Contribution of Computing Services to Benchmarking Asset Management Knowledge Management

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

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GESTÃO DO CONHECIMENTO E APRENDIZAGEM NA GESTÃO DE PROJETOS GESTÃO DO CONHECIMENTO E APRENDIZAGEM / KNOWLEDGE MANAGEMENT AND LEARNING IN PROJECT MANAGEMENT KNOWLEDGE MANAGEMENT AND LEARNING

Brazilian Journal of Development ◽

10.34117/bjdv7n3-336 ◽

2021 ◽

Vol 7 (3) ◽

pp. 25816-25834

Author(s):

Chaelmica Silva ◽

Maria Dalva Resende

Keyword(s):

Knowledge Management ◽

Project Management ◽

Management Knowledge

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Big Data in Asset Management: Knowledge Discovery in Asset Data by the Means of Data Mining

Proceedings of the 10th World Congress on Engineering Asset Management (WCEAM 2015) - Lecture Notes in Mechanical Engineering ◽

10.1007/978-3-319-27064-7_16 ◽

2016 ◽

pp. 161-171 ◽

Cited By ~ 3

Author(s):

Diego Galar ◽

Mirka Kans ◽

Bernard Schmidt

Keyword(s):

Data Mining ◽

Big Data ◽

Knowledge Discovery ◽

Asset Management ◽

Management Knowledge ◽

Asset Data

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Knowledge of Management Tools and Systems in SMEs

Knowledge Management Initiatives and Strategies in Small and Medium Enterprises - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-1642-2.ch009 ◽

2017 ◽

pp. 180-203

Author(s):

Adam Pawliczek ◽

Miroslav Rössler

Keyword(s):

Knowledge Management ◽

Knowledge Transfer ◽

Management System ◽

Knowledge Management System ◽

Competitive Intelligence ◽

Management Tools ◽

Research Results ◽

Management Knowledge ◽

Professional Business ◽

The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

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Knowledge Management for Electric Power Utility Companies

Intelligent Information Systems and Knowledge Management for Energy ◽

10.4018/978-1-60566-737-9.ch003 ◽

2010 ◽

pp. 97-122

Author(s):

Campbell Booth

Keyword(s):

Knowledge Management ◽

Decision Support ◽

Electric Power ◽

Asset Management ◽

Effective Practices ◽

Power Utility ◽

Utility Company ◽

Utility Companies ◽

Power Utilities ◽

Behavioural Aspects

This chapter will present an overview of the challenges presented to modern power utility companies and how many organizations are facing particularly pressing problems with regards to an ageing workforce and a general shortage of skills; a situation that is anticipated to worsen in the future. It is proposed that knowledge management (KM) and decision support (DS) may contribute to a solution to these challenges. The chapter describes the end-to-end processes associated with KM and DS in a power utility context and attempts to provide guidance on effective practices for each stage of the described processes. An overview of one particular power utility company that has embraced KM is presented, and it is proposed that the function of asset management within power utilities in particular may benefit from KM. The chapter focuses not only on KM techniques and implementation, but, equally, if not more importantly, on the various cultural and behavioural aspects that are critical to the success of any KM/DS initiative.

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Tourism Crisis Management, Knowledge Management and Organisational Learning

Crisis Management in the Tourism Industry ◽

10.4324/9781315258881-16 ◽

2016 ◽

pp. 71-92

Keyword(s):

Knowledge Management ◽

Crisis Management ◽

Organisational Learning ◽

Management Knowledge

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Social Aspects of Reverse Logistics and Knowledge Management

Advances in Marketing, Customer Relationship Management, and E-Services - Product Innovation through Knowledge Management and Social Media Strategies ◽

10.4018/978-1-4666-9607-5.ch004 ◽

2016 ◽

pp. 65-93 ◽

Cited By ~ 2

Author(s):

José G. R. Hernández ◽

María J. García ◽

Gilberto J. Hernández

Keyword(s):

Knowledge Management ◽

Reverse Logistics ◽

Knowledge Creation ◽

Logistic Model ◽

Social Aspects ◽

Knowledge Assets ◽

Model Based ◽

Management Knowledge ◽

The Social

The main contribution of this chapter is the study of the generation and management knowledge, emphasizing the social aspects, from an area of the Logistic Model Based on Positions (LoMoBaP). The area to use is the Inverse logistics, which is integrated for the Reverse logistics manager, the Compilation and Reception manager and the Classification and use manager. The analysis will be done via dynamic knowledge, studying the upward spiral of knowledge creation, tacit to explicit to tacit. To do this will be constructed tables where the functions of these three positions will be identified and will be discussed, as these functions are involved in the process of management and generation of knowledge, following the processes of Socialization, Externalization, Combination and Internalization, simultaneously that are located in the Ba and knowledge assets are analyzed: Experimental, Conceptual Systemic and Routine Knowledge.

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The Role of Knowledge Sharing on Organisational Innovation

Business Intelligence ◽

10.4018/978-1-4666-9562-7.ch022 ◽

2016 ◽

pp. 406-429 ◽

Cited By ~ 1

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Causal Model ◽

Organisational Learning ◽

Organisational Innovation ◽

Business Goals ◽

Management Knowledge ◽

Innovation Knowledge ◽

Positive Effect

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.

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