Knowledge Management

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KNOWLEDGE MANAGEMENT ‘New Dimensions of Knowledge Management’

KNOWLEDGE MANAGEMENT ‘New Dimensions of Knowledge Management’

This paper is an attempt to define the Indian opportunity for harnessing the power of the knowledge revolution Discoveries in Gene Technology (GT) and Information Technology (IT) . This paper intension is to cover the complete life cycle of knowledge. It is describing the phases, techniques and types of knowledge management.

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Why knowledge management?

Why knowledge management?

This paper discusses some of the reasons for the implementation of knowledge management (KM). Increasingly, rapid technology changes impact the way people work and live and result in new ways they utilize knowledge in organizations, working practices, and overall activities. This paper provides an explanation of general business operations as it used to be during the industrial revolution. Moreover the advantages and disadvantages at the point when the world entered the industrial revolution are discussed, as well as how these same advantages and disadvantages are viewed today. In this paper, it is argued that the industrial way of conducting business operations is not feasible nowadays, and discuss what changes have occurred during the transition to the knowledge economy. Furthermore, this paper discusses what knowledge management is and the reasons why KM must be realized in organizations. The concept of a company's intangible assets is also discussed, as well as its relation with the KM issues discussed. The paper concludes with the observation that KM is the only concept that promotes progress in society while providing organizations with the key to survival and development in today’s highly competitive marketplace.
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Introduction to Knowledge Management

Introduction to Knowledge Management

According to a recent IDC report, knowledge management is in a state of high growth, especially among the business and legal services industries. As the performance metrics of early adopters are documenting the substantial benefits of knowledge management, more organizations are recognizing the value of leveraging organizational knowledge. As a result, knowledge management consulting services and technologies are in high demand, and knowledge management software is rapidly evolving.

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Oracle Knowledge Management

Oracle Knowledge Management

Oracle’s Knowledge Management is an information management system that utilizes knowledge capture, storage, and distribution tools developed by Oracle. Implementing Oracle’s Knowledge Management provides the features of solution search, creation, organization, and immediate access to new solutions. Oracle’s Knowledge Management provides focused results that more directly relate to the issue being researched, thus reducing the cost of providing service while increasing customer satisfaction, and gaining an edge over competitors.
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Knowledge Management In Manufacturing Industry

Knowledge Management In Manufacturing Industry

A number of management theorists have contributed to the evolution of knowledge management, among them such notables as Peter Drucker, Paul Strassmann, and Peter Senge in the United States. Drucker and Strassmann (2003) have stressed the growing importance of information and explicit knowledge as organizational resources, and Senge has focused on the "learning organization," a cultural dimension of managing knowledge.

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Knowledge Management in SMEs

Knowledge Management in SMEs

(2)Structure: the structure of an organization is what follows from a division of the work, the tasks and the responsibilities, both horizontally and vertically. It is the total of the various ways in which the work is divided into separate tasks and the way in which these tasks are then co-ordinated. Studies have shown that, there are advantages in implementing knowledge management in simpler, flatter and less complex structures. Furthermore the ‘communication line is often shorter and direct, thus allowing a faster discourse on knowledge management issues within the organization’.
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THE ROLE OF KNOWLEDGE MANAGEMENT IN THE HUMAN RESOURCES MANAGEMENT

THE ROLE OF KNOWLEDGE MANAGEMENT IN THE HUMAN RESOURCES MANAGEMENT

Knowledge is supposed to be offered in two basic forms – explicit (knowledge located in different types of material mediums) and tacit (knowledge carried by people). Just the second group of knowledge is considered to be worth and valuable asset for each company. According to the results of several researches employees are disposing of 42 % of knowledge existing within company [3]. J. Vymětal [11, p. 207, 220, 223] noticed that just 10 % of knowledge in company is being documented. Spare 90 % is represented by the intellectual property of employees. Because of this fact the meaning of the knowledge management is going to be mainly in optimization of management of human resources owning such knowledge. Because the main objective of the knowledge management is to maximize the utilization of intellectual capital in organization, the utilization of the employees´ knowledge in order to increase the company´ s performance, profit and fulfill the corporate strategy. At the same time the knowledge management interconnects strategic corporate mission with its human potential. The leaders´ ability to motivate employees towards sharing their intellectual property with other people in the company and towards its effective utilization for the benefit of the company is becoming an important determinant of its competitiveness and effectiveness. Because of this reason we consider the knowledge management activities, including their implementation in human resources management, to be necessary. Because, in spite of increasing strategic importance of personnel work, underestimation of “soft management factors” still persists in many companies. As the main criteria are constantly considered just “hard factors”, i.e. countable and measurable, but much simple in words of interpretation as well. For all that we often forget about the necessity of complex view on system of corporate activities, which has to consist of both quantitative and qualitative aspects.
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Dilemmas in knowledge management

Dilemmas in knowledge management

dilemmas that they have generated. As stated by Vasconcelos, Ellis, Pieters and Chavda (2001:719): “[T]he fundamental character of a dilemma is that it offers alternatives that are unacceptable in different ways. In terms of measurement, the dilemma is represented in physics by the uncertainty or indeterminacy principle, which states that there is an inescapable trade off between the precision of measurement of the position and momentum of a particle”. Discussing disciplinary and field related developments from the perspective of the dilemmas they may generate is not new and we can find examples in this area in Ellis (1996), on an exploration of dilemmas in measurement in information retrieval, in Vasconcelos, Ellis, Pieters and Chavda (2001) on similar dilemmas in the measurement and evaluation of intellectual assets and more recently Schultze and Stabell (2004) discuss the contradictions raised by different theoretic lenses adopted in knowledge management. The intention in this paper is to discuss the dilemmas raised i) by the notion itself of managing knowledge vis-à-vis other cognate fields, in particular information management and ii) within some of the different approaches to managing knowledge.
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KNOWLEDGE MANAGEMENT: A CONCEPTUAL UNDERSTANDING

KNOWLEDGE MANAGEMENT: A CONCEPTUAL UNDERSTANDING

To overcome the pressure of increasing competition, organizations are finding ways on how better they can manage their intellectual capital. Knowledge management is one key aspect which helps in managing the intellectual assets of an organization in a proper manner. It is playing a key role in an organization erstand the importance and prominence of knowledge management, having a clear understanding of the principles and dimensions of knowledge management is needed. This article concentrates on the principles and various dimensions of knowledge
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Competitiveness and Innovations: Role of Knowledge Management at a Knowledge Organization

Competitiveness and Innovations: Role of Knowledge Management at a Knowledge Organization

Personal traits of employees are one of the most important factors for innovations and competitiveness within an organization. As Egbu, Botterill and Bates (2001) state, most scientists emphasise the role of an employee as well as a leader who shows his / her abilities and initiative within an organization and who becomes the impellent in the process of innovation creation in comparison with old management goals, by using strategy to create innovations; in this case the aspect of the silent knowledge of employees is stressed in the process of innovation creation. Thus, people are the basic impellent and knowledge management is related to the management of people and processes that facilitate innovation creation. The feature of an innovative organization, according to Roberts (2006), is freedom of imagination, which is non- constrained thinking, the ability to meet failures quietly, openness to innovations, what it is not proved, as well as not repenting resources to create and to develop ideas, which initially can seem to be very far from successful new products. In competitive and changing environment the main objective for organizations is to control unpredictable and unstable future, in other words, to diminish the tension caused within their organization.
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Is Knowledge Management Same as Information Resource Management?

Is Knowledge Management Same as Information Resource Management?

Knowledge management is a discipline that promotes an integrated approach to identifying, managing and sharing all of an enterprise's information assets. These information assets may include databases, documents, policies and procedures as well as previously unarticulated expertise and experience resident in individual workers. Knowledge management issues include developing, implementing and maintaining the appropriate technical and organizational infrastructures to enable knowledge sharing, and selecting specific contributing technologies and vendors.
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Knowledge management in managerial work of business management

Knowledge management in managerial work of business management

Abstract: The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to re- spond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998–2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.
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Knowledge Sharing Enhances Knowledge Management Environment and Efficiency

Knowledge Sharing Enhances Knowledge Management Environment and Efficiency

N. Dixon’s opinion is that KS is the flow of knowledge (both tacit and explicit) from someone who has it to someone who wants it (Dixon, 2000). H. Lin (2007) has shown that KS can enhance the opportunities to increase the ability of an organization to fulfill its needs, to produce efficiency in creating competitiveness. Irene Y. L. Chen, Nian-Shing Chen and Kinshuk have identified some key factors: attitudes, subjective norms, web-specific self-efficacy and social network ties, which relate virtual learning community to virtual learning environment. They show that there is a correlation between educational intuitions and business organizations prerequisite knowledge for using the virtual learning community website functions that can help the students to work in a competitive business arena (Chen et al., 2009). According to Anju Thapa, a great sense of trust and open communication is essential for transferring knowledge. The author has been selected 60 research scholars from University of Jammu, India, to discuss knowledge management (KM) practices and KS (Thapa, 2009).
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Knowledge management and management theory: an analysis of Sullivan's conceptualisation of knowledge within organisations

Knowledge management and management theory: an analysis of Sullivan's conceptualisation of knowledge within organisations

In more recent management literature, the role of human capital has taken some primacy in relation to knowledge management. Granstrand’s (1999) theory on intellectual capitalism relates technologies and knowledge with the role of human capital in order to bring about economically strong performance in the market. Mincer (1993) shows that ‘at the macro- economic level the social stock of human capital and its growth are central to the process of economic growth’. Sengupta (1998) also explains, using Romer’s (1990) model of endogenous technological change, ‘that an economy with a larger stock of human capital will experience faster growth’. This endogenous concept of technological change requires human capital to make intentional investment decisions in technology (Sengupta 1998). The tendency to faster growth may easily result in technology spillovers which, in turn, result in higher rates of economic growth between countries (Sengupta 1998).
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Value, Kaizen and Knowledge Management:  Developing a Knowledge Management Strategy for Southampton Solent University

Value, Kaizen and Knowledge Management: Developing a Knowledge Management Strategy for Southampton Solent University

The tools of kaizen dovetail well into the suite of activities making up knowledge management in higher education. The natural tendency is to tie these aspects together in deriving strategy. The knowledge intensive business is not necessarily well served by such an approach, although they co-exist without difficulty and deliver mutual support where properly applied. The difficulty is in the range of “useful” activities, and the universities’ reliance on resilience through diversity (an almost ubiquitous strategy and perhaps implicit in the “uni-varsity” derivation). Without precision in product, kaizen offers constraints to academic practice. Where precision is discernable, and it is a reasonable question as to the level of operating units within an university at which it is exhibited, lean practices have demonstrated merit.
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Data and Knowledge Management

Data and Knowledge Management

Knowledge Management System is a system to help in the process of knowledge management. Technology to support knowledge management are called knowware. Most knowledge management software packages include one or more of the following six tools: Collaborative computing, Knowledge Server, Enterprise knowledge portal, Electronic document management, Knowledge-harvesting tools and Search engines.

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Knowledge Management in A Changing Society

Knowledge Management in A Changing Society

The search result is presented in the cited bibliographic facts that highlight and demonstrate how first world countries use of strategic management of knowledge to grow and stay on top, which is the case of the United States and China that before did not present any significance in the international context and, currently, presents itself as the second world economy. The substantiated research lead us to say assertively that if a country or a society in constant transformation avail themselves of knowledge management strategically in the design of your goals can control their problems and actually change for the better. It can be observed, too, that knowledge management is not an exclusivity of the great powers, since it was observed that countries that are not of first world, too, has sought, even if slowly, investing in strategic management of knowledge and align it to your goals and their goals by obtaining positive results and thus favorable to their growth and their social transformation in this case, we can cite, as an example, the Brazil.
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Review of Knowledge and Knowledge Management Research

Review of Knowledge and Knowledge Management Research

With the advent of the era of knowledge economy, knowledge has become a key resource for companies to gain competitive advantage [1]. Knowledge, as the most important resource of an enterprise, has an important impact on the de- velopment of the enterprise [2]. On the one hand, tacit knowledge is constantly increasing and deepening, and its role is becoming more and more important [3]. On the other hand, due to the increase in the division of labor and speciali- zation, explicit knowledge is constantly developing, and enterprises need to more consciously recognize and play the role of explicit knowledge [4]. There- fore, knowledge as a resource requires a more in-depth study of knowledge and knowledge management. However, in the research of knowledge and knowledge management, there are confusions between the definitions of concepts related to knowledge and knowledge management in different scientific fields, which will bring difficulties to the study of knowledge management. Therefore, it is neces- sary to systematically sort out the concepts related to knowledge and knowledge How to cite this paper: Lin, X. (2019)
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Fuzzy Analysis of Knowledge Management

Fuzzy Analysis of Knowledge Management

KM are suitable for implementing KM system? Because the automotive industry has been categorized in knowledge-based industries, they are then expected to apply KM perspective. Therefore, automotive companies in Iran country would be expected to properly utilize their knowledge resources and increase their productivity by giving more priority to the issue of KM. As noted earlier, in this study, we aimed to predict the success or failure of KM implementation using the Fuzzy Inference System in the automotive industry. In what continues, we will explain the necessity and importance of our research and will present our research objectives. To implement knowledge management, organizations should be capable in different contexts, such as technical, scientific or cultural. Recent improvements in information technology have considerably decreased the costs related to data management. These changes opened the way to enter the concepts of the learning organization, knowledge organizations and KM into the management literature. In traditional economies, companies are treated as a black box, in which sources of input and output factors and their related markets are investigated. But now most researchers are well aware of the major dynamics lies inside the black box that converts the implicit knowledge into goods and valuable services. By applying KM strategies, organizations not only would be able to facilitate innovation in their processes, activities, products, and services, but also improve their competitive position. In dynamic, challenging and competitive nature of today's business landscape, organizations should be able to be learning entities to succeed in such an environment. Today, organizations should increase their capabilities to acquire knowledge needed for innovation in products and processes. Also, organizations should diffuse this knowledge among their personnel to apply it in all of their daily activities. Only in this way is that organizations can respond to the requirements of such a competitive environment and highly changing customer needs (4). KM is a useful and systematic approach to identify, organize and share knowledge that could eventually lead to the more production of knowledge in the organizations. Today, senior managers in organizations realize that knowledge assets are of great importance, and there should be a great effort about managing knowledge and multiple
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Knowledge Management Services as a basic concept for Enterprise Knowledge Management System

Knowledge Management Services as a basic concept for Enterprise Knowledge Management System

The organisational driven business process models turned out to be insufficient for a detailed analysis. In most cases a knowledge based business process has to be modelled on the basis of the business processes to focus on knowledge management aspects. Some activities that are in an organisational aspect not so interesting become more important in the context of knowledge management and therefore need to be re-designed. Some aspects that are interesting on an organizational aspect do not influence knowledge management at all and should therefore be removed. Each “Knowledge Based Business Processes” (KBBP) is linked to the according “Business Process” (BP) and describes knowledge intensive aspects in more detail. Within a KBBP knowledge intensive tasks (KIT) are detected and analysed. The main problem is to rate the difficulty of the knowledge intensive task, as each knowledge worker tends to under estimate the difficulty of his colleague’s activity.
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