Knowledge Management Governance: The Road to Continuous Benefits Realization

2012 ◽  
Vol 27 (2) ◽  
pp. 140-155 ◽  
Author(s):  
Suzanne Zyngier ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Multinational Organizations ◽  
The Road ◽  
Km Strategy ◽  
Governance Model ◽  
Strategic Value ◽  
Benefits Realization ◽  
The Impact ◽  
Knowledge Management Governance

Investment in knowledge management (KM) programmes is often contentious due to the challenge of meeting the need for continuous and sustainable benefits realization. In KM, the word ‘sustainable’ describes how programmes of strategies to leverage organizational knowledge remain productive over time: that they deliver strategic value to the organization. The focus of this paper falls on the constructs of the governance of KM and on its leadership, in KM strategy devopment and implementation, including risk management, financial controls and transparent evaluation mechanisms for continuous benefits realization. This paper presents a KM governance model and explores its recent validation through six case studies of large, distributed, multinational organizations, and through these introduces the granular constructs of KM governance. Exploration of the impact of KM governance on developing and implementing KM programmes in each case study organization demonstrates that there is a clear nexus between strategic KM governance and benefits realized from those programmes.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2005 ◽  
pp. 104-129 ◽  
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2011 ◽  
pp. 2397-2422
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Knowledge Management Governance

2011 ◽  
pp. 2276-2284
Author(s):  
Suzanne Zyngier
Keyword(s):  
Knowledge Management ◽  
Survey Data ◽  
Financial Resources ◽  
Management Culture ◽  
Km Strategy ◽  
Per Se ◽  
Knowledge Management Governance

There are many barriers to the implementation of knowledge management (KM) strategies. These include the lack of time and financial resources allocated to sharing knowledge, a lack of organizational understanding of the philosophy and the benefits of KM, and a lack of skills in KM. However, survey data show that the greatest acknowledged obstacle to the implementation of a KM strategy is the management culture of the organization (Chase, 1997; Zyngier, 2001). These obstacles reveal a problem in the implementation of an organizational KM strategy. The problem lies not in the implementation of a given strategy per se, but in the lack of governance of that strategy.

Investigating the Impact of Using Knowledge Management on Organisational Agility through Competitive Intelligence and Strategic Thinking

2019 ◽  
Vol 18 (02) ◽  
pp. 1950016
Author(s):  
Hossein Sayyadi Tooranloo ◽  
Sepideh Saghafi
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Strategic Thinking ◽  
Competitive Intelligence ◽  
Necessary Condition ◽  
Growth And Survival ◽  
The Impact ◽  
Organisational Agility ◽  
Main Factor

Agility is a necessary condition, which is known as the main factor for the success of corporations to compete. In this sense, organisations have to determine their strategic priorities and accordingly develop and implement appropriate strategies in order to preserve their growth and survival. Meanwhile, managers play an important role in the process of strategic planning and making decisions related to their way of thinking. In addition, the existence of competitive intelligence plan for organisations has a striking role to optimally use the existing opportunities and using knowledge management (KM) in the organisation provides a platform to do so. This work aims to study the impact of using knowledge management on organisational agility as a case study in the ceramic and tile industry of the provinces of Yazd and Kerman. The data was collected using questionnaires. The structural equation modelling was used to analyse the research hypotheses using LISREL software. The results of the study showed that knowledge management application has a positive and significant effect on agility through using competitive intelligence and strategic thinking.

Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command

2011 ◽  
pp. 314-340
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

scholarly journals Assessment of the Impact of CO, NOx and PM10 on Air Quality during Road Construction and Operation Phases

2020 ◽  
Vol 12 (24) ◽  
pp. 10549
Author(s):  
Marinella Giunta
Keyword(s):  
Air Quality ◽  
Comprehensive Evaluation ◽  
Dispersion Model ◽  
Road Construction ◽  
Air Emissions ◽  
Unpaved Road ◽  
The Road ◽  
The Impact ◽  
Co Concentrations

The road sector is one of the main sources of air emissions in the atmosphere during both construction and operation. The objective of the present paper is a comprehensive evaluation of the impact on air quality during the two main phases of life cycle of roads. In this case study of a motorway project, the emissions of the primary pollutants, CO, NOx, and PM10 are estimated, and the results showed that (i) CO and NOx pollutants released during both phases are comparable, while the emissions of PM10 are more significant in the construction phase; (ii) 85% of PM10 in construction is due to storage, transit on unpaved road, and crushing; (iii) the portals of the tunnel are the sites where there are higher concentrations of pollutants in operation; and (iv) the CO concentrations estimated by the dispersion model are strongly influenced by the topography.

A Framework for Improving Knowledge Management Practices in Namibian Software Companies

2016 ◽  
Vol 15 (01) ◽  
pp. 1650003 ◽  
Author(s):  
Gloria Ejehiohen Iyawa
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Structured Interviews ◽  
Software Developers ◽  
Management Framework ◽  
Software Developer ◽  
Study Approach ◽  
Software Companies ◽  
Km Strategy

Software development (SD) companies employ, train and provide software developers with the platform to improve their skills. Unfortunately, these investments are lost when a software developer resigns from the company or is not physically available to carry out work activities. This is a major problem experienced in Namibian SD companies. This paper investigates how knowledge is transferred and retained by software developers in Namibian SD companies. Using a case study approach, five software developers were purposively selected from five software companies in the city of Windhoek, Namibia. Data were collected using structured interviews. The findings revealed that Namibian SD companies do not have a formal knowledge management (KM) strategy in place, management is not involved in KM practices and experienced software developers are not willing to participate in the KM process as a result of job insecurities. The findings also revealed that knowledge gaps are created in Namibian SD companies when an experienced software developer resigns from the company, and this consequently hampers the SD process. Based on the findings, the study therefore proposes a knowledge management framework (KMF) for Namibian SD companies, which incorporates the needs of each software developer as well as the needs of the SD company to create an effective KM for Namibian SD companies. The KMF for Namibian SD companies were presented to five experts in the field of Software Engineering. The experts validated the KMF for Namibian SD companies and found it useful within the context of Namibian SD companies. The KMF for Namibian SD companies is expected to improve the way KM processes are carried out in Namibian software companies, providing a realistic approach to improving KM practices.

scholarly journals ANALYSIS OF THE IMPACT OF MAXIMUM VEHICLE LOAD AT THE AGE OF FLEXIBLE PAVEMENT (CASE STUDY OF THE ROAD SECTION OF HERA DILI TIMOR-LESTE

Neutron ◽  
2020 ◽  
Vol 19 (2) ◽  
pp. 51-61
Author(s):  
Junizia Elsa De Almeida ◽  
Koespiadi
Keyword(s):  
Service Life ◽  
Heavy Traffic ◽  
Heavy Vehicles ◽  
The Road ◽  
Goods And Services ◽  
Road Section ◽  
Calculation Results ◽  
Load Increase ◽  
The Impact

The road network is a land transportation infrastructure that plays an important role in the transportation sector, especially for the balance of the distribution of goods and services, both from other regions. In this study, an analysis was conducted to find out how the influence of heavy vehicle volume increase on the service life of the road, while the method used was Bina Marga, the study was conducted by taking a case study on the Hera road section until Dili. This research is expected to find out how the service life of the road if the volume of heavy vehicles continues to increase. If the% of heavy vehicles increases, the thickness of the required surface layer will also be even greater. When% of vehicles or carrying heavy traffic loads are increased, the thickness of the existing layer cannot meet, because the calculation results with% of heavy vehicles increase by 10%, surface thickness 17.2 cm / This will cause the service life of the road to decrease because it is confirmed that the road will be damaged before the service period ends due to excessive load increase in heavy vehicles.

Sign in / Sign up

Export Citation Format

Share Document