]. Tren pengembangan KMS mengarah pada KMS berbasis AI [23], KMS berbasis IoT, Big Data dan AI [24]. ...
... In Anbetracht der Beantwortung der oben genannten Frage und unter Berücksichtigung der verbesser-ten Sensor-und Computertechnologie, durchläuft die Fertigungsindustrie derzeit erhebliche Veränderungen und Umgestaltungen. Wissensmanagement (WM) ist, kurz gesagt, eine produktive Reihe von iterativen, lebenszyklischen, dynamischen und systematischen Aktivitäten und Prozessen zur Nutzung und Erforschung von Wissen, die darauf abzielen, Informationen verwertbar und wiederverwendbar zu machen (Maier 2007;Eppler 2006). Im Zeitalter der raschen technologischen Innovation und des Wandels ist WM ein wichtiger Wertschöpfungsfaktor. Im Zeitalter der raschen technologischen Innovation und des Wandels ist WM ein wichtiger Wertschöpfungsfaktor, welcher ...
Wissensmanagement im Zeitalter von Industrie 4.0 (WM 4.0) ist sowohl aus menschlicher als auch aus technologischer Sicht eine strategische und operative Funktion, die Erkundungs- und Verwertungsprozesse umfasst. Es ist für die Erfüllung von zwei Hauptaufgaben verantwortlich. Erstens sollte WM 4.0 kontinuierlich die Wertschöpfung unterstützen, indem es die Kapazitäten der bedarfs- oder chancenorientierten Wissensgenerierung und Wissensnutzung verbessert und ausgleicht. Zweitens sollte WM 4.0 die Entwicklung und den Schutz der kollektiven Intelligenz von Mensch und Maschine in Produktionsunternehmen und insbesondere in smarten Fabriken nachhaltig unterstützen. WM 4.0 ist somit ein Wegbereiter für die Maximierung von Wettbewerbsvorteilen und die Schaffung von Geschäftswerten in Fertigungsunternehmen. Die verstärkte Integration und Anwendung der Künstlichen Intelligent (KI) sowie autonomer und lernfähiger Technologien und Systemen führen, insbesondere im Hinblick auf die neuesten Entwicklungen und der gesteigerten Popularität, unweigerlich zu einer Verschiebung der Rollenverteilung und einer Änderung in der Einzigartigkeit der Rolle des Menschen als Wissensakteur, Entscheidungsträger, Problemlöser und Lernender. Dieser Beitrag schlägt eine Definition vor und diskutiert die theoretischen Grundlagen von WM 4.0 sowie die damit verbundenen praktischen Aspekte, die insbesondere in dynamischen, datengesteuerten und hybriden Mensch-Maschine-Arbeitsumgebungen in smarten Fabriken berücksichtigt werden sollten.
... Like Wiggins, much literature implies that the role of information technology is critical to the structure of the healthcare industry. It may be argued that various organizational factors such as structure, roles of individuals, and tasks have been studied and are believed to influence and be influenced by information technology (Wiegand as cited in Maier, 2007). As such, the healthcare organization is dependent on information technology (IT) to provide the following essential services: ...
... Dalam penelitian didapatkan 1,26 masih dalam rentang kecil yaitu dapat memprediksikan "Tindakan". Penelitian ini juga sesuai dengan penelitian lain 3,4,5,7,8,9 yang berbasis pada responden mahasiswa atau remaja, karena pada fase umur tersebut pengetahuan baru yang merupakan suatu tren mudah diserap dan diingat 1 . ...
Covid-19 terutama varian Omicron merupakan masalah kesehatan yang terjadi pada penduduk di Indonesia maupun seluruh negara di dunia untuk penghujung tahun 2021. Mahasiswa dari Rumpun Ilmu Kesehatan dapat berperan role model dalam memberikan edukasi tentang pengetahuan, sikap dan tindakan pencegahan yang baik namun mahasiswa dari Rumpun Ilmu Kesehatan tergolong kedalam kelompok usia muda yang rentan terpapar COVID-19. Pengetahuan, sikap dan tindakan pencegahan merupakan salah satu cara dalam mengantisipasi dan mengontrol penyebaran, penularan dan peningkatan penderita Covid-19.Untuk mengetahui tingkat pengetahuan, sikap terhadap tindakan pencegahan penyebaran COVID-19 pada Mahasiswa mahasiswa Sekolah Tinggi Ilmu Kesehatan Wira Husada Yogyakarta yang merupakan penyintas COVID-19 dengan gejala ringan-sedang. Penelitian deskriptif dengan rancangan cross-sectional yang mempunyai maksud untuk menilai pemahaman atau wawasan dan sikap terhadap tindakan mahasiswa mengenai pencegahan penyebaran infeksi virus COVID-19 dengan cara pemberian kuesioner terhadap sample penelitian Untuk jumlah sampel yang digunakan dalam penelitian ini yaitu 33 sampel. Pengambilan sampel dengan teknik total sampling. Jenis instrumen yang digunakan ada 4 yaitu kuesioner data demografi responden, kuesioner Tingkat Pengetahuan, Sikap dan Tindakan pencegahan COVID-19.Secara simultan (bersama-sama) pengetahuan dan sikap berpengaruh signifikan terhadap tindakan, maka dapat disimpulkan bahwa pengetahuan dan sikap secara bersama-bersama berpengaruh signifikan terhadap tindakan. Hal ini nyata karena taraf nyata > dari p-value dari hasil Data Analysis dengan menggunakan Microsoft Excel 2019
... Notoadmodjo (2012) identified six stages (or "levels") of knowledge, namely: knowing, understanding, applying, analyzing, synthesizing, and evaluating. According to Maier (2007), knowledge can be seen as many things people experience and learn through observation. Introspective to demonstrate knowledge, a person must be able to mentally identify items or events that were previously unseen or made no sense. ...
... Knowledge generation (acquisition, creation -SLMHM Level 4.1, Information) and knowledge storage (capturing, refinement -SLMHM Level 4.2, Streamlining) are two of four phases of the knowledge management cycle for e-health. Knowledge search and retrieval systems enable search and retrieval and have some knowledge discovery abilities (Maier, 2007;Żytniewski et al., 2016) that also relate to SLMHM levels 4.1 and 4.2. ...
The Societal Patterns Evolution Model (SPEM) (Gakh, 2023a) has been developed to apply to socio-technical systems. It contains patterns representing stages of societal development. Mapping of these patterns to the development of Information and Communication Technologies (ICTs) and Information Systems was presented at FedCSIS 2022 Conference (Gakh, 2022c). This paper discusses the application of SPEM to model the development of three pillars of sustainability: economic, social, and environmental (Purvis et al., 2019; United Nations, 2023). An Artificial Intelligence model has been developing to evaluate scholarly papers according to the SPEM model including economic, social, and environmental indicators (Gakh, 2023b).
... The KM environment is often considered from the perspective of its three enlarged groups of elements: people, processes, technologies [57,58]. Through human activities, knowledge acquires its value and meaning. ...
The purpose of this study is a conceptual description of the implementation of knowledge management systems (KMS) as a mechanism for universities’ strategic development. Knowledge management (KM) practice from around the world proved the positive influence of KMS on productivity of educational institutions. The theoretical provisions and concept for KMS are determined based on an analysis of international experience of KMS use in higher education (HE). Theoretical provisions consist of 1) the staff activities as an object of KM and knowledge because of these activities, 2) the specificity of HE restrains a transfer of the KM mechanism from business to HE, and 3) the uniqueness of each university determines the structure and content of KMS for strategic development. The KM process in HE is reflected in the Socialization-Externalization-Combination-Internalization (SECI) model, where each stage contains a list of staff activities and a set of digital services. The novelty of the KM process model in HE is that knowledge flows in a wave, not a spiral. In this motion, knowledge passes from uncodified to partly codified and codified form. The study demonstrates that knowledge can go the from stage of partly codified to uncodified for revision, and knowledge flow can stop at any stage. The advantage of the concept we designed is the ability to control the flow of knowledge before it takes the codified form of a document. The digital environment for KM first allows management to control faculty activities at the initial stage of uncodified knowledge through measurement of activities, and then to estimate the knowledge flow itself. The gathered indicators help to make decisions to motivate or restrain faculty. The university management gets a complete picture of faculty activities with knowledge and the intensity of knowledge flow in training courses and educational programs.
... In this regard, Knowledge Management is a productive series of iterative and systematic exploitation and exploration activities, which aim to make information actionable and reusable [1,16,33]. Here, knowledge can be divided into two types: explicit knowledge that can be externalized easily, for example, in words or numbers; and tacit knowledge that is inherent to the individual [15,18,36,53]. The latter is often not recognized by the individual as knowledge but rather expressed through action, commitment, and involvement, which renders it notoriously difficult to externalize [18]. ...
We present ManuKnowVis, the result of a design study, in which we contextualize data from multiple knowledge repositories of a manufacturing process for battery modules used in electric vehicles. In data-driven analyses of manufacturing data, we observed a discrepancy between two stakeholder groups involved in serial manufacturing processes: Knowledge providers (e.g., engineers) have domain knowledge about the manufacturing process but have difficulties in implementing data-driven analyses. Knowledge consumers (e.g., data scientists) have no first-hand domain knowledge but are highly skilled in performing data-driven analyses. ManuKnowVis bridges the gap between providers and consumers and enables the creation and completion of manufacturing knowledge. We contribute a multi-stakeholder design study, where we developed ManuKnowVis in three main iterations with consumers and providers from an automotive company. The iterative development led us to a multiple linked view tool, in which, on the one hand, providers can describe and connect individual entities (e.g., stations or produced parts) of the manufacturing process based on their domain knowledge. On the other hand, consumers can leverage this enhanced data to better understand complex domain problems, thus, performing data analyses more efficiently. As such, our approach directly impacts the success of data-driven analyses from manufacturing data. To demonstrate the usefulness of our approach, we carried out a case study with seven domain experts, which demonstrates how providers can externalize their knowledge and consumers can implement data-driven analyses more efficiently.
... Likewise, other authors have indicated that organizational knowledge supported by ICT helps to develop e-commerce activities more quickly and have a greater presence in different regions through the Web (Günsel, 2015;Wang & Yang, 2016). On the other hand, some studies suggest that ICTs enhance the skills of human resources (Maier, 2013;Palacios et al., 2015) improve learning, and facilitate the development of their skills, which has an impact on greater preparation of staff to innovate and support organizational growth (Vivarelli et al., 2013;Hatzikian and Bampasis, 2015). In this sense, technologies and the flow of organizational information become a duo that promotes knowledge management through access and use of technological resources in all areas of the organization (Aparici, 2010). ...
Knowledge management in organizations is an issue that has been strengthened from the realization of processes in support of digital and traditional tools. The result of the study that sought to know the availability of information and communication technologies in knowledge management in Bogota companies is presented here. The investigation had as informants 386 officials of public and private companies, to whom an instrument was applied. Among the results, it was obtained that the level at which electronic media for CG and traditional mechanisms for CG are found is high at 77.5% and 57.3% respectively, 21.2% and 40.9% average, as well as, for two variables, low by 1.3% and 1.8%. The relationship between ICT and knowledge management is positive and strong.
... Knowledge generation (acquisition, creation -SLMHM Level 4.1, Information) and knowledge storage (capturing, refinement -SLMHM Level 4.2, Streamlining) are two of four phases of the knowledge management cycle for e-health. Knowledge search and retrieval systems enable search and retrieval and have some knowledge discovery abilities (Maier, 2007;Żytniewski, et al., 2016) that also relate to SLMHM levels 4.1 and 4.2. ...
The Societal Patterns Evolution Model (SPEM) (Gakh, 2023a) has been developed to apply to socio-technical systems. It contains patterns representing stages of societal development. Mapping of these patterns to the development of Information and Communication Technologies (ICTs) and Information Systems was presented at FedCSIS 2022 conference (Gakh, 2022c). This paper discusses the application of SPEM to model the development of three pillars of sustainability: economic, social, and environmental (Purvis, et al., 2019; United Nations, 2023).
... In addition, the knowledge management system helps the company make the decision to share and transfer knowledge [22]. Also, reference [23] has found that the use of the system is a factor of the knowledge management system successfully. ...
Knowledge Management (KM) has become a popular area of research under the influence of the work of Nonaka and Takeuchi. The success of KM is mainly due to the investment of an individual along with his or her rational for participating in a collective process that can sometimes seem to be a form of knowledge interest. Such an approach cannot be implemented in a climate of mutual trust. Therefore, organizations are struggling to survive and compete. One of the strategies employed in these organizations is knowledge management (KM) with the support of Knowledge.
... The list of Table 3 includes the twenty most relevant articles to the subject studied in this article. At the top of the list is the publication of Maier, who published the first study in 2007 on the role of information analytics that has transformed businesses, organizations and society [28]. Also, the aim of Nguyen's research was to gain a clearer understanding of Information Technology (IT) adoption in SMEs by analyzing and contrasting the current literature. ...
Small and medium-sized businesses (SMEs) typically steer clear of implementing business intelligence (BI) systems because they feel that this sort of modeling is complicated and costly. But the market for business intelligence (BI) has evolved quickly. New opportunities like cloud computing have greatly lowered prices and eventually made it possible to design integrated solutions that are only intended for SMEs. In addition to highlighting the research trends in the sector under investigation, this paper explores the function of business intelligence in enhancing the decision-making process and competitive advantage of SMEs. The research subject has been approached using bibliometric analysis using the R package. The display of the results was done with the aid of Biblioshiny and VOSviewer's bibliometric tools. The study highlighted that SMEs have started integrating Business Intelligence systems. However, a new business model that will combine business analytics and will ensure to SMEs that emerging technologies will not affect them negatively is crucial. Thus, this research proposes the development of a new business model that will be based on Business Intelligence and Technology-organization-environment framework (TOE) framework, which helps SMEs to feel safe with emerging technologies.
... Knowledge is defined as various symptoms encountered and obtained by humans through observing reason. (Maier, 2007). ...
This study aims to determine the knowledge of millennials in the concept and application of halal lifestyles. Lifestyle can be said to be a depiction of one's self through activities and interests in everyday life. As a Muslim, you are obliged to consume everything halal. This research uses qualitative methods with a literature review. The results of this study explain the role of the millennial generation, who knows the halal concept and will apply a halal lifestyle. This finding is expected to educate the millennial generation with sustainable Islamic economic literacy to realize an attitude of self-awareness to implement a halal lifestyle.Penelitian ini bertujuan untuk mengetahui pengetahuan generasi milenial dalam konsep dan penerapan gaya hidup halal. Gaya hidup dapat dikatakan sebagai penggambaran diri seseorang melalui aktivitas dan minat dalam kehidupan sehari-hari. Sebagai seorang muslim, wajib mengkonsumsi segala sesuatu yang halal. Penelitian ini menggunakan metode kualitatif dengan kajian pustaka. Hasil penelitian ini menjelaskan bahwa peran generasi milenial yang memiliki pengetahuan tentang konsep halal akan menerapkan gaya hidup halal. Temuan ini diharapkan dapat mengedukasi generasi milenial dengan literasi ekonomi syariah yang berkelanjutan, sehingga dapat mewujudkan sikap kesadaran diri untuk menerapkan gaya hidup halal.
... KMS (knowledge management system) merupakan sistem informasi yang dapat digunakan untuk mengidentifikasi, menangkap, menyimpan, dan membagikan pengetahuan untuk dipelajari kembali [19]- [21] untuk meningkatkan kinerja organisasi [22]. Tren pengembangan KMS mengarah pada KMS berbasis AI [23], KMS berbasis IoT, Big Data dan AI [24]. ...
Penerapan manajemen pengetahuan atau knowledge management (KM) dengan menggunakan Teknologi Internet of Things (IoT) dan Artificial Intelligence (AI) mampu menangkap, menyimpan, dan menyebarluaskan informasi kebencanaan pada semua fase bencana tsunami. IoT menjanjikan penyediaan data secara terus menerus dan cepat, AI yang digunakan dalam beberapa aplikasi manajemen risiko bencana menjanjikan otomasi analisis dan penyebarluasan informasi potensi bencana, maupun hasil analisis kejadian bencana dengan lebih akurat dan lebih cepat. Penelitian ini bertujuan untuk menyusun model KM berbasis AI dan IoT untuk manajemen risiko tsunami berdasarkan hasil komparasi penelitian yang sudah dilakukan sebelumnya. Hasil komparasi menunjukkan bahwa sebagian besar penelitian KM, AI, dan IoT fokus pada proses knowledge capture, knowledge store, knowledge sharing dan hanya fokus pada tahan pra bencana. Sebagian penelitian KM lainnya hanya fokus pada Sistem KM tanpa AI, dan IoT pada proses knowledge capture, knowledge store, knowledge sharing dan hanya fokus pada tahap ketika bencana. Belum ada penelitian KM yang sekaligus meneliti KMS, AI, IoT pada semua proses manajemen pengetahuan untuk semua tahapan risiko bencana tsunami. Hasil komparasi menjadi bahan untuk membangun model KM berbasis AI dan IoT untuk semua tahapan manajemen risiko bencana tsunami. Studi ini dapat menjadi panduan yang baik bagi pemangku kepentingan tentang penerapan KM berbasis AI dan teknologi IoT untuk mengelola risiko bencana tsunami di Indonesia.
... The core business benefits of sharing knowledge include the reduction of (Gasik, 2011, Tabaszewska, 2008 project implementation time, costs, the number of complaints or employee training. In addition, this leads to faster generation of innovative processes in the company, the development of new areas for business activity, the improvement of employee motivation and development of the entire organization (Maier, 2002). ...
