scholarly journals Business case studies in knowledge management

2006 ◽  
Vol 42 (1) ◽  
pp. n/a-n/a
Author(s):  
Michael Smith ◽  
Deborah E. Swain ◽  
Brien Boswell ◽  
John McIntyre ◽  
Antonio Hill ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Business Case

Conceptualising a New Knowledge Management Logic Model for Global Health: A Case-Study Approach

2015 ◽  
Vol 14 (02) ◽  
pp. 1550015 ◽  
Author(s):  
Saori Ohkubo ◽  
Sarah V. Harlan ◽  
Naheed Ahmed ◽  
Ruwaida M. Salem
Keyword(s):  
Knowledge Management ◽  
Global Health ◽  
Case Studies ◽  
Health Professionals ◽  
Health Workers ◽  
Logic Model ◽  
Unique Contribution ◽  
Program Outcomes ◽  
New Knowledge ◽  
Health Field

Over the past few decades, knowledge management (KM) has become well-established in many fields, particularly in business. Several KM models have been at the forefront of promoting KM in businesses and organisations. However, the applicability of these traditional KM models to the global health field is limited by their focus on KM processes and activities with few linkages to intended outcomes. This paper presents the new Knowledge Management for Global Health (KM4GH) Logic Model, a practical tool that helps global health professionals plan ways in which resources and specific KM activities can work together to achieve desired health program outcomes. We test the validity of this model through three case studies of global and field-level health initiatives: an SMS-based mobile phone network among community health workers (CHWs) and their supervisors in Malawi, a global electronic Toolkits platform that provides health professionals access to health information resources, and a netbook-based eHealth pilot among CHWs and their clients in Bangladesh. The case studies demonstrate the flexibility of the KM4GH Logic Model in designing various KM activities while defining a common set of metrics to measure their outcomes, providing global health organisations with a tool to select the most appropriate KM activities to meet specific knowledge needs of an audience. The three levels of outcomes depicted in the model, which are grounded in behavioural theory, show the progression in the behaviour change process, or in this case, the knowledge use process, from raising awareness of and using the new knowledge to contributing to better health systems and behaviours of the public, and ultimately to improving the health status of communities and individuals. The KM4GH Logic Model makes a unique contribution to the global health field by helping health professionals plan KM activities with the end goal in mind.

Knowledge Management: Case Studies in SMEs and Evaluation of an Integrated Approach

2005 ◽  
Vol 04 (02) ◽  
pp. 95-111 ◽  
Author(s):  
Kuan Yew Wong ◽  
Elaine Aspinwall
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Small And Medium Enterprises ◽  
Integrated Approach ◽  
Business Sector ◽  
Integrated Framework ◽  
Implementation Effort ◽  
Medium Enterprises ◽  
The Way

To date, very few publications have been found that describe how small and medium enterprises (SMEs) are adopting knowledge management (KM). The same is true concerning attempts to develop a framework to help them implement it. To redress this, this paper presents the results of four case studies conducted in UK SMEs to examine their KM implementation effort. In addition, a new integrated framework developed by the authors was evaluated to determine its applicability in this business sector. The methodology employed to conduct the studies is described and each of the cases is then presented. The results are analysed and key lessons or findings gathered from the companies are highlighted. Comments received from the companies with respect to the integrated framework were positive and favourable. It is hoped that the information accrued from the case studies, together with the integrated framework, will help to pave the way for SMEs to accomplish KM.

Knowledge Management in Manufacturing Process Modeling: Case Studies in Selected Manufacturing Processes

2008 ◽  
pp. 507-520 ◽  
Author(s):  
George Chryssolouris ◽  
Nikolaos Papakostas ◽  
Dimitris Mourtzis ◽  
Sotiris Makris
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Process Modeling ◽  
Manufacturing Process ◽  
Manufacturing Processes

Discussion Questions for the Case Studies

2016 ◽  
pp. 310-311
Author(s):  
Amy Scott Metcalfe
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Case Studies

The case studies presented offer several perspectives from which to better understand knowledge management in higher education. The questions provided below may be used with any of the case studies, or the chapters contained in this book. When asking students to answer the questions, it may be helpful for them to consider similar issues in their own institutions.

The Different Key Processes in the Implementation of Knowledge Management Among IC Designers, Distributors and Manufacturers

2011 ◽  
pp. 362-377
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Integrated Circuit ◽  
Knowledge Creation ◽  
Semiconductor Manufacturing ◽  
Knowledge Application ◽  
Exploratory Investigation ◽  
Manufacturing Company

This study is an exploratory investigation of the enabling roles of knowledge management for integrated circuit (IC) Designers, Distributors, and Manufacturers. This study explores the different enabling roles in terms of knowledge creation, storage/retrieval, transfer and application when businesses implement knowledge management in upstream, midstream, and downstream firms in the IC industry. Three cases, Winbond, Worldpeace, and Taiwan Semiconductor Manufacturing Company (TSMC) were studied and analyzed systemically to illustrate the findings and insights in this study. The findings in this study point out that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application and IC Manufacturers emphasize knowledge creation. The necessity to implement knowledge management in the distribution industry is also emphasized in this study. Moreover, the reasons for the different enabling roles are presented in the ‘Insights from Case Studies’ section of the paper.

Knowledge Management of E-Business Initiatives Within Two Global Organizations

2008 ◽  
pp. 1780-1794 ◽  
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Case Studies ◽  
Business Strategy ◽  
Global Organizations ◽  
Critical Part ◽  
Global Corporations ◽  
Business To Consumer ◽  
The Subject ◽  
Business To Business

The concept of Knowledge Management concerns the creation of structures that combine the most advanced elements of technological resources and the indispensable input of human response and decision making. This chapter addresses a very interesting topic—Knowledge Management (KM) and e-business initiatives within global organizations. It compares and contrasts the experiences of two global corporations as they have conceived and implemented KM initiatives. After in-depth secondary research on the subject, both companies developed their own KM in e-business strategy. The two case studies discussed in this chapter highlight Business-to-Business (B2B), Business-to-Consumer (B2C), and Business-to-Employee (B2E) initiatives at these two global organizations. This provides concepts and viewpoints related to the drivers of KM, the hurdles to KM in an organization, the elements of KM philosophy and process, how KM can come to be understood as a critical part of a company’s competitive strategy, and how to deploy a sustainable KM system that suits the business needs of an organization.

Knowledge management case studies

2021 ◽  
pp. 263-340
Author(s):  
Michele Laraia
Keyword(s):  
Knowledge Management ◽  
Case Studies
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