Knowledge transfer: a key to successful application of knowledge-based systems

1987 ◽  
Vol 2 (3) ◽  
pp. 147-151 ◽  
Author(s):  
Kiyoshi Niwa
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Research And Development ◽  
Knowledge Based Systems ◽  
Future Directions ◽  
Knowledge Based ◽  
Near Future

AbstractFor successful application of knowledge-based systems, “knowledge transfer” (KT) should be receiving more attention. Knowledge transfer is defined as a flow of knowledge from knowledge suppliers through knowledge-based systems to users. Insufficient state-of-the-application of knowledge-based systems in Japan and its near future directions are analysed in terms of KT. Some example tasks for improving KT are reported. These tasks were experienced by the author in the course of 10 years of research and development on knowledge-based systems for project management.

Knowledge-based systems in medicine — a Nordic research and development programme

1991 ◽  
Vol 34 (2-3) ◽  
pp. 81-89 ◽  
Author(s):  
Niilo Saranummi ◽  
Torgny Groth ◽  
Annelise Rosenfalck ◽  
Ove Wigertz
Keyword(s):  
Research And Development ◽  
Development Programme ◽  
Knowledge Based Systems ◽  
Knowledge Based

scholarly journals From Data to Knowledge Engineering for Cybersecurity

2019 ◽  
Author(s):  
Gerardo I. Simari
Keyword(s):  
Decision Making ◽  
Social Media ◽  
Research And Development ◽  
Knowledge Engineering ◽  
Data Sources ◽  
Daily Lives ◽  
Cyber Threats ◽  
Knowledge Based ◽  
Decision Making Processes ◽  
Near Future

Data present in a wide array of platforms that are part of today's information systems lies at the foundation of many decision making processes, as we have now come to depend on social media, videos, news, forums, chats, ads, maps, and many other data sources for our daily lives. In this article, we first discuss how such data sources are involved in threats to systems' integrity, and then how they can be leveraged along with knowledge-based tools to tackle a set of challenges in the cybersecurity domain. Finally, we present a brief discussion of our roadmap for research and development in the near future to address the set of ever-evolving cyber threats that our systems face every day.

scholarly journals Knowledge Management Processes as a Challenge of Knowledge-Based Economy

2021 ◽  
Vol 2/2021 (35) ◽  
pp. 32-45
Author(s):  
Filip Tużnik ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Research And Development ◽  
Research Results ◽  
Knowledge Based ◽  
National Centre ◽  
Knowledge Based Economy ◽  
Management Processes ◽  
Innovative Potential ◽  
Organizational Cooperation

The article concerns the idea of knowledge and its innovative potential in the knowledge-based economy. The processes related to the knowledge transfer and knowledge management are often considered as factors determining the success in innovativeness. Knowledge management is also an important issue in inter-organizational cooperation since it considerably helps in the development of new technological solutions. The article provides research results on knowledge management conducted among enterprises and scientific units involved in cooperation under R&D projects co-financed by the Polish Federation of Engineering Associations and the National Centre for Research and Development.

Impact of Knowledge Based Information Systems on Organisations

1989 ◽  
Vol 4 (3) ◽  
pp. 145-158 ◽  
Author(s):  
Rodger Jamieson ◽  
Richard Szeto
Keyword(s):  
Information Systems ◽  
Research And Development ◽  
New Venture ◽  
Future Directions ◽  
Additional Information ◽  
Competitive Edge ◽  
Knowledge Based ◽  
The Future ◽  
Interview Format ◽  
The Impact

This paper investigates the impact of knowledge based information systems (KBIS) on commercial organisations. A questionnaire and interview format was used to gather information from eleven commercial organisations developing KBIS. Three prime areas were considered, namely knowledge acquisition, knowledge representation, and KBIS development methodologies. For each of these areas, the normative position as expressed in the literature is presented and then compared to the survey findings. Problems involved in the development of KBIS are mentioned as well as developers’ perceptions of the future directions for KBIS within their organisations. Additional information on each organisation is presented in an Appendix in order to provide a richer picture and background to the study. The main preliminary findings are that KBIS have made an impact on organisations in Australia who are willing to make a considerable investment of resources in this new venture. While most organisations are treating this technology as research and development, they believe that the technology will be absorbed into their mainstream information systems in the future. These systems are seen as providing a competitive edge to those organisations willing to make the investment.

scholarly journals THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE

2021 ◽  
Vol 6 (22) ◽  
pp. 128-147
Author(s):  
Jamal Hussien ◽  
Mansoor Abdullateef Abdulgabber ◽  
Hasan Kahtan ◽  
Riza Sulaiman
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Planning ◽  
Business Systems ◽  
Project Proposal ◽  
Global Business ◽  
Implementation Phase ◽  
Knowledge Based ◽  
Two Phases ◽  
And Control

We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.

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