The knowledge acquisition model proposed in this paper is designed to assist with the acquisition of knowledge in a company possessing its own maintenance department. The model is built on the basis of knowledge bases. The authors focus on basic information required for maintenance department operation and expert archiving of technical documentation. Three main areas are covered by the model: knowledge acquisition and formalization, knowledge systematization and knowledge retrieval by problem or field. It is assumed that the implementation of the model coupled with an electronic knowledge acquisition report and with an application for information retrieval will bring benefits for the company.
... A framework for Value-Oriented knowledge management systems decision support is presented. Majer [29] critiques DeLone/McLean's model. He notes that contribution to overall system success is not modelled as needed. ...
The article considers concepts and models for digital twins of activities and methods available to use such digital twins. Emphasis is made on modelling of information actions as a part of activity and information use in the activity. Authors shows that there is a multidisciplinary gap between the inspired by the digital twin of activity need to model application of information for further activity in systems and available theoretical means for the digital twin of activity modelling. Models suggested can be used to create models for digital twin of activity, which represents an information application for activity. As a result, the digital twin of activity, represented by such models, can be used to synthesize activity characteristics and information actions for systems functioning in various conditions. To build models required, diagrammatic models of information application for activity in systems are suggested. Diagrammatic models suggested are used for further creation of formal models of activity and models of information activity application for systems functioning. Suggested models are applied to build digital twins of the activity. Such twins allows to represent and enhance activity based on information collected and to enhance information application for activity. This further allows us to solve problems related to digital transformation planning of various activities, system engineering problems, computer aided design and manufacture problems, information activities synthesis problems.
... Knowledge management is a concept that promises and an instrument that helps organizations provide environment that supports knowledge creation, its distribution and application (Maier, 2007). Artificial intelligence, as a technology which manages knowledge, can be defined as a result of current knowledge that come from different scientific areas and are transformed into a form that enables solving problems while expert system represents a computer program that looks like human expert on well-defined specific task, based on knowledge (Liebowitz et al., 1992). ...
The Information Technology and Internet techniques are rapidly developing. Interaction between enterprises and customers has dramatically changed. It becomes critical that enterprises are able to perform rapid diagnosis and quickly respond to market change. How to apply business intelligence (BI), manage, and diffuse discovered knowledge efficiently and effectively has attracted much attention (Turban et al., 2007). In this chapter, an “analytical knowledge warehousing” approach is proposed to apply business intelligence, and solve the knowledge management and diffusion issues for decision-making. Analytical knowledge is referred to a set of discovered knowledge, i.e., core of BI, which is extricated from databases, knowledge bases, and other data storage systems through aggregating data analysis techniques and domain experts from business perspective. The solution approach includes conceptual framework of analytical knowledge, analytical knowledge externalization, design and implementation of analytical knowledge warehouse. The methodology has integrated with multi-dimensional analytical techniques to efficiently search analytical knowledge documents. The techniques include static and dynamic domains and solve problems from the technical and management standpoints. The use of analytical knowledge warehouse and multidimensional analysis techniques shows the promising future to apply BI and support decision-making in business.
Knowledge is recognized as a central component for an organisation to remain competitive. In this current phase, the blend of artificial intelligence (AI) and knowledge management (KM) frameworks can upgrade and improve organizational success. The role of knowledge management (KM) frameworks has evolved because of fast changing environment technology and continuously upgrading technology. AI combining KM can become that thriving component for organizations to be more progressive. Application of AI can be used in different forms of KM, like creation, storage, share and usage of knowledge. Different forms of AI technologies such as expert systems, intelligent search, chatbots, Robotics process automation, machine learning (ML) and natural language processing (NLP), can help to process large data and extract valuable information. AI-enabled KM systems in organisations can bring transformation through improved organisation learning, better decision-making based on data analysis, upgraded technology and innovation, and can provide aid to be more informed, intelligent, and adaptable to respond quickly with unpredictable corporate settings. If a business were to leverage the power of AI in organisation systems in India, they can gain competitive advantage, improve their innovation and agility in today's fast changing scenario. However, there are challenges in integrating AI and KM frameworks, such as data privacy and ethical concerns. This study explores the integration of KM frameworks and AI to increase organisation effectiveness also it examines how technologies of AI can help with creation of knowledge, its storage, knowledge sharing and application of knowledge. Though, it is also significant to consider challenges of using AI in KM frameworks, like data privacy and ethical concerns are particularly important, so that organization's sensitive information should not be compromised and can use AI technologies in transparent, accountable, and ethical manner.
In the era of the knowledge economy, knowledge management has become the primary source of existence, growth, and advancement, as well as a powerful means of value creation and a crucial determinant for productivity and competitiveness. Hence, the purpose of this paper was to investigate antecedents of the success of knowledge management. Moreover, this study also attempts to examine the effect of knowledge management on firm performance in the context of the banking industry. The study employed a cross-sectional survey design along with a quantitative research method. Data were collected using a structured survey questionnaire using the census sampling technique. SPSS version 26 and AMOS version 23 were used to perform descriptive statistics, factor analysis, and structural equation model (SEM), mainly path analysis. In this study, IT infrastructure, organizational structure, organizational culture, leadership style, training and education, and policy and strategy emerged as significant variables enabling the firm to create, transfer, integrate, and leverage knowledge. The results, however, revealed that the reward system is not significantly associated with knowledge management. It also became apparent that there is an indirect effect of knowledge management on firm performance. This study contributes to the broader literature on knowledge management success, and its effect on firm performance in Ethiopia’s banking industry. It can be suggested that implementing these knowledge enablers would contribute to the knowledge management strategy of firms which in turn results in improved performance in terms of profitability, customer satisfaction, growth, competitive position, and learning. Overall, the theoretical implications of this article suggest that knowledge management is a critical factor in driving firm performance in the banking sector and that firms need to invest in the necessary resources and infrastructure to support these efforts. By doing so, firms can create a culture of innovation and collaboration that will enable them to succeed in an increasingly competitive marketplace.
The purpose of this study is to design and develop architecture and application of Knowledge Management System (KMS) with a deep and comprehensive analysis at XYZ University. To get a deep and comprehensive analysis, several tools and methods are needed. The collaboration is contained in the stages of this study, starting from the business area analysis to map the subjects needed in making databases, current condition analysis by mapping the needs of knowledge and measuring KM Readiness with Rao scale. Both analyzes produce centralized KMS architectural recommendations, website -based KM application designs accompanied and cost benefits analysis. The conclusion obtained is the Knowledge Management System is one of the real solutions for the organization in giving contributions to improvement of governance and human resources in the organization, the readiness of the organization in implementing knowledge management also affects the process of developing knowledge management systems, technology is one aspect which contributes to the development of knowledge management, besides that the Knowledge Manage-Ment System can be developed into tools to assist management in assessing employee activity aspects.
Reflecting on the history and development of the knowledge management discipline from an academic and applied research perspective, this chapter will outline the KM essentials as core of the discipline and open questions to be addressed in the future. Secondly, the author will discuss in particular the role of KM within organizational practice in regard to the overall societal challenges all organizations are facing today globally. Thirdly, the chapter will provide an outlook of the discipline in the light of future developments and suggests some research topics to be addressed by interdisciplinary KM research in the future. Beside on drawing on more than 35 years of experience in the KM field, this contribution will profit from previous research undertaken on the future of KM (2002 and 2012), contributions to guidelines and standards for KM (e.g., CEN, DIN, ISO), as well as from working with European Fortune 500 companies over the past 25 years.
Knowledge management has emerged over the past decade as one of the key issues at the heart of modern organisations. Knowledge management as a process that supports an organisation in finding, selecting, organising and disseminating relevant information and expertise, essential for activities such as problem solving, learning, strategic planning and decision making. Knowledge management is an emergent system of organisational design and operational principles, processes, organisational structures, applications and technologies that help knowledge workers increase their creativity and ability to deliver commercial value. The issue of knowledge management is primarily considered in the context of large organisations. In contrast, relatively little attention has been paid in the literature to the specifics of knowledge management in small and medium-sized enterprises. The focus of researchers attention on large enterprises is partly due to the fact that the larger the enterprise, the greater the challenges regarding key knowledge management processes, including, for example, knowledge dissemination. Awareness of the organisation's knowledge is higher in SMEs than in large organisations. Due to their size, SMEs do not have the same problems in communicating and disseminating knowledge within the organisation as large enterprises, so formal knowledge dissemination activities and processes are less frequently implemented. In addition, formal approaches to knowledge management use IT systems, which are costly and mostly designed for large organisations. Financial barriers and the different needs of SMEs therefore mean that formal knowledge management may not be fully implemented in SMEs. Therefore, it becomes important to examine the use of technological tools in knowledge management and their impact on the innovativeness of a company from the SMEs. The main research objective of the article is to analyse the use of technological tools for knowledge management in companies operating in the Polish SME market and their impact on innovation. Specific research objectives included assessing the level of ICT use in SMEs, identifying the level of employment of ICT specialists by SMEs, identifying the use of websites, social media and cloud computing by SMEs, identifying technological tools supporting knowledge management in SMEs, assessing the impact of technological knowledge management tools on innovation in SMEs. The research was conducted in 2022 using the CATI method among 600 randomly selected SMEs operating on the Polish market. The majority of SMEs do not employ employees with specialised digital competences. Such people are employed by less than 8% of small and 30% of medium-sized companies. The situation is completely different in large companies - almost 3/4 of them employ ICT specialists. Employers have a problem recruiting digitally competent employees. For this reason, outsourcing IT services is becoming increasingly popular, especially among small and medium-sized companies. Companies that use technological knowledge management tools are more innovative.
Retail trade plays an important role both in a global context and in Indonesia itself because it drives economic growth, creates jobs and shapes consumer behavior. Understanding the importance of industry growth, dynamics of competition and knowledge management are essential for optimizing business performance and achieving sustainable success. Minimarket O Mart is one of the small retail in the form of minimarkets in Indonesia, minimarket O Mart has problems in its business, namely inefficient business because O Mart is still in its standard operating procedures, because there is still no good SOP documentation, besides that the knowledge sharing activities within the company is also limited to chatting and has not been carried out formally within the company. The aims of this study are to propose a knowledge management system that can improve business processes at O Mart and to develop an implementation plan for the suggested knowledge management system, outlining the steps and strategies required for its successful integration at O Mart. Theories that support this research are the Definition of Knowledge, Fishbone Analysis, Knowledge Management Framework, People-Process-Technology Framework, SECI Model, KM Roadmap, and Implementation Plan. The research methodology is based on a qualitative research design involving data collection through interviews with employees from various departments of O Mart Retail Company. This research uses a knowledge management framework (People, Process, Technology) and the SECI model which will then produce a Knowledge Management Roadmap and also a Knowledge management implementation plan which is expected to overcome the problem of inefficient business processes at O Mart minimarkets.
Vindigni, G. (2023). Eclectic-Procedural Innovation Management Approach with Regard to Community Management Within the German-Language Gaming Industry. Transactions on Engineering and Computing Sciences, 11(2). 93-131. DOI:10.14738/tecs.112.14607.
The gaming industry faces several challenges, such as inefficient development
processes, shorter product lifecycles, dynamic knowledge, high staff turnover, and heterogeneous IT structures. To address these issues, this paper proposes an eclectic-procedural innovation management approach that integrates knowledge management methods and processes for the optimal cybernetic systematization of innovation management elements within the German-language gaming industry. Drawing on the human, organizational, and technological (HOT-Fit) model, this approach aims to enable gaming companies to analyze, assess, and optimize innovation management using agile and adaptive methods. The concept also involves modifications to the matrix organization and emphasizes the importance of open innovation, community management, and promoter functions. The eclectic approach offers several benefits, including greater efficiency in innovation processes, reduced risks, the exploitation of knowledge and innovation potential, and the preservation of innovation power. However, a shift in mindset is required to systematically implement this approach in a process-oriented manner, focusing on improving organizational skills and adapting to the changing landscape of the gaming industry.
Kapitał intelektualny i kapitał ludzki w ewoluującej przestrzeni organizacyjnej (w optyce badawczej knowledge management)
هدفت الدراسة الحالية إلى التعرف على واقع فاعلية الأداء لدى بعض دوائر وزارة الشباب والرياضة من وجهة نظر أعضاء الهيئات الإدارية للأندية الفاعلة في بغداد. مستخدماً البحث الوصفي بالأسلوب المسحي والتحليلي، وتم استخدام الاستبانة كأداة للبحث من خلال بناء مقياس مكون من (5) مجالات و(32) عبارة موزعة بشكل غير متساوي، على عينة قوامها (385) عضو هيئة إدارية، موزعة على (عينة التجربة الاستطلاعية، وعينة البناء، وعينة التطبيق)، واستنتجت الدراسة إن عملية البناء لمقياس متغير البحث كوسيلة علمية، له أهمية كبيرة في الكشف عن مدى القدرة في فاعلية أداء موظفي بعض دوائر وزارة الشباب والرياضة، وطبيعة التعامل الإداري لهم في تسيير مقتضيات العمل وفق أصول وأسس إدارية مقبولة من المستفيدين. ويتضح من النتائج العمل التي ظهرت من تطبيق مقياس البحث، إن موظفي بعض دوائر وزارة الشباب والرياضة لديهم المستوى الجيد في فاعلية الأداء والسيطرة على معوقات العمل التوترات وتطويعها وبلورتها نحو فاعلية الأداء بحسب وجهة نظر الهيئات الإدارية للأندية الفاعلة في بغداد. وأوصى البحث ضرورة تبني تطبيق مقياس فاعلية الأداء من قبل دوائر وزارة الشباب والرياضة والعمل وفق مضامين المجالات والعبارات المستخلصلة، فضلاً عن إعطاء فرصة لموظفي الوزارة في حرية التعامل وفق الصلاحيات الممنوحة لهم والدفع نحو إظهار الخبرات الإدارية والاستفادة من العلوم الرياضية في تسيير العمل يولد أفاق جديدة يساعد في ديمومة فاعلية الأداء بالعمل الإداري.
This study aims to determine the potential mapping region for investment opportunities. This research is a quantitative research for consideration as well as reference material in analyzing descriptively. which variable used include mapping the potential of the area and investment opportunities. The analytical method used is LQ analysis, in determining commodity sector base and potential sector. Based on the results of the LQ analysis, it produces Regional Potentials, among others Agriculture, Plantation, Animal Husbandry, Fisheries and Marine Sectors, and Mining. Abstrak. penelitian ini bertujuan untuk mengetahui pemetaan potensi wilayah terhadap peluang investasi. Penelitian ini adalah penelitian Kuantitatif sebagai bahan pertimbangan serta bahan rujukan dalam menganalisis secara Deskriptif. Variabel yang digunakan diantaranya pemetaan potensi wilayah dan peluang investasi. Metode Analisis yang digunakan berupa analisis LQ, dalam penentuan basis sektor komoditi dan sektor potensi. Berdasarkan hasil analisis LQ menghasilkan Potensi Wilayah antara lain Sektor Pertanian, Perkebunan, Peternakan, Perikanan dan Kelautan, dan Pertambangan.
Die zunehmende Bedeutung der Ressource Wissen für die Aufrechterhaltung der Wettbewerbsfähigkeit von Unternehmen ist unbestritten. Ziel des Wissensmanagements (WM) ist es, den systematischen Umgang mit dieser wertvollen Ressource effizient und zielgeleitet zu gestalten.
Wissensmanagement Frameworks, welche die wesentlichen Elemente und Dimensionen des Wissensmanagements beschreiben, werden in Praxis und Forschung zur Analyse und Gestaltung von Wissensmanagement-Lösungen genutzt. Die Vielfalt der publizierten WM-Frameworks ist jedoch kaum mehr überschaubar, und ein einheitliches Verständnis von Wissensmanagement ist nicht erkennbar. Daher wurde begleitend zur Arbeit des CEN-Projekts „European Guide to Good Practice in Knowledge Management“ vom Fraunhofer Competence Center Wissensmanagement (CCWM) eine umfassende Analyse von WM-Frameworks durchgeführt.
Ziel der Analyse war es, Unterschiede und Übereinstimmungen innerhalb des Datenmaterials herauszuarbeiten, um einen wesentlichen Beitrag zur Harmonisierung der Grundlagen und zur weiteren Entwicklung von Wissensmanagement zu leisten.
Für die Analyse wurden insgesamt 160 WM-Frameworks recherchiert. Diese wurden nach Methoden der Inhaltsanalyse sowohl quantitativ als auch qualitativ ausgewertet.
Das Analyseergebnis zeigt folgende Kernaussagen:
• Der Wissensbegriff wird in der Literatur vielfältig aufgefasst. Es lassen sich unterschiedliche Zugänge bei der Beschreibung von Wissen auf organisationaler Ebene identifizieren, ein einheitliches Begriffsverständnis existiert jedoch nicht.
• Wissensmanagement-Aktivitäten können mit den fünf zentralen Tätigkeiten des Teilens von Wissen (share), des Erschaffens von Wissen (create), der Nutzung von Wissen (use), dem Speichern von Wissen (store), der Identifikation von Wissen (identify) und dem Erwerb von Wissen (acquire) beschrieben werden.
• Zu den kritischen Erfolgsfaktoren des Wissensmanagements sind human-orientierte Faktoren (Kultur, Mensch und Führung), organisationale Aspekte (Strukturen und Prozesse), IuK-Technologien sowie ein Managementprozess (Strategie und Kontrolle) zu zählen.
Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what the perception of project team members about it is. A study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes to a successful execution of projects.
