scholarly journals Management of IT-Risks in the Context of Inter-Organisational Knowledge Management

2006 ◽  
pp. 527-538
Author(s):  
Thiemo Scherle ◽  
Stefan Bleck ◽  
Peter Laing ◽  
Tomaso Forzi
Keyword(s):  
Knowledge Management ◽  
Organisational Knowledge

scholarly journals Knowledge Spirals in Higher Education Teaching Innovation

2014 ◽  
Vol 10 (4) ◽  
pp. 16-37 ◽  
Author(s):  
Ángel Fidalgo-Blanco ◽  
María Luisa Sein-Echaluce ◽  
Francisco J. García-Peñalvo
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Management System ◽  
System Development ◽  
Educational Innovation ◽  
Knowledge Management System ◽  
Teaching Innovation ◽  
Innovation Activities ◽  
Organisational Knowledge ◽  
Individual Knowledge

A R&I&i process for a knowledge management system development is presented. It transforms different institutions experiences into organisational knowledge applicable to an entire sector, the higher education one specifically. The knowledge management system allows classifying, organising, distributing and facilitating the application of the knowledge generated by the faculty. A study, with more than 1000 system users, reflects that the system helps to the faculty in the way they perform educational innovation activities. The supported model integrates both Nonaka's epistemological and ontological spirals. This allows defining ontologies and used them in order to transform the individual knowledge into organisational one. The knowledge management system encapsulates complex logic expressions and ontologies management, making easy for the users obtaining successful results that may organise in their own way, becoming a powerful knowledge management process that combines epistemological and ontological knowledge spirals to convert individual experiences in educational innovation into organisational knowledge in the higher education sector.

scholarly journals Validation as the Integral Part of a Knowledge Management Process

10.28945/2399 ◽  
2001 ◽  
Author(s):  
Maria A. Mach ◽  
Mieczyslaw L. Owoc
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Interdisciplinary Approach ◽  
The Other ◽  
Management Process ◽  
Theoretical Concepts ◽  
Whole Process ◽  
New Concepts ◽  
Organisational Knowledge ◽  
Knowledge Validation

Observing new concepts in information technology, we pay attention to its impact on more effective supporting human and organisational knowledge. Knowledge management (KM) is one of such promising and intriguing concepts. Its goals and infrastructures are defined in different ways, therefore interdisciplinary approach seems to be useful. We have presented a short survey of theoretical concepts in management, marketing and decision theory, which were adapted by the theory of KM. On the other hand, knowledge validation (KV), defined as two procedures: verification and evaluation any form of knowledge, is aimed on assuring its quality. The paper discusses the crucial interrelationships between knowledge validation and management. The main goal of this work is positioning KV activities in the context of knowledge management process, emphasising usability of KV techniques during the whole process.

Transnational Knowledge Transfer

2010 ◽  
pp. 1512-1524
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Ample Evidence ◽  
Factors Affecting ◽  
Critical Part ◽  
Complex Process ◽  
Organisational Knowledge ◽  
The World ◽  
Cross Country ◽  
Insight Into

As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through Multi-National Corporations (MNC) or joint ventures, but also in dispersed organizations or individuals. Knowledge transfer is a critical part of knowledge management and is a complex process that is affected by many factors. Research into knowledge sharing and transfer within an organisation (intra) and between organisations (inter) has produced useful insight into the process and the model of effective knowledge transfer, and the factors affecting such a process. Knowledge transfer across different countries – refers to transnational knowledge transfer (TKT) thereafter, has emerged as a new domain of knowledge management that attracted many researchers. However, the findings on TKT are disproportionate comparing to ample evidence on intra and inter organisational knowledge transfer. It is anticipated that TKT has its own unique features and cannot be simply classified as one of the commonly accepted knowledge transfer categorizations. Therefore, specific attention should be paid to examine knowledge transfer in a cross-country context.

Organisational Storytelling

2011 ◽  
pp. 1261-1269
Author(s):  
N. A.D. Connell
Keyword(s):  
Knowledge Management ◽  
Social Exchanges ◽  
Narrative Approaches ◽  
Organisational Knowledge ◽  
The Creation

In this article we consider some of the ways in which narrative approaches might contribute towards a better understanding of organisational knowledge management. The telling of stories has a long, rich, and varied tradition, stretching back hundreds of years. In the study of organisations, storytelling can be seen as part of a wider field of enquiry, Organisational Discourse, which seeks to ascribe meaning to social exchanges within organisations (Grant, Hardy, Oswick, & Putnam, 2004; Grant & Hardy, 2003). Narratives have been explicitly identified (Wensley, 1998; Denning, 2000; Ward & Sbarcea, 2001) as one of the ways in which knowledge might be exchanged in organisational settings, but only limited consideration has been given to the ways in which storytelling approaches can increase our understanding of the creation and dissemination of knowledge in organisations. In this article we reflect on what we might learn from the application of narrative processes, particularly organisational storytelling, and from narrative content, particularly organisational narrative knowledge, to assess the place of such storytelling in KM.

