scholarly journals Implementation of land and water controlling: case study in Sriharjo Village, Bantul District, Yogyakarta

2021 ◽  
Vol 922 (1) ◽  
pp. 012030
Author(s):  
D S Jayanti ◽  
S S Arif ◽  
S Susanto ◽  
L Sutiarso
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Explicit Knowledge ◽  
Land Resources ◽  
Knowledge Based ◽  
Seci Model ◽  
Internet Media ◽  
And Training ◽  
Model Approach

Abstract The concept of knowledge management is required to implicate the management of human resources, natural resources, and information technology to raise the consciousness of agricultural performers of the importance of knowledge-based concepts and strategies. The problem is how to increase knowledge of human resources sustainably to improve performance and competitiveness and create a decision-making process as the first step to implement agricultural management in a more focused and measurable. Knowledge management in Sriharjo Village has begun to be developed but has not been implemented and managed optimally as a knowledge asset. This research used a qualitative approach to identify knowledge gaps and a SECI model approach to determine the implementation and knowledge management strategy. This research aims to implement a knowledge management system strategy based on water and land resources in Sriharjo Village. A Collecting data with questionnaires and interviews with respondents and taking samples of respondents in the purposive sampling method. Knowledge will disappear if only stored in a tacit form, but sharing knowledge and implementing knowledge management through the transformation of tacit knowledge into explicit knowledge can increase understanding, a consciousness of managers and users, and minimize gaps. The application of KM is necessary to share knowledge with each member of the organization, such as organize meetings, discussions, socialization, using internet media, counseling, and training to improve the performance and sustainability of the organization.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2012 ◽  
pp. 134-149
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Social Learning ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
High Importance ◽  
Web Technologies ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2010 ◽  
Vol 5 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Management Process ◽  
Technical Approach ◽  
Web Technologies ◽  
Learning Network ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

TQM and Knowledge Management

2017 ◽  
pp. 236-263 ◽  
Author(s):  
Luis Mendes
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Quality Management System ◽  
Conversion Process ◽  
Total Quality ◽  
Knowledge Based ◽  
Strategic Approach

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 203-229 ◽  
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 571-592
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Adult Learners in Higher Education

2011 ◽  
pp. 618-626
Author(s):  
Maria R. Correia ◽  
Anabela Sarmento
Keyword(s):  
Human Resources ◽  
Economic Status ◽  
Education Programme ◽  
European Council ◽  
The European Union ◽  
Transmission Of Knowledge ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Determining Factor ◽  
And Training

The development and promotion of the strategic goal of the European Union (EU) to become a competitive and dynamic knowledge-based economy and society (Lisbon European Council, 2000) can only be achieved with relevant technological infrastructures together with people equipped with necessary skills and competencies (European Commission, 2002). This must be supported by a well-structured initial education, constantly updated by a continuous lifelong learning programme, so that people can face the challenges of a series of new jobs, maybe separated by spells of short-term contracts or even unemployment. This continuous education programme should be available to all citizens regardless of their age and social or economic status. In a knowledge-based society, education and training are among the highest priorities because they are central to the creation and transmission of knowledge and are a determining factor for societal innovation. It is also recognized that human resources are the main assets for every organization and country (Lisbon European Council).

Adult Learners in Higher Education

2011 ◽  
pp. 72-78
Author(s):  
Ana Maria R. Correia ◽  
Anabela Sarmento
Keyword(s):  
Human Resources ◽  
Economic Status ◽  
Education Programme ◽  
European Council ◽  
The European Union ◽  
Transmission Of Knowledge ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Determining Factor ◽  
And Training

The development and promotion of the strategic goal of the European Union (EU) to become a competitive and dynamic knowledge-based economy and society (Lisbon European Council, 2000) can only be achieved with relevant technological infrastructures together with people equipped with necessary skills and competencies (European Commission, 2002). This must be supported by a well-structured initial education, constantly updated by a continuous lifelong learning programme, so that people can face the challenges of a series of new jobs, maybe separated by spells of short-term contracts or even unemployment. This continuous education programme should be available to all citizens regardless of their age and social or economic status. In a knowledge-based society, education and training are among the highest priorities because they are central to the creation and transmission of knowledge and are a determining factor for societal innovation. It is also recognized that human resources are the main assets for every organization and country (Lisbon European Council).

Knowledge Management Strategies Implementation in Innovation Intensive Firms

2009 ◽  
pp. 169-192 ◽  
Author(s):  
Fatima Guadamillas-Gomez ◽  
Mario J. Donate-Manzanares
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Corporate Culture ◽  
Information Technologies ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Key Factors ◽  
Managerial Perspective

This chapter analyses the implementation of knowledge management strategies (KMS) in technologyintensive firms. Firstly, a review of KMS in the knowledge management (KM) literature is carried out in order to conceptually establish the focus of the chapter. Next, some key factors for successful KM implementation, such as corporate culture, technological systems, ethical leadership, human resources management practices and organizational flexibility are identified and explained. After that, the case study of two firms which have successfully implemented a KMS in innovation-intensive industries, such as electronics and information technologies, is shown. Finally, and based on the results of the case study, some suggestions are extracted and recommendations are made from a managerial perspective in order to implement a KMS effectively.

Sign in / Sign up

Export Citation Format

Share Document