Im Rahmen dieses Beitrags wird der Frage nachgegangen, wie Technologietransfer und die von ihm ausgehende Innovationsaktivität von dem regionalspezifischen, umgebenden systemischen Handlungsrahmen im Sinne eines innovation ecosystem abhängig ist. Soll dieses zu einem entrepreneurial ecosystem weiterentwickelt werden, bedarf es bestimmter Strukturen, Prozesse und Akteure, die vor allem die Entstehung von Transferinnovationen anstoßen und befördern können. Ein besonders wichtiger Bereich der Transferinnovationen liegt gerade im ambivalenten Cross-Industry-Kontext, weil dort die Wahrscheinlichkeit radikaler Innovationsvorhaben deutlich höher erscheint, die sich gerade auf der Geschäftsmodellebene auswirken. Allerdings stehen dem dominante Branchenlogiken, blinde Flecken und kognitive Pfadabhängigkeiten stark entgegen. Nicht zu unterschätzen ist das immanente Findungs- und Selektionsproblem von „Transferpartnern“ aus anderen Branchen. Wie solche Barrieren mit gestalterischen, vertrauensschaffenden Maßnahmen überwunden werden können, sollen die entwickelten konzeptionellen Überlegungen aufzeigen, die einerseits dem multidirektionalen Charakter des Wissenstransfers beim Innovationsanstoß Rechnung tragen und andererseits auch für die Handlungspraxis anwendbar sind. An ausgewählten Praxisbeispielen wird die anzustrebende Ko-Kreation von Wissen mehrerer beteiligter Branchen veranschaulicht, die über einen Katalysator-Akteur zusammengebracht werden. Im Zentrum der Bemühungen steht die gesteigerte kreative Rekombination von Wissen.
Community Based Total Sanitation (STBM) is a government program with the aim that people no longer practice open defecation. Based on data taken from the Public Health Sector, the Health Office of Indragiri Hulu Regency in 2020, which has not yet fully implemented Community Based Total Sanitation (STBM), namely Kuala Cenaku 10%. The purpose of this study was to determine the behavior of open defecation in the working area of the Kuala Cenaku Health Center in 2022. This type of research was quantitative with a cross sectional design. The population of this study is the head of the family or wife in the kelurahan Teluk Sungkai , Pulau Jumat, Pulau Gelang, Kuala Cenaku and Tanjung Sari totaling 2,129 families, with a large sample of 96 respondents. The sampling technique used Proportional Random Sampling. Data analysis was carried out univariate and bivariate. The results of the study found that there was a relationship between mileage (p value = 0.00, POR = 39,531), latrine ownership (p value = 0.00, POR = 2128,000), while the knowledge, attitudes and support of community leaders were not related to behavior. Defecation indiscriminately. Respondents who do not have latrines are 2128 times more at risk of open defecation behavior compared to respondents who have latrines. It is suggested to the responsible for environmental health to empower the community and coordinate with the Health Office or across sectors related to the provision of healthy latrines
Nach der Einführung des Wissensmanagements-Modells WM4 im Kap. 2 und der Beschreibung der drei Teilmodelle in den Kap. 3, 4 und 5 wird nun ein Überblick über Methoden und IT-Tools des Wissensmanagements und deren Klassifikation zusammen mit entsprechenden Auswahl- und Eignungsempfehlungen gegeben. Zunächst wird ein differenziertes Klassifikationsschema für die zahlreichen und vielfältigen Methoden und IT-Tools vorgestellt. Im Anschluss folgen eine ausführliche Erläuterung des zentralen Portfolios der Methoden und IT-Tools nach Wissensprozessen und Reifegraden sowie Empfehlungen zu dessen Nutzung. Auf dieser Basis werden die wichtigsten Methoden und IT-Tools der Wissensidentifikation, -teilung, -entwicklung und -sicherung beschrieben. Dabei werden die Ansätze zur Wissenssicherung weiter vertieft. Daran schließen sich Ausführungen zu Enterprise 2.0 und Smart Knowledge Management an. Das Kapitel endet mit einer Übersicht über die speziellen Methoden und IT-Tools für Wissensmanagerinnen und Wissensmanager (Abb. 6.1). Hier wird auch auf die folgende Literatur mit sehr guten Methodenübersichten zum Wissensmanagement verwiesen: (Baum & Gerhards, Wissensmanagement: 7 Bausteine für die Umsetzung in der Praxis (Pocket Power) (5. Aufl.). Carl Hanser Verlag, 2019), (Mittelmann, Werkzeugkasten Wissensmanagement. BoD – Books on Demand Verlag, 2011) und (Mittelmann, Wissensmanagement wird digital. BoD – Books on Demand Verlag, 2019); für Enterprise 2.0: (Koch & Richter, Enterprise 2.0: Planung, Einführung und erfolgreicher Einsatz von Social Software in Unternehmen (2. Aufl.). Oldenbourg Verlag, 2009).
In diesem Kapitel wird die dritte Dimension des Modells WM4 näher betrachtet. Die Struktur folgt hier weitgehend dem Beziehungs-Eisberg bzw. den Kulturebenen nach Schein mit harten und weichen Aspekten oberhalb bzw. unterhalb der „Wasseroberfläche“. Konkret wird für dieses Teilmodell das TOM-Modell empfohlen, nach dem Technik, Organisation und Mensch in einer ganzheitlichen Sichtweise gleichermaßen zu berücksichtigen sind (Bullinger et al., 1998). Zusätzlich wird dies um eine wichtige Differenzierung des MOVE-Modells (Methoden – Organisation – Verhalten – Einstellungen) ergänzt. Hier wird der Faktor Mensch nochmals in die zwei wichtigen Unterpunkte „Verhalten“ (wahrnehmbar, vorbewusst) und „Einstellungen“ (gegebenenfalls verborgen, unbewusst) aufgeteilt. Anders als im MOVE-Modell stellt jedoch hier die IT aufgrund der enormen Bedeutung der Digitalisierung explizit die oberste Ebene dar. Im MOVE-Modell würde IT lediglich ein Teilthema der Methoden bzw. die kleine, oberste Spitze des Eisbergs repräsentieren. Der Autor legt Wert darauf, aufgrund der Bedeutung mit dem Faktor Mensch zu beginnen und sich zum Faktor IT vorzuarbeiten. So gilt es zunächst, die Mitarbeiterinnen und Mitarbeiter zur Wissensteilung zu motivieren (Faktor Mensch). Dabei sind zum einen verborgene Grundeinstellungen und die Sozialisierung, zum anderen die direktere Einflussnahme auf das Verhalten der Wissensarbeiterinnen und Wissensträger zu berücksichtigen. Auf der nächsten Ebene werden organisatorische Maßnahmen wie Expert Debriefing oder die Einführung eines Wissensmanagers thematisiert (Faktor Organisation). Abschließend wird erläutert, wie die Potenziale der Digitalisierung ausgeschöpft werden, z. B. durch Collaboration-Tools (Faktor Technik) (Abb. 5.1 und 5.2).
The die- and mold-making industry can be characterized by small and medium enterprises (SMEs), sophisticated technologies, and highly skilled employees who have to cooperate in order to fulfill orders of customers with which they are engaged in an intensive process of knowledge exchange. The knowledge-intensive production process of die and mold makers consequently requires an integrated organizational and technical solution to support the sharing of documented knowledge as well as collaboration. Standard knowledge management systems (KMS) primarily target the organization-internal processes and documented knowledge of large organizations. Know-CoM intends to overcome the limitations of these solutions and explicitly targets SMEs as well as knowledge processes that cross organizational boundaries. KnowCoM is a European Commission-funded CRAFT project that provides an advanced concept of decentralized management of access privileges to personal, protected, and public knowledge spaces. An easy-to-use solution supports the capturing of experiences. A joint knowledge structure brokers context across organizational boundaries and eases discovery of knowledge and experts. Finally, a knowledge management certification technique allows for a coordinated reuse of knowledge that is integrated with the daily work practices of die and mold makers.
as a book chapter there is no abstract but here is the citation:
Jennex, M. E. and Olfman, L. “Organizational Memory,” Handbook on Knowledge Management, Edited by C. W. Holsapple, Springer, Berlin - Heidelberg, pp. 207-234, 2003.
Geschäftsprozesse produzieren fur den Kunden eine Leistung und sind somit der Schlüssel für den Erfolg eines Untemehmens. Geschäftsprozesse sind jedoch nicht nur eine Abfolge von Aktivitäten, sondem auch die Know-how-Plattform des Untemehmens, in denen Wissen erzeugt und in Aktionen umgesetzt wird. Kemprozesse, die die Wertschöpfung des Untemehmens bestimmen, basieren auf spezifischen Kernkompetenzen. Ein erfolgreiches Untemehmen muss bestrebt sein, seine Kemkompetenzen ständig auszubauen und effektiv zu nutzen. Dies kann durch eine enge Verbindung von Wissensmanagement mit Geschäftsprozessmanagement erreicht werden.
Knowledge management (the process) and knowledge managers (the people) are recent organizational phenomena. The latter (the knowledge managers) are those key individuals charged with the task of making the former (knowledge management) successful. Due to the recent emergence of these organizational initiatives, a study of knowledge managers - who they are and what they do - was thought to be instructive and revealing as well as being sufficiently current to enable organizations to either adopt or adapt their knowledge management strategy. A survey to reveal the characteristics of knowledge managers as well as knowledge management initiatives was designed and distributed to practicing knowledge managers, primarily from US and Canadian organizations. This chapter, based on the analysis of 41 completed questionnaires, reveals the backgrounds, goals, ambitions, initiatives and challenges as self-assessed by these individuals. By pulling this information together, a profile of a "typical" knowledge manager is presented. The question that remains to be asked is "Are these the most appropriate individuals to lead the KM charge"?
Purpose
The purpose of this paper is to examine the field of risk management in relation to the connection to quality management. It poses and attempts to answer three questions. What can quality teach risk management? What can risk management teach quality? What must both risk and quality management still learn? This is an area which has so far not been explored by the quality management fraternity.
Design/methodology/approach
The examination is built on more than 20 years' experience in the area of quality management and extensive involvement in recent developments around risk management (e.g. the Australian/New Zealand standard for risk management – AS/NZ4360, the development of a risk management model by the European Foundation for Quality Management, and the launch of risk‐based instruments by a number of private companies).
Findings
Amongst the major findings are that there are three types of risks: predictable risks that organisations know they face; the risks which an organisation knows it might run but which are caused by chance; and the risks which organisations do not know they are running.
Practical implications
It is pointed out that in the past the challenge for quality management professionals was to support process and design improvements, but the challenge of the future is to improve relationships in order to reduce and manage the most important risks.
Originality/value
The paper outlines how the quality management discipline can help with the management of these types of risks.
Purpose
To present qualitative data illustrating how some of the largest law enforcement agencies in the USA use risk management in their efforts to control police liability.
Design/methodology/approach
To explore this topic, two main data sources were utilized: telephone interviews with 354 law enforcement agencies identified the prevalence of the use of risk management by police agencies; and survey data from police agencies provided descriptive information about the roles, duties, and placement of risk managers within each police organization.
Findings
Telephone interviews revealed that 14 of the 354 (0.039 percent) law enforcement agencies identified risk management as one of several tools they use to control police‐related liability within their organizations. This finding is surprising, given the increase in costs associated with settlements/payouts for police‐involved litigation and liability claims over the past few decades.
Research limitations/implications
Future research should identify the reasons why police agencies choose not to use risk management in their police liability management efforts. In addition, future research should explore how the characteristics of city government and/or political culture are associated with the use of risk management by law enforcement agencies.
Practical implications
This paper can serve as a basic resource for police scholars and practitioners, city/county attorneys, risk managers, and various other city/county agents that are interested in learning about risk management as a way to manage police liability.
Originality/value
This paper presents the first national study of risk management in police agencies in the USA.
Many people in the MIS field have accepted the idea that attitudes affect the frequency and type of computer use but research has provided inconsistent results. This paper, therefore, explores the conditions under which attitudes can predict computer use, investigating both workers' volitional control and their knowledge of the technology. Analyses are based on responses of 168 white-collar employees in 77 computer-using work groups. Attitudes were found to predict the number of hours of computer use for all workers, but only predicted the extent of job computerization for those who had real freedom of choice and knowledge about their computer system.
Organizations are looking for new organizational structures in order to improve their knowledge management. Knowledge management is a general umbrella concept that covers many different processes, but here we limit ourselves to three specific knowledge management processes: knowledge creation, knowledge legitimization, and knowledge sharing. With this purpose in mind, we examine and define two types of group structures: teams and communities; and we elaborate propositions on their advantages and disadvantages for creating, legitimizing, and sharing knowledge in organizations.
A central tenet in various streams of literature is the need to attend to key factors in the environment when adapting organizational practices transferred across borders. More recently scholars have examined the need to focus on key factors of the practice itself.
We explore the intersection of these two factors with an in-depth, five-year longitudinal study of the transfer of franchising know-how from the US to Israel.
This paper examines a new type of information system rarely described in the MIS literature, probably because very few such systems exist today. The system, which we have labelled as an organizational effectiveness system (OES), is designed to ensure the health and well-being of an organization in an increasingly complex and turbulent world. Its purpose and net effect are to allow the organization to be flexible and responsive. PRISM, a system developed at Federal Express Corporation, is an imitable example of such a system. As an advanced multi-technology system, it includes core personnel functions, expanded personnel and organizational functions, and extensive external interface features. The PRISM system permits significant and constant interactions with all managers and all employees. This paper describes PRISM in considerable detail, as well as its impact and benefits. By extrapolating from the Federal Express experience, critical success factors are derived for the development and implementation of organizational effectiveness systems in other organizations.
Efficient management of knowledge is a major success factor for corporations and organizations. Many corporations have started Knowledge Management initiatives with the goal to actively manage knowledge creation and flow. Apart from the necessary organizational changes they have tried to support the quest for knowledge with Knowledge-Management systems. Peer-to-peer systems offer a cost-efficient, user-friendly alternative to server-based knowledge management solutions. However, due to various reasons they have not gained significant market share. During our sales activities for Dinow, our distributed knowledge management system, we have encountered various reasons for the slow adoption of this promising technology. In addition to technological concerns, e.g. regarding security, we have found that psychological factors are very significant: the possibility of "free" information flow contradicts the rigid frameworks, policies, and procedures in most organizations. It is a common misconception that currently used technology, i.e. e-mail, protects against such unwanted information flow.
This paper describes an approach to capturing organisational memory, which serves to ground an analysis of human issues that knowledge management (KM) technologies raise. In the approach presented, teams construct graphical webs of the arguments and documents relating to key issues they are facing. This supports collaborative processes which are central to knowledge work, and provides a group memory of this intellectual investment. This approach emphasises the centrality of negotiation in making interdisciplinary decisions in a changing environment. Discussion in the paper focuses on key human dimensions to KM technologies, including the cognitive and group dynamics set up by an approach, the general problem of preserving contextual cues, and the political dimensions to formalising knowledge processes and products. These analyses strongly motivate the adoption of participatory design processes for KM systems.
Aside from their economic power, the great industrial corporations have a significant role in the creation and application of technical knowledge. Because of their power and the fact that most scientists and engineers work in private industry, these organizations have had substantial influence over problem definition and policy-formation related to a variety of critical issues. Few would disagree with the statement that knowledge shapes policy. Accordingly, whatever group controls the creation and distribution of knowledge in a society heavily influences policymaking and the general direction of social change and development. We discuss two problems: (1) The processes related to the development and application of knowledge in advanced societies which have been strongly influenced by giant corporations. Knowledge production, scientific and technical work have been closely tied to the economic goals of individual corporations and the industrial system at large. (2) How may industrial societies learn to deal...
Computer chargeback systems are installed to meet various data processing objectives. One objective is to increase user involvement in decisions regarding information systems development and use. Presumably, increasing user involvement will result in more effective information systems. In a field study the authors examine the relationship between various characteristics of a computer chargeback system, the quality of the chargeback system's interface, user involvement, and user attitudes about information systems services. Suggestions are given both for the practicing information systems manager and for future information systems researchers.
Fathoming the elements of leadership has been a perennial concern for philosophers and thinkers for centuries. A massive volume of research devoted to understanding organizational leadership has accumulated over several decades. However, an important class of managerial leaders that has emerged in recent times has been effectively ignored. Paradoxically, the Information Systems Leader (e.g., CIO, VP of IS) and the notion of IS leadership are rarely studied in the information age. It is widely acknowledged by researchers and practitioners that IS skills are critical to the current and future operations of almost all organizations. Those firms that are able to develop superior capabilities in IS (e.g., UPS's parcel tracking service, Wal-Mart's logistics system, Sabre's airline reservation system, and Cisco's order fulfillment system) gain considerable operational and competitive advantage. Although there are nearly 100 academic IS research centers (Thao, 2002), as far as we can ascertain there is no ISL academic research center that focuses on IS leadership. Thus, the Terry College of Business at the University of Georgia decided it should establish a research center to focus on IS leadership.
The momentum of knowledge management has evolved rapidly. Enterprises are searching for management techniques which reap better results than what was yielded by quality, re-engineering and restructuring efforts. What has emerged is an international community of theorists and practitioners dedicated to shift the management orientation from one of accounting of financial assets to one of measuring and monitoring the intangible assets relevant in a knowledge economy. Indeed, innovation has been redefined according to the prosperous flow of knowledge. This paper traces the evolution of the movement, defines the elements of 5th Generation R&D, positions the material under the rubric of innovation strategy, illustrates some lead practitioners and outlines a prospectus for the future. ''Ken'' represents a cross-cultural term to capture this modern sense of perspective and range of vision.
