Decision Support Systems for Knowledge Management

2015 ◽  
pp. 123-130 ◽  
Author(s):  
V. V. Kureichik ◽  
Y. A. Kravchenko ◽  
V. V. Bova
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems

Supporting Decisional Episodes

2011 ◽  
pp. 837-847
Author(s):  
C.W. Holsapple
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Key Issues ◽  
The Right

This article develops the notion of decisional episodes as a basis for understanding ways in which decisions can be supported. Grounded in and aligned with knowledge management (KM) theory, the resultant perspective on decision support can guide researchers in the generation of research ideas and designs. It can also contribute to practitioners by suggesting architectures and functionalities to consider in the course of developing decision support systems, and by suggesting key issues to resolve in the course of deploying and evaluating a portfolio of decision support systems. Broadly speaking, knowledge management is concerned with efforts to ensure that the right knowledge is available to the right processors at the right time in the right representations for the right cost in order to foster right relationships, decisions, and actions with respect to an entity’s mission. These efforts unfold in various contexts such as designing, communicating, researching, and decision making. Our focus here is on the latter.

scholarly journals Knowledge Sharing

2017 ◽  
pp. 1-14 ◽  
Author(s):  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Decision Support Systems ◽  
Knowledge Creation ◽  
Business Processes ◽  
Support Systems ◽  
Knowledge Use ◽  
The People

Knowledge sharing is central to knowledge management in organizations. The more tacit the knowledge, the harder it is to share. However, successful knowledge sharing means looking not just at the content of the knowledge, and the people and technology concerned in the sharing, but the context in which that sharing takes place. This chapter discusses relevant theories from knowledge management and other fields. It goes on to present a model covering the time, place and context of the knowledge sharing activity, developed using theories about decision support systems. This forms the final part of a three-stage approach intended to help managers (and others) make decisions about how to support knowledge sharing activities in organizations. Each stage takes the form of a question to be answered, as follows: 1) What are the business processes concerned? 2) What is the knowledge to be shared related to - knowledge creation, knowledge acquisition, knowledge refinement, knowledge storage, or knowledge use? 3) What does this mean for the time, place and context of the knowledge sharing?

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