Further Thoughts on Information Structure, Knowledge Management and Outsourcing

2002 ◽  
pp. 187-194 ◽  
Author(s):  
Ramy Elitzur ◽  
Anthony K. P. Wensley
Keyword(s):  
Knowledge Management ◽  
Information Structure ◽  
Structure Knowledge

Model Based on Ontological Engineering as Support for Stakeholder Management

2020 ◽  
pp. 305-338
Author(s):  
Beitmantt Geovanni Cárdenas Quintero ◽  
Flor Nancy Díaz-Piraquive ◽  
Hilma Ximena Fonseca Ruiz
Keyword(s):  
Knowledge Management ◽  
Life Cycle ◽  
Project Management ◽  
Information Structure ◽  
Stakeholder Management ◽  
Management Model ◽  
Ontological Engineering ◽  
Model Based ◽  
Complex Knowledge

The objective of this article is a way of working that is used as an instrument for managing the parts with semantic and conceptual elements, such as mastery of management projects, and the effects of ontological engineering techniques, which solves frequently asked questions with respect to information related to this resource. This is done in an agile, precise, and effective way, facilitating its management in the phases that make up the life cycle of the project. The research will contribute to the integration of ontological engineering and project management, enabling the construction of a stakeholder information structure with semantic components that enable it to be the input of a more complex knowledge management model.

Retaining Organizational Knowledge: A Case Study of an Australian Construction Company

2002 ◽  
Vol 01 (02) ◽  
pp. 119-129 ◽  
Author(s):  
Lesley Pek Wee Land ◽  
Malcolm Land ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Future Research ◽  
Construction Company ◽  
Concrete Form ◽  
Structure Knowledge

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

scholarly journals Evaluating a Model for Implementing Knowledge Management in Banking Informatics Corporations in Iran

2015 ◽  
Vol 14 (4) ◽  
pp. 5599-5606 ◽  
Author(s):  
Seyed Hossein Siadat ◽  
Azadeh Surani ◽  
Saeideh Seyf ◽  
Reza Mohaghegh
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Business Strategy ◽  
Management Team ◽  
Knowledge Map ◽  
Factors Affecting ◽  
Banking Organization ◽  
Five Factors ◽  
Perceived Importance ◽  
Structure Knowledge

The purpose of this paper is to measure the perceived importance and practical establishment of five factors affecting successful establishment of knowledge management (KM) in banking informatics corporations in Iran based on Barney model. The five Factors examined include business strategy, organizational structure, knowledge management team, knowledge accounting, and knowledge map. For this purpose, 24 questionnaire surveys were distributed among three leading organizations of brilliant history in banking informatics services. The middle and senior managers were selected as sample using simple random method. The findings showed that the managers were averagely aware of the importance of factors influencing knowledge management establishment. However, these factors are given less attention regarding practical establishment. Following the survey, the five factors were rated. Regarding the perceived importance, organization strategy was the most important factor in the success of knowledge management. Other factors are ranked in order of importance: organizational structure, knowledge management team, knowledge map, and knowledge audit. Overall, all the factors contributing to the success of knowledge management in the banking organization are considered to have medium importance, but these are less executed.

Mapping Knowledge in Product Development through Process Modelling

2006 ◽  
Vol 05 (03) ◽  
pp. 233-242 ◽  
Author(s):  
Qianwang Deng ◽  
Dejie Yu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Development Process ◽  
Current Knowledge ◽  
Process Modelling ◽  
Process Models ◽  
Product Development Process ◽  
Specific Domain ◽  
State Process ◽  
Structure Knowledge

The product development capability is a core competence in a company, and the product development process is a knowledge-intensive process. The evolution of engineering design shows that knowledge is a key factor of a successful product development. From the 70's in the last century, artificial intelligence has been introduced into this field. It evolves from expert system through knowledge-based system to current knowledge management. Knowledge taxonomy is a core component in knowledge management. A new approach of mapping knowledge in product development through process modelling is proposed. Product development process modelling can help people structure knowledge and the employees linking to each activity in the product development process. According to the analysis of product development process models, there exist three basic kinds of objects: product states, process elements, and resources. The state-process-resource model provides available ontologies of knowledge in the product development domain. In this way, knowledge is hierarchically classified into six knowledge subjects: product, product process, process element, method, tool, and application specific domain. Furthermore, each of the knowledge subjects is divided into three types of knowledge: course, practice, and expertise location.

scholarly journals A fuzzy methodology for innovation management measurement

Kybernetes ◽  
2017 ◽  
Vol 46 (1) ◽  
pp. 50-66 ◽  
Author(s):  
Victor G. Alfaro-García ◽  
Anna M. Gil-Lafuente ◽  
Gerardo G. Alfaro Calderón
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Portfolio Management ◽  
Innovation Management ◽  
Weighted Averaging ◽  
Innovation Strategy ◽  
Content Type ◽  
Manufacturing Enterprises ◽  
Fuzzy Techniques ◽  
Structure Knowledge

Purpose Innovation has been recognized as one of the main sources of competitive advantage for organizations and nations. The purpose of this study is to present an innovation management measurement approach by applying fuzzy techniques to small- and medium-sized manufacturing enterprises. Design/methodology/approach This study presents a survey focusing on seven innovation measurement areas: innovation strategy, knowledge management, project management, portfolio management, internal enablers, organization and structure and external enablers. A total of 91 small- and medium-sized enterprises (SMEs) located in the city of Morelia, Mexico, participated in the study. Furthermore, the data collected were analyzed under a multi-criteria decision-making approach using the theory of expertons and the induced generalized ordered weighted averaging operator. Findings The results show that the most valued areas are innovation strategy, organization and structure, knowledge management and project management. Furthermore, portfolio management, external drivers and internal drivers are the areas with the lowest valuations. Originality/value This paper presents an original methodological structure based on an expertise process designed to achieve well-founded results from uncertain and subjective opinions directly from the managers of the surveyed SMEs.

The knowledge loop, a knowledge management tool for academic teaching

2008 ◽  
Author(s):  
Elfriede M. Ederer-Fick ◽  
Anita Giener ◽  
Helga Kittl-Satran ◽  
Brigitte Schachner
Keyword(s):  
Knowledge Management ◽  
Management Tool ◽  
Academic Teaching

A Political Economy Model of a Research University

2009 ◽  
pp. 132-143
Author(s):  
K. Sonin ◽  
I. Khovanskaya
Keyword(s):  
Organizational Structure ◽  
Information Structure ◽  
Research University ◽  
Hiring Decisions ◽  
Voting Rules ◽  
Economy Model ◽  
Trade Offs ◽  
Political Economic ◽  
Optimal Incentives

Hiring decisions are typically made by committees members of which have different capacity to estimate the quality of candidates. Organizational structure and voting rules in the committees determine the incentives and strategies of applicants; thus, construction of a modern university requires a political structure that provides committee members and applicants with optimal incentives. The existing political-economic model of informative voting typically lacks any degree of variance in the organizational structure, while political-economic models of organization typically assume a parsimonious information structure. In this paper, we propose a simple framework to analyze trade-offs in optimal subdivision of universities into departments and subdepartments, and allocation of political power.

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