Enhancing knowledge management capabilities in web-based decision aids using fuzzy prototypes and Data Quality criteria

2013 ◽  
Author(s):  
Francisco P. Romero ◽  
Jose A. Olivas ◽  
Mauro J. Oruezabal
Keyword(s):  
Knowledge Management ◽  
Data Quality ◽  
Decision Aids ◽  
Quality Criteria ◽  
Web Based ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Interdepartmental Knowledge Transfer Success During Information Technology Projects

2011 ◽  
pp. 189-210 ◽  
Author(s):  
Kevin Laframboise ◽  
Anne-Marie Croteau ◽  
Anne Beaudry ◽  
Mantas Manovas
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Web Based ◽  
Knowledge Processes ◽  
Knowledge Infrastructure ◽  
It Department ◽  
Transfer Success ◽  
It Departments ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

Interdepartmental Knowledge Transfer Success During Information Technology Projects

2010 ◽  
pp. 366-386
Author(s):  
Kevin Laframboise ◽  
Anne-Marie Croteau ◽  
Anne Beaudry ◽  
Mantas Manovas
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Web Based ◽  
Knowledge Processes ◽  
Knowledge Infrastructure ◽  
It Department ◽  
Transfer Success ◽  
It Departments ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

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