Management Techniques

2019 ◽  
pp. 103-120
Author(s):  
Andreas Werr ◽  
Peter Walgenbach
Keyword(s):  
Best Practices ◽  
Knowledge Creation ◽  
Uncertainty Reduction ◽  
Organizational Processes ◽  
Managerial Work ◽  
Management Techniques ◽  
View Management ◽  
Formal Procedures

This chapter reviews research on management techniques—formal procedures for carrying out a management task. It identifies three main streams of research—a functionalist stream, viewing management techniques as best practices; an institutionalist stream, where management techniques are symbols of rationality; and an emerging practice-based stream, focusing on how management techniques come to be used in, and influence, managerial work. This line of research investigates management techniques as affordances to agents in organizations, and it is through this interaction with organizational agency that management techniques shape organizational processes (e.g. strategizing and consulting) and individual managers (e.g. uncertainty reduction). In this view, management techniques are found to play important roles in facilitating communication and knowledge creation in organizations, creating confidence and motivation for action, and reducing uncertainty for individual actors.

Enterprise Knowledge Preservation and Management

2014 ◽  
pp. 25-45
Author(s):  
Charalampos Chelmis ◽  
Vikram Sorathia ◽  
Viktor K. Prasanna
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Networks ◽  
Expert Opinions ◽  
Enterprise Social Networks ◽  
Social Metrics ◽  
Management Effort ◽  
Management Techniques ◽  
Knowledge Preservation ◽  
Collaboration Platforms

The decision making process in organizations is constantly evolving with expanding geographical boundaries and ever-changing technology landscape. A major part of decisions and deliberations now typically takes place in collaboration platforms like emails, enterprise social networks, discussion servers, chats, and conferencing services. These platforms contain problem solving insights, recommendations, best practices, expert opinions, and answers, and must be considered part of the organizational knowledge management effort. However, traditional knowledge management techniques do not sufficiently capture the hidden nuggets of knowledge buried in communication logs. In this chapter, the authors describe the need for a paradigm shift in knowledge management strategy and propose semantic social network analysis as a potential solution. They introduce the concept of social knowledge networks and describe knowledge algebra by defining rigorous social metrics. Finally, to demonstrate the applicability of the approach, the authors provide two case studies that lead to identification of experts and mining of best practices from informal communication at the workplace.

Restructuring the Production Process

2020 ◽  
pp. 124-140
Author(s):  
Valéria Rocha Da Costa ◽  
José Márcio Diniz Filho
Keyword(s):  
Knowledge Management ◽  
Production Process ◽  
Customer Service ◽  
Process Management ◽  
Business Processes ◽  
Management Innovation ◽  
Law Firm ◽  
Organizational Processes ◽  
Rational Use ◽  
Management Techniques

Process management, innovation, technology, and knowledge management are tools to achieve better results and create value for an organization, specifically for the law firm. This is why organizational processes, or business processes, have become fundamental structures for the management of modern organizations and to maintain the competitiveness of organizations. As a result, it was possible to identify that the use of process management techniques and tools is decisive for rational use of processes, increased productivity, and better customer service, presenting an ideal conceptual model.

Journal publication ethics and implications for life science researchers: a COPE perspective

2018 ◽  
Vol 2 (6) ◽  
pp. 763-767
Author(s):  
Trevor Lane
Keyword(s):  
Best Practices ◽  
Knowledge Creation ◽  
Best Practice ◽  
Life Science ◽  
Publication Ethics ◽  
Ethical Practice ◽  
Concerted Effort ◽  
Research Publication ◽  
Journal Publication

The quality of the research record in the form of peer-reviewed journal archives is a reflection of not only the quality of the research publication and correction process, but also the quality of the underlying knowledge creation process. Key to the integrity of the research record are honesty and accountability from all parties involved in governing, performing, and publishing scholarly work. A concerted effort is needed to nurture an ethical research publishing culture by promoting ethical practice, relevant training, and effective systems for responding to allegations of research or publication misconduct. The Committee on Publication Ethics (COPE) is a membership organisation that aims to promote integrity in research publishing, for example, by developing and encouraging best practices to ensure that research is reported ethically, completely, and transparently. COPE uses the Principles of Transparency and Best Practice in Scholarly Publishing as part of its criteria when evaluating publishers and journals as members. Researchers can also make use of these guidelines to assess a journal's quality and to gain insights into what peer-reviewed journals expect from authors. The present article outlines and discusses these guidelines to help life science researchers publish ethically, as well as to identify ethical journals as readers, authors, and reviewers.

scholarly journals How Companies Learn to Collaborate: Emergence of Improved Inter-Organizational Processes in R&D Alliances

2013 ◽  
Vol 34 (3) ◽  
pp. 313-343 ◽  
Author(s):  
Jan Feller ◽  
Annaleena Parhankangas ◽  
Riitta Smeds ◽  
Miia Jaatinen
Keyword(s):  
Knowledge Creation ◽  
Telecommunications Industry ◽  
The Other ◽  
Organizational Processes ◽  
Knowledge Conversion ◽  
Proper Functioning

Previous research has maintained that the capacity to manage alliances is a distinct capability, defined as the ability to identify, negotiate, manage, monitor and terminate collaborations. This paper focuses on an important but hitherto neglected aspect of alliance capability by investigating how partnering firms may learn how to better manage their dyadic R&D collaborations. In particular, we seek to test the Nonaka and Takeuchi (1995) model of dynamic knowledge creation by establishing a link between the facilitation of four knowledge conversion processes – socialization, externalization, combination and internalization – and an improved capability to manage inter-organizational R&D processes. We specify and extend the model by identifying and testing several critical interactions between these knowledge conversion processes. Relying on data from 105 R&D partnerships in the global telecommunications industry, we suggest that the failure to support one of these knowledge conversion processes has the potential to hamper the proper functioning of the other knowledge conversion processes and thus the emergence of capability to manage dyadic R&D collaborations.

The SECI Model in Knowledge Management Practices

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Aderonke Olaitan Adesina ◽  
Dennis N. Ocholla
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Creation ◽  
Management Practices ◽  
High Impact ◽  
Journal Articles ◽  
Practical Application ◽  
Seci Model ◽  
Knowledge Management Practices ◽  
Meta Analyses

The purpose of this study was to review the socialisation, externalisation, combination and internalisation (SECI) model of knowledge management (KM), and to explore the trends of its use, challenges, and best practices in the model’s application in KM practice in the period from 1995 to 2018. Using the methodology known as the preferred reporting items for systematic reviews and meta-analyses (PRISMA), we sought to do the following: establish whether the SECI model was more widely accepted than other KM models; examine specific demographic details of research studies on the SECI model; investigate the weaknesses of the model in practice; and generate a compendium of the use of the model in respect of the period we reviewed. Four databases were explored to search for open access, peer-reviewed, empirical journal articles. The study found that the SECI model continued to be widely accepted and used in spite of criticism levelled at it. Weaknesses that we noted in our review included the limitations of certain modes of the model in some areas of application and the non-linearity of the model in other areas. The study found evidence of exponential growth in the SECI model’s usage in the period reviewed. Also noted was the wide application of the model in knowledge creation studies in Africa. The study suggested that organisations could employ the model for their knowledge creation activities, but with the support of factors that enabled knowledge sharing. The model’s socialisation mode stood out as a mode of high impact, implying that the management teams of organisations needed to pay a lot of attention to it for effective organisational KM. This study generated a compendium for the practical application of the SECI model.  

Knowledge Management Success Models

2011 ◽  
pp. 32-40 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Memory ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Processes ◽  
The Past ◽  
Ict System ◽  
Service Components

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.

Knowledge Management Success Models

2010 ◽  
pp. 763-771
Author(s):  
Murray E. Jennex
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Memory ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Processes ◽  
The Past ◽  
Ict System ◽  
Service Components

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.

scholarly journals Nauvoo Illinois Historic Site: A Facilities Management Perspective

2017 ◽  
Vol 1 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Casey Cluff ◽  
Brian H Stone ◽  
Kenneth Timothy Sullivan ◽  
Jake Smithwick
Keyword(s):  
Best Practices ◽  
Community Relations ◽  
Facilities Management ◽  
Corporate Structure ◽  
Historic Site ◽  
Management Perspective ◽  
Historic Structures ◽  
Core Practices ◽  
Management Techniques

ABSTRACT As the execution of facilities management becomes more sophisticated, specialized skill in managing specific types of buildings has become necessary. Maintaining historic structures and sites falls into this type of specialized classification. This paper is a case study review of the unique “best practices” at the Nauvoo Historic Site located in Nauvoo, Illinois. It outlines a facilities management model of common core practices that was developed by the author following an assessment of various similar historic preservation campuses and their responsibilities to accurately display historic culture while observing modern-day facilities management techniques. Although these best practices are of great value in Nauvoo, they are proposed to be valuable to other sites as well. The current Nauvoo Facilities Management (NFM) organization will be reviewed and will focus on the unique challenges associated with historic restored and reconstructed structures. The paper will also examine the use of specific facilities management techniques, visitor events, livestock, workforce dynamics, finances, managing NFM within the corporate structure of a worldwide religious organization, and the part that NFM plays in community relations.

scholarly journals Comparison of Two Team Learning and Team Entrepreneurship Models at a Finnish University of Applied Sciences. Setting the Scene for Future Development

2017 ◽  
Vol 7 (1) ◽  
pp. 117
Author(s):  
Pasi Juvonen
Keyword(s):  
Applied Sciences ◽  
Best Practices ◽  
Knowledge Creation ◽  
Team Learning ◽  
Business Administration ◽  
Degree Programme ◽  
University Of Applied Sciences ◽  
It Education ◽  
Field Notes ◽  
Ict Competencies

This team learning and team entre-preneurship model of education has been deployed at the Bachelor’s level in the degree programmes of IT and Business Administration (BA). In BA studies the students who take part in team learning have specialized in marketing since 2009 at the Saimaa University of Applied Sciences (SUAS). The model called ICT entrepreneurship study path (ICT-ESP) has been developed for IT education. The ICT-ESP has been built on the theory of experien-tal learning and theories of knowledge creation and knowledge management. The students study and complete their degree as team entrepreneurs. The model has been further developed in the Business Administration Degree Programme with students who specialize in marketing. The Degree Programme in IT at the Bachelor’s level was terminated in 2011 by Finnish Min-istry of Education and Culture. Cur-rently, there are severe discussions on bringing it back – not as an IT but as an ICT Degree Programme. This article makes a cross-section of what has already been explored with the team learning and team entrepreneurship model and what the next steps will be. It makes a comparison of two originally sep-arately developed models and dis-cusses their best practices. The arti-cle also argues whether the upcom-ing ICT education should be orga-nized in a conventional way – as curriculum of courses, or as expan-sion of the current team learning and team entrepreneurship model. The data consists of field notes, meeting memos, and dozens of un-official discussions with colleagues and company representatives. Liter-ature studies made during the ongo-ing research, development, and in-novation (RDI) projects offered an extra view of how the business con-text is changing and what should be done to make benefit out of the change. The results suggest that the up-coming ICT Degree Programme at SUAS should be integrated into the existing deployment of team learning and team entrepreneurship learning environment. This would foster col-laboration between different disci-plines, e.g. marketing and ICT. Fur-thermore, the emerging ideation, ser-vice design and experimentation eco-system which we are developing in ongoing RDI projects, would be strengthened by adding more students focused on ICT competencies into it. The article was later extended to include interview data from 12 theme-based specialist interviews where the thoughts of original article were tested among administration of our campus, RDI funder, experienced and former team entrepreneurs, and local entre-preneurs. The results validated the author’s previous suggestions of how future ICT education should be organized and also provided some new targets for development. The essential find-ings were: The future ICT education should be deployed in a way that it a) develops students’ entrepreneurial mindset b) offers versatile coopera-tion possibilities with existing market-ing team entrepreneurs and other en-terprises, and c) the current ecosystem should be internationalized.

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