Case Study: The Implications of Knowledge Management Tools on the Process of Overcoming COVID-19

2021 ◽  
pp. 613-621
Author(s):  
Fatima Almatrooshi ◽  
Sumayya Alhammadi ◽  
Said A. Salloum ◽  
Khaled Shaalan
Keyword(s):  
Knowledge Management ◽  
Management Tools ◽  
Knowledge Management Tools

Why First-Level Call Center Technicians Need Knowledge Management Tools

2010 ◽  
pp. 910-919
Author(s):  
Joe Downing
Keyword(s):  
Knowledge Management ◽  
Decision Tree ◽  
21St Century ◽  
Call Center ◽  
Knowledge Worker ◽  
Management Tools ◽  
New Knowledge ◽  
Knowledge Management Tools ◽  
Tree Type

This chapter argues that first-level call center technicians are the new knowledge worker of the 21st century. As such, these technicians are ideal candidates for knowledge management tools. The objective of the chapter is to introduce these technicians to the IT community and, by way of a case study, show how decision tree-type help tools can increase technicians’ productivity. The chapter ends with recommendations for IT practitioners who are interesting in implementing these tools in their call center.

The Role of Knowledge Management Strategies in Cooperation Agreements

2017 ◽  
pp. 128-150 ◽  
Author(s):  
Mario J. Donate ◽  
Jesús D. Sánchez de Pablo ◽  
Fátima Guadamillas ◽  
María Isabel González-Ramos
Keyword(s):  
Knowledge Management ◽  
Organizational Design ◽  
Technology Development ◽  
Management Strategies ◽  
Product Diversification ◽  
High Tech ◽  
Management Tools ◽  
Knowledge Management Tools

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

Transforming Small Businesses into Intelligent Enterprises through Knowledge Management

2011 ◽  
pp. 2687-2698
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Small Businesses ◽  
Sustainable Competitive Advantage ◽  
Management Tools ◽  
The Face ◽  
Adoption And Diffusion ◽  
And Diffusion ◽  
Knowledge Management Tools

As small businesses struggle to survive in the face of intense competitive pressures, an emerging strategy to help them involves using knowledge management tactics to harness their intellectual capital and improve their sustainable competitive advantage. This chapter discusses the issues involved with the transformation of small businesses into intelligent enterprises via knowledge management tools and strategies. However, because a “build it and they will come” approach usually leads to failed initiatives, this chapter further addresses the issues of how small businesses can successfully incorporate adoption and diffusion theories to help them effectively transform themselves into successful learning organizations or intelligent enterprises. Finally, a case study from one small business is presented to validate some of the theories.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

Why First-Level Call Center Technicians Need Knowledge Management Tools

2008 ◽  
pp. 53-62
Author(s):  
Joe Downing
Keyword(s):  
Knowledge Management ◽  
Decision Tree ◽  
21St Century ◽  
Call Center ◽  
Knowledge Worker ◽  
Management Tools ◽  
New Knowledge ◽  
Knowledge Management Tools ◽  
Tree Type

This chapter argues that first-level call center technicians are the new knowledge worker of the 21st century. As such, these technicians are ideal candidates for knowledge management tools. The objective of the chapter is to introduce these technicians to the IT community and, by way of a case study, show how decision tree-type help tools can increase technicians’ productivity. The chapter ends with recommendations for IT practitioners who are interesting in implementing these tools in their call center.

Transforming Small Businesses into Intelligent Enterprises through Knowledge Management

2011 ◽  
pp. 222-233
Author(s):  
Nory B. Jones ◽  
Jatinder N.D. Gupta
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Small Businesses ◽  
Sustainable Competitive Advantage ◽  
Management Tools ◽  
The Face ◽  
Adoption And Diffusion ◽  
And Diffusion ◽  
Knowledge Management Tools

As small businesses struggle to survive in the face of intense competitive pressures, an emerging strategy to help them involves using knowledge management tactics to harness their intellectual capital and improve their sustainable competitive advantage. This chapter discusses the issues involved with the transformation of small businesses into intelligent enterprises via knowledge management tools and strategies. However, because a “build it and they will come” approach usually leads to failed initiatives, this chapter further addresses the issues of how small businesses can successfully incorporate adoption and diffusion theories to help them effectively transform themselves into successful learning organizations or intelligent enterprises. Finally, a case study from one small business is presented to validate some of the theories.

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