This paper provides a general set of principles, organized into a usable framework, for the valuation of intangible assets as well as corporate knowledge, in the act of transferring, sharing, selling, or licensing it from one company to another. It provides benchmarks for valuation to both seller and acquirer, to licensor and licensee, and to both partners in a corporate alliance. Part I of the paper classifies the nature and attributes of different kinds of corporate knowledge. Part II focuses on the valuation framework. Intangible assets, whether registered intellectual property such as brands, patents, copyrights, or whether they be ‘knowhow’, or general corporate expertise, are increasingly separable from their organizational context, and can be sold or shared with another firm—for compensation. As such activity increases—as part of a general trend towards outsourcing and modularization of business functions, aided by codification of previously tacit or intuitive knowledge—placing a money value on a ‘knowledge package’ is a crucial managerial function. Many of the principles presented in this paper can also be used when the same firm makes its own investments in other markets, by transferring corporate knowledge to its own subsidiary. The various benchmarks and criteria found in the literature are here, for the first time, presented in a comprehensive valuation framework, eminently usable by managers and negotiators. Copyright © 2000 John Wiley & Sons, Ltd.
A procedure and underlying algorithm for extracting knowledge from production and inventory databases to support engineering management activities is described. The process searches for, detects and isolates behaviour patterns inherent in the data. It relates these patterns to production irregularities, suggests connections with specific causes and helps propose possible corrective or preventive actions. The approach is based on a four-phase procedure: (1) the decision-maker focuses on the subject or difficulty at issue, represented by a target concept; (2) the KEDB algorithm, based on a machine learning approach, processes the relevant database and provides knowledge characterizing and classifying the target concept; (3) the output is interpreted in Pareto fashion as a series of possible circumstances explaining the target concept behaviour; and (4) based on these causes, the decision-maker decides on possible corrective actions to improve the situation, or preventive actions to forestall unfavourable conditions. A case study based on an actual quality control database is detailed.
The application of strategic management principles to knowledge-based systems technology is examined. A roads metaphor is proposed and discussed to help develop and implement corporate visions for technology transfer and assimilation.
A survey of seventy-five Montreal middle managers was conducted, investigating their perceptions of the impact of automated office systems on their jobs and work. Two key findings emerged in the results. First, middle managers perceived that office automation had led to a variety of changes that, almost without exception, made their jobs and work more enriching and satisfying. Second, middle managers with first-hand experience with various systems, either through the presence of such systems in their organization or through their own personal use of such systems, were even more positive than managers without this exposure. The importance of these findings is discussed in the context of related work drawn from the fields of psychology and organizational behavior.
Four standards are proposed to assess instruments designed to evaluate group decision process effectiveness. These standards were applied to a multicriteria evaluative instrument based on the Competing Values Approach to decision process effectiveness. In a study using nine groups and three types of raters (facilitators, participants, and observers) in a field setting, the instrument was found to be appropriately insensitive to role differences between raters within groups and appropriately sensitive to differences across groups. Ratings of facilitators and participants within groups were the most consistent, although their ratings diverged on four of the effectiveness scales.
Explores the question of how specialist expertise is related to the
organizational decision-making process. This relationship is seen as an
important issue in the integration of HRM with corporate strategy, and
as having implications for HRM concerns with organizational and career
structure, employee development, flexibility and culture. The
relationship is seen as political in that it affects the extent to which
technical experts are enabled to influence strategic decisions. It is
also therefore of strategic significance in facilitating (or otherwise)
the development and use of the knowledge base. Suggests that the HRM
function needs to confront the challenges posed by expertise in the
organization's social process. The importance of identifying and
developing the knowledge base across the technical as well as the social
system is advocated as having an impact on competitive position. The
discussion is illustrated with examples drawn from seven companies in
which the relationship of scientific knowledge to the decision-making
process was being studied.
End-user computing (EUC) has been a significant organizational phenomenon for more than two decades and remains critically important with the rapid introduction of new technologies (e.g., client-server architectures, internet and intranet applications). Although EUC is a mature concept, it is apparent that end users do not become independent over time, but instead require additional resources and support. One widely employed support mechanism is the Information Center (IC).
This study surveyed the internal auditor and the information systems (IS) director in each of 185 organizations. The internal auditors provided responses on the severity of EUC problems in their organizations, and the IS directors supplied information on their firms' performance on the IC critical success factors (CSFs) proposed by Magal, Carr, and Watson (1988). Results show that stronger IC performance is indeed inversely related to the severity of EUC problems encountered by the organization. Specifically, the study's findings show that to have the greatest impact on EUC problems, IC managers should concentrate on clearly defining the IC's mission; establish standards and controls; monitor, coordinate, and help users prioritize applications development; and be responsive to user requests.
The term knowledge management system (KMS) has been used widely to denote information and communication technologies in support of knowledge management. However, so far investigations about the notion of KMS, their functions and architecture as well as the differences to more traditional information systems remain on an abstract level. This paper reviews the literature on KMS and distills a number of characteristics concerning the specifics of knowledge to be managed, the platform metaphor, advanced knowledge services, KM instruments, supported processes and goals of their application. The paper then presents two ideal architectures for KMS, a centralized and a peer-to-peer architecture, discusses their differences with the help of two example systems and suggests that each of these architectures fits a different type of KM initiative.
Aus Heft 5 Seite 39 vom 25.07.1998 2 In nahezu allen Geschäftsumfeldern gibt es heftige Turbulenzen. Auf diese Heraus-forderungen mit innova-tiven Konzepten zu reagieren, gerät Unternehmensführern immer häufiger zum Balanceakt. Der weltweite Wettlauf um Kapital zwingt sie einerseits zur Verfolgung langfristig wertsteigern-der Strategien, anderer-seits müssen die not-wendigen Veränderun-gen beschleunigt vorangetrieben werden. Doch bislang war nicht einmal ein Drittel der 30 größten deutschen Industrieunternehmen imstande, das tägliche Handeln mit dem Shareholder-Value-Ansatz zu vereinbaren. Das Streben nach raschem Wandel dient wiederum vielen Kritikern als Argument, den Bedarf an strategischer Planung grundsätzlich anzu-zweifeln. Ohnehin versanden viele geplante Strategien oft schon in frühen Phasen ihrer Umsetzung. Mit der Balanced Scorecard (BSC) gibt es nun einen ebenso ausgewogenen wie umsetzungs-orientierten Steuerungs-ansatz. Dieser ermöglicht es Top-managern, die schwie-rige Balance zu finden zwischen einer langfristig notwendigen Strategie und den entsprechenden Maß-nahmen. Wie das konkret zu bewerkstelli-gen ist, wird hier beschrieben.
This article addresses the importance of information resources in the foundation of an information- and knowledge-based society and aims to encourage research in this area. An information resource is defined as a stock of information that has been societally institutionalized for reuse by one or many classes of users. An information-based society depends on information production for its overall welfare, but information production requires continuous reuse of information, and therein lies the dependence of such a society on its information resources. After a review of definitions and models of information production, a life cycle model is presented as a way to clarify and conceptualize information resources. The life cycle phases consist of generation, institutionalization, maintenance, enhancement, and distribution. An information resource stands at the midpoint of the life cycle, integrating and coordinating the various actors and activities of these phases. The article attempts to show that information resources as economic “goods” do not reflect the assumptions on which economic models have been built in the past because they involve nonlinear, nonequilibrium, evolutionary processes. Various types of research are needed to disaggregate the economic and institutional infrastructures of information resources.
Research on domain-specific knowledge and general knowledge such as strategies has shown that information can indeed be available to a subject and still not be used. Several hypothesis have been set forth to explain this phenomenon; they as briefly exposed. An alternative, complementary hypothesis is then presented. It is assumed that most activities have several components organized in the form of a complex hierarchy. These interdependent components require monitoring because, at certain times, they are competing with one another for resources. Competition for resources and problems in component coordination may lead to a drop in performance. Several studies dealing with diverse knowledge domains are reviewed, which provide evidence for such resource problems. The same theoretical framework is then applied to explain several facts concerning teaching and learning: the impact of advance organizers; the instability of performance across repeated executions; some effects of social variables; the efficiency of tutoring and of taking into account the ‘proximal zone of development’.
The limited cognitive capacity construct proves extremely useful in interpreting a large number of phenomena in a wide variety of domains.
The growing interest in group decision support systems (GDSS) was supported by, and gave rise to, a burgeoning academic literature on GDSS during the 1980s. However, GDSS research is now rare. One possible reason is the difference between field experience and many experimental studies. Another reason is that GDSS research over the past years mainly focused on decision rooms. The important question posed is: what are the reasons for the conflicting results of GDSS research? The contradictory findings among GDSS studies are indeed a problem if academic research is to be applied effectively in business settings. Now that group collaborative support is becoming more widespread, it is natural to wish to achieve a better understanding of the implications for organizations in their adoption of GDSS. Thus, this study systematically reviews existing GDSS studies and explores the probable reasons for inconsistent findings.
A model is proposed of the relationship between user participation and degree of MIS usage. The model has four dimensions: participation characteristics, system characteristics, system initiator, and the system development environment. Stages of the System Development Life Cycle are considered as a participation characteristics, task complexity as a system characteristics, and top management support and user attitudes as parts of the system development environment. The data are from a cross-sectional survey in Korea, covering 134 users of 77 different information systems in 32 business firms. The results of the analysis support the proposed model in general. Several implications of this for MIS managers are then discussed.
A GSS often fails to aid in providing group consensus and user satisfaction. To understand the reasons behind this lack of impact, we investigated the issue from an influence-process perspective. The independent variables manipulated were support (GSS vs. face-to-face) and task type (intellective vs. preference). The dependent variables measured were three process variables (informational influence, normative influence, and influence distribution) and three outcome variables (group consensus, decision satisfaction, and decision process satisfaction). The findings suggest that the lack of impact of GSS on decision-making groups may be due to their compensating effects. With the preference task, the use of GSS led to a more even influence distribution; this should improve group decision outcomes. But the use of GSS was also found to attenuate normative influence; this should negatively affect group decision outcomes. For an intellective task, the use of GSS resulted in an uneven distribution of influence; this should negatively affect group decision outcomes. But the use of GSS also amplified informational influence; this should enhance group decision outcomes. Collectively, such compensating effects of a GSS may explain why a lack of GSS impact on group decision outcomes has been observed in many studies.
Many studies have compared the advantages and disadvantages of meetings using Group Decision Support Systems (GDSS), but relatively little research has been conducted on the role of incentives in these meetings. An experiment was conducted with 40 eight-person groups to determine the influence of incentive distribution mode (group or individual) and incentive type (positive or negative) on GDSS outcomes. Results indicate that group performance, including task performance, consensus, process satisfaction, and participation, is higher if there are group-based incentives, and that negative incentives or extinction result in more participation and less satisfaction. No interaction effects were found between incentive distribution mode and incentive type.
This study examines the direct and interaction effects of IT investments and IS department efficiency on different facets of firm performance. Specifically, measures for financial, sales, and intermediate firm performance are considered. IS budget is used as a measure of IT investment; asset turnover and labor productivity are used as intermediate performance measures; and sales per IS employee and income per IS employee are used as measures of IS department efficiency. Secondary sources were used to construct a database of 210 firms, which was used for statistical analysis. Our results suggest that; (i) IS budget is not related to financial firm performance, but is positively related to sales performance; (ii) The results for intermediate performance were mixed; (iii) IS efficiency had no impact on the relationship between IS budget and firm performance measures, except market share. Analysis of the results suggest that the effect of IT investments should be assessed simultaneously on both aggregate and intermediate performance. Furthermore, IS departments with ‘high’ efficiency may be unable to better leverage each additional dollar spent on IT. This has significant implications for organizations considering radical downsizing and elimination of their IS departments, as in the process they could reduce their conversion effectiveness.
Today's business domains are complex and require faster decisions, better allocation of resource and above all dictate the need to share knowledge both within and outside the domain. Managing dynamic projects in such a volatile business environment requires a structured approach. This paper is concerned with using portal technology as a means for storing and transferring knowledge. The paper demonstrates the use of portal technology, via a case study, to increase the overall project reactivity and achieve the objectives, namely to reduce time, improve decision-making, increase productivity and reliability. A portal developed to manage the VIZCon project is described using a novel framework. A five-step approach for developing an effective project management portal is presented with empirical evidence. Finally implementation issues and the limitations of the system are discussed.
In recent years, there has been a rapidly growing interest in the use of information technology to support face-to-face group meetings. Such Electronic Meeting System (EMS) environments represent a fundamental shift in the technology available for group meetings. In this paper, we describe the development and evaluation research conducted at the University of Arizona that has led to the installation of one EMS at more than 30 corporate and university sites around the world. Based on our experiences in working with student groups in controlled laboratory experiments and with organizational work groups in the field, we are convinced that EMS technology has the potential to dramatically change the way people work together by effectively supporting larger groups, reducing meeting and project time, and enhancing group member satisfaction.
This paper is concerned with the cognitive infrastructure underpinning the socially situated process of knowledge management in dynamic contexts. It describes the cognitive congruence framework (Fourth International Conference on Competence Based Management (1998); Knowledge Management and Organizational Competence, Oxford University Press (2001)) and shows how it can be used as a sensemaking device to reconcile some of contentious issues in knowledge management literature. Three case study vignettes are employed to illustrate the importance of individual and collective cognitive congruence and the utility of the framework as a diagnostic tool for highlighting flaws in the cognitive infrastructure. The implications of the framework for theory and practice are discussed.
The companies in the Premier 100 list published by ComputerWorld (CW) in 1994 were classified into groups based on the information productivity index (IPI) computed by Paul Strassmann. Discriminant analysis was used to identify the significant discriminating information systems factors between the two groups. They are: ‘number of years the Chief Information Officer (CIO) has been in the company in that position,’ ‘proportion of software resources spent on client server applications,’ and ‘percentage of software budget spent on new development.’ On average the CIOs in the high productivity group have been with the company for three years, as compared to eight years in the low productivity group. The companies in the high group spent 54% of the software development budget on client server applications, as compared to 35% for the low productivity group. Companies in the high productivity group spent 46% of software budget on in-house development of new applications, as opposed to 60% for the low productivity group.
This paper focuses on the relationship between learning, skill acquisition, and strategic alliances to build competitive advantage. In particular, we focus on how senior management can structure their alliances as learning platforms to assimilate new technologies and skills to revitalize their core operations and to find new uses for existing skills. Firms that enter strategic alliances without recognizing how to knowledge and skills form the basis for future competitive advantage are likely to lose not only their technologies and skills, but also their ability to shape future products in that industry. Co-operation or interaction with an alliance partner to enter new markets or to develop new products also leads to competition in learning new skills and insights from one another.
The paper evaluates the phenomenon of knowledge management (KM) and its relationship to the artificial intelligence (AI) technologies of knowledge-based systems, case-based reasoning and neural networks. A knowledge value-chain (KVC) concept is established and developed into a closed loop knowledge activity cycle. This is then linked to Nonaka's knowledge spiral and related concepts. Using this framework, applied within the context of the core business processes underpinning a contemporary ‘knowledge company’ that is operating at the forefront of computer networking technology, the potential application of AI is investigated. The study thereby illustrates both the potential and the limitations of AI technologies in terms of their capability to support the KM process.
Knowledge differs from data and information in that it is organized and evaluated. These added dimensions give knowledge meaning, something beyond the syntactic representations used for data and information, and therefore make it more difficult to manage. Management of our current knowledge and focused creation of new knowledge are essential for productive interaction with our world, as scientists and citizens. However, both science and society are simultaneously experiencing information excess and knowledge scarcity. Our abilities to produce data, information, and knowledge have exceeded our knowledge management skills. Many of the tools necessary for a Knowledge Revolution, however, now exist or are under development. Good knowledge management tools can reduce today's information glut, support creative scientific synthesis, and aid effective knowledge application. Within this context, software tools for knowledge management examined in this paper are: knowledge-based systems, scientific visualization, virtual reality, spatial data management, computer-supported cooperative work, and hypertext.
Over recent years IBM-UK has worked with a number of other organisations to appraise the financial returns achieved from computer systems. Using a standard methodology called SESAME, approximately 170 applications across a range of industries have been reviewed to date. This consistent base of information allows senior executives to compare the financial performance of computer systems with other investments; to set reasonable financial targets for new systems development; and to judge the ‘return on investment’ from their computer systems with that achieved by other companies. This paper provides an overview of the SESAME methodology, discusses some results of individual studies and summarises the general conclusions emerging from this work.
The study discussed here investigated the contribution of group support system(s) (GSS) to a particular aspect of organizational learning: knowledge acquisition at the group level. We present a model explaining the enabling effects of GSS on important attributes of effective collaborative learning that lead to higher levels of knowledge acquisition and discuss the results of an empirical study designed to test the predictions of the model. A GSS-mediated environment is compared to a non-GSS collaborative environment in terms of the participants' understanding of a problem-solving task. The results indicate that the GSS-mediated environment leads to a significantly higher level of understanding than the non-GSS environment.
Recent strategy literature suggests that intangible resources — in particular competencies and relationships — are critical drivers of competitive advantage. However, there seems to be a lack of understanding of when certain types of competencies and relationships are most critical. This paper introduces a framework consisting of three fundamental levels of resource-competition. The framework is illustrated through the pharmaceutical industry. We argue that (1) biotech firms mainly engage in entrepreneurial competition; (2) traditional pharmaceutical firms — here referred to as big-pharma — increasingly undertake contractual competition and, finally, (3) generic drug makers compete predominantly operationally. The paper argues that intangible resources contribute differently to competitive advantage depending on level of competition.