Enterprise knowledge management model based on China’s practice and case study

Organizations are facing many challenges to remain relevant in the face of new technology, emerging markets, and changing consumer behaviors. Many organizations look to become learning organizations with knowledge management strategies to leverage their knowledge assets and continuously innovate their strategies and products. However, organizations struggle to achieve success with knowledge management because their organizational culture does not support knowledge-sharing and must be adapted for this new behavior. Knowledge must flow through the organization, and so, therefore, these necessary behaviors must work within the existing corporate culture. Observations from a case study at a software company are discussed, and a new knowledge management model, the Knowledge Management Triangle, is introduced. The Knowledge Management Triangle is a simple model to explain and implement knowledge management within organizations and is customizable to work within the organization's culture to ensure the new knowledge management behaviors are appropriately adopted.

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Implementing a Knowledge Management-Based Model for Lessons Learned

Knowledge Management Practices in the Public Sector - Advances in Knowledge Acquisition, Transfer, and Management ◽

10.4018/978-1-7998-1940-0.ch009 ◽

2020 ◽

pp. 196-219

Author(s):

Moria Levy ◽

Rinat Salem

Keyword(s):

Knowledge Management ◽

Community Services ◽

Lessons Learned ◽

Case Study Approach ◽

Study Approach ◽

Model Based ◽

Organizational Work ◽

Key Features ◽

Active Processes

Lesson learning is a well-known and crucial organizational tool that serves many organizations wishing to improve their performance. This chapter describes a knowledge management (KM)-based model, improving the level of learning and of the lessons learned with the goal of reducing repeated mistakes as well as recreating their successes. The key features of the model were the base of a research conducted using a case study approach implemented at the Welfare Division of the Jerusalem Municipality's Community Services Administration. The implemented model, based on KM ideas, added two significant stages to the process of debriefing—refining the lessons learned and transforming them into lessons that are managed in an independent database—as well as an additional stage, which was comprised of active processes of integrating the lessons into the organizational work.

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Model Based on Ontological Engineering as Support for Stakeholder Management

Handbook of Research on Project Management Strategies and Tools for Organizational Success - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-7998-1934-9.ch013 ◽

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.

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