Knowledge Management

2011 ◽  
pp. 17-33
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
Knowledge Assets ◽  
Organisational Knowledge ◽  
Concepts Of Knowledge ◽  
Parent Discipline ◽  
True Definition ◽  
Tacit Knowledge Management

Delving into tacit knowledge flows requires at least a cursory understanding of its parent discipline, namely Knowledge Management (KM). In turn, discussion of KM is not possible without briefly discussing knowledge and more specifically organisational knowledge. Knowledge Management is a discipline that is quite recent, having been exposed largely in the 1990s. Perhaps the most frustrating aspect of KM is that no one true definition, rather like with tacit knowledge, exists. If one were pressed to define KM, it would be the process whereby an organisation has in place plans or actions to maximise its knowledge assets both codified and soft to its best advantage. At this stage, let us examine the issues regarding this discipline and later examine how they relate to tacit knowledge management specifically. Concepts of knowledge relating specifically to tacit knowledge are discussed in much greater detail in the following chapter.

Organisational Storytelling

2011 ◽  
pp. 721-727 ◽  
Author(s):  
N. A.D. Connell
Keyword(s):  
Knowledge Management ◽  
Social Exchanges ◽  
Narrative Approaches ◽  
Organisational Knowledge ◽  
The Creation

In this article we consider some of the ways in which narrative approaches might contribute towards a better understanding of organisational knowledge management. The telling of stories has a long, rich, and varied tradition, stretching back hundreds of years. In the study of organisations, storytelling can be seen as part of a wider field of enquiry, Organisational Discourse, which seeks to ascribe meaning to social exchanges within organisations (Grant, Hardy, Oswick, & Putnam, 2004; Grant & Hardy, 2003). Narratives have been explicitly identified (Wensley, 1998; Denning, 2000; Ward & Sbarcea, 2001) as one of the ways in which knowledge might be exchanged in organisational settings, but only limited consideration has been given to the ways in which storytelling approaches can increase our understanding of the creation and dissemination of knowledge in organisations. In this article we reflect on what we might learn from the application of narrative processes, particularly organisational storytelling, and from narrative content, particularly organisational narrative knowledge, to assess the place of such storytelling in KM.

KNOWLEDGE MANAGEMENT ROUTINES FOR INNOVATION PROJECTS: DEVELOPING A HIERARCHICAL PROCESS MODEL

2003 ◽  
Vol 07 (01) ◽  
pp. 27-49 ◽  
Author(s):  
DAVID TRANFIELD ◽  
MALCOLM YOUNG ◽  
DAVID PARTINGTON ◽  
JOHN BESSANT ◽  
JONATHAN SAPSED
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Incremental Innovation ◽  
Successful Management ◽  
Three Phase ◽  
Organisational Knowledge ◽  
Innovation Projects ◽  
High Level ◽  
Business Sectors ◽  
Practical Implications

In this paper we use the literature on knowledge management and innovation, together with empirical data, to develop a process model for knowledge management routines in the context of innovation projects. First we develop a high-level conceptualisation from the literature, the model characterising knowledge management as consisting of three distinct phases: Discovery, Realisation and Nurture. We then expand this three phase perspective into a model of generic knowledge management routines, reporting four contrasting, exemplar cases from a wide ranging study across business sectors. Using the notions of radical and incremental innovation in both products and processes we illustrate how the three high-level phases may be further expanded into a more detailed conceptualisation of the knowledge management process. This comprises eight generic routines: Search, Capture, Articulate, Contextualise, Apply, Evaluate, Support and Re-innovate. We derive a new description of knowledge management and discuss the practical implications of the model, including the opportunities which exist for cross-sector learning between organisations which are superficially dissimilar. We conclude that the successful management of organisational knowledge in the context of innovation requires attention to be paid to all eight generic routines and to the influence of enablers and blockers operating both inside and outside the framework of routines.

Toward an Integrated Framework of Corporate Knowledge Portals Vulnerabilities: Resolving KM Security Challenges

2020 ◽  
Vol 19 (03) ◽  
pp. 2050017
Author(s):  
Mohammadhosssein Sherkat ◽  
Mona Jami Pour ◽  
Amir Manian
Keyword(s):  
Knowledge Management ◽  
Communication Networks ◽  
Survey Method ◽  
Integrated Framework ◽  
Organisational Knowledge ◽  
Security Challenges ◽  
Knowledge Protection ◽  
Knowledge Manager ◽  
New Framework ◽  
Knowledge Portal

Recently, knowledge management (KM) has been considered as a strategic weapon in a competitive environment. Corporate knowledge portals are one of the popular KM mechanisms for managing organisational knowledge and implementing knowledge management systems (KMSs) which use the communication networks. Since these portals are one of the main sources of organisational knowledge, their security becomes more essential. Despite the importance of the knowledge portal security, there are few studies to identify and evaluate the vulnerabilities of knowledge portals. The main purpose of this study is to offer an integrated framework to recognise, categorise and prioritise the key knowledge portal vulnerabilities based on the ITU-TX-805 architecture in order to enhance the security of KMSs. To identify the knowledge portal vulnerabilities, related studies were reviewed and then using the survey method, the main categories and related items were weighted by KM experts. The results proposed a new framework for identifying and prioritising knowledge portal vulnerabilities by using ITU-TX-805 architecture. The framework contains three main categories of vulnerabilities such as network components, network activities, and network security dimensions. In KM initiatives implementation, knowledge sharing along with knowledge protection must be considered. The proposed framework identifies and prioritizes the main vulnerabilities of knowledge portals which must be considered to make secure knowledge sources. It can assist knowledge manager officers (CKOs) to identify vulnerabilities, strengthen the security of knowledge portals, and protect knowledge assets.

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