Insight into Practical Utilization of Knowledge Management Technologies

2006 ◽  
Author(s):  
Antonova Albena ◽  
Gourova Elissaveta
Keyword(s):  
Knowledge Management ◽  
Practical Utilization ◽  
Insight Into

scholarly journals Knowledge management according to organisational size: A South African perspective

2013 ◽  
Vol 15 (1) ◽  
Author(s):  
Cornelius Kruger ◽  
Roy D. Johnson
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
South African ◽  
Middle Management ◽  
Senior Management ◽  
Urban South ◽  
Embedded Knowledge ◽  
Personal Approach ◽  
African Perspective ◽  
Insight Into

Background:To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM maturity.Objective: The objective of this article was to determine what role organisational size plays in the establishment of KM maturity and how different managerial levels viewed their organisations KM maturity.Method: The authors gained insight into KM maturity in different industry groupings over a five-year period from a large urban South African University engaged in numerous collaboration programmes with industry. In total, 434 employees were interviewed over three grouping levels (operational, middle and senior management).Results: The findings support arguments that irrespective of organisational size, knowledge orientated issues are applicable to all organisations. However, with significant differences in scores recorded over all maturity sections in South Africa, the findings indicated that different sized organisations address knowledge-orientated issues differently.Conclusion: Findings challenge the argument that the manner in which knowledge-orientated issues are addressed differ only slightly depending on organisational size. Smaller-sized organisations prefer a more personal approach, whilst larger-sized organisations prefer knowledge transfer via technology. Irrespective of organisational size, commitment holds the key to KM success. Commitment shown by middle management regarding KM is a differentiator.

Comparative Analysis of Commercial Knowledge Management Solutions and their Role in Enterprises

2005 ◽  
Vol 04 (02) ◽  
pp. 71-81 ◽  
Author(s):  
Valentina Janev ◽  
Sanja Vraneš
Keyword(s):  
Knowledge Management ◽  
Document Management ◽  
Enterprise Integration ◽  
Knowledge Resources ◽  
Operational Level ◽  
E Learning ◽  
Software Engineers ◽  
Research Organisations ◽  
Insight Into

Knowledge technologies are a subject of permanent interest for software engineers at research organisations, as well as for market analysts in commercial organisations. In this paper, which aims to clarify the role of knowledge management solutions in an enterprise business, we survey the market of commercial knowledge management solutions and analyse their functionalities in domains such as document management, information retrieval, collaboration, decision support, e-learning, business automation and enterprise integration. The survey is based on a thorough study of web resources of knowledge management solution providers. Regarding the role of knowledge solutions in the business process, the present study will show that on an operational level they serve for better utilisation of the enterprise knowledge resources and, on a strategic level, they synthesise new knowledge needed for better management of customers, suppliers and partners. This paper gives an insight into the knowledge management market that can help strategic planners to easily begin a knowledge management initiative.

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.

Transnational Knowledge Transfer

2010 ◽  
pp. 1512-1524
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Ample Evidence ◽  
Factors Affecting ◽  
Critical Part ◽  
Complex Process ◽  
Organisational Knowledge ◽  
The World ◽  
Cross Country ◽  
Insight Into

As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through Multi-National Corporations (MNC) or joint ventures, but also in dispersed organizations or individuals. Knowledge transfer is a critical part of knowledge management and is a complex process that is affected by many factors. Research into knowledge sharing and transfer within an organisation (intra) and between organisations (inter) has produced useful insight into the process and the model of effective knowledge transfer, and the factors affecting such a process. Knowledge transfer across different countries – refers to transnational knowledge transfer (TKT) thereafter, has emerged as a new domain of knowledge management that attracted many researchers. However, the findings on TKT are disproportionate comparing to ample evidence on intra and inter organisational knowledge transfer. It is anticipated that TKT has its own unique features and cannot be simply classified as one of the commonly accepted knowledge transfer categorizations. Therefore, specific attention should be paid to examine knowledge transfer in a cross-country context.

Knowledge Management in Healthcare

2010 ◽  
pp. 490-510 ◽  
Author(s):  
Christo El Morr ◽  
Julien Subercaze
Keyword(s):  
Health Care ◽  
Knowledge Management ◽  
Evidence Based ◽  
Delivery Of Care ◽  
Public Health Decision ◽  
Health Decision ◽  
Based Medicine ◽  
Evidence Based Decision Making ◽  
Insight Into

While knowledge management (KM) is becoming an established discipline with many applications and techniques, its adoption in health care has been challenging. Though, the health care sector relies heavily on knowledge and evidence based medicine is expected to be implemented in daily health care activities; besides, delivery of care replies on cooperation of several partners that need to exchange their knowledge in order to provide quality of care. In public health decision is mainly based on data and a shift is needed towards evidence based decision making. It is obvious that health care can profit from many advantages that KM can provide. Nevertheless, several challenges are ahead, some are proper to KM and other particular to the health care field. This chapter will overview KM, its methods and techniques, and provide and insight into health care current challenges and needs, discuss applications of KM in health care and provide some future perspectives for KM in health care.

scholarly journals Knowledge management awareness in a research and development facility: Investigating employee perceptions

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Andrea Potgieter ◽  
Thami Dube ◽  
Chris Rensleigh
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Target Population ◽  
Employee Perceptions ◽  
Km Strategy ◽  
Role Management ◽  
Different Levels ◽  
Insight Into

Background: Research and development (R&D) facilities are dependent on knowledge to develop new and improve existing technologies. R&D employees’ perceptions of the use and management of knowledge are important as these individuals are the source of the innovation needed to generate and develop new processes and services.Objectives: This study aimed to understand Sasol R&D employees’ perceptions of knowledge management (KM). The study also assessed the attitude of Sasol R&D management towards KM.Method: The target population for this research included different levels of seniority and education in Sasol R&D. A questionnaire was distributed to a sample of 150 employees in R&D and 50 more who work closely with R&D in support functions.Results: It was found that the importance of KM is understood by Sasol R&D employees and management. It was established that Sasol R&D management regard KM as important, but that their commitment to KM initiatives is not necessarily evident for employees. A concern highlighted by the study was that employees were not aware of the duties of the identified KM champions within their facility.Conclusion: It was suggested that Sasol R&D employees should be made aware of the duties of KM champions. It was also established that Sasol R&D management needs to be more visible in their support of KM initiatives. Recommendations based on the findings of the study can assist Sasol R&D, and other facilities attempting to implement a KM strategy, to gain insight into the perceptions of employees and the role management needs to play in the facilitation of this process.

scholarly journals Investigating the potential for the development of a just-in-time knowledge management model

2010 ◽  
Vol 41 (2) ◽  
pp. 1-12 ◽  
Author(s):  
P. D. Steyn ◽  
A. S.A. Du Toit
Keyword(s):  
Knowledge Management ◽  
Real Time ◽  
Just In Time ◽  
Development Effort ◽  
Demand And Supply ◽  
Production Logistics ◽  
Matching Process ◽  
Knowledge Requirements ◽  
The Right ◽  
Insight Into

There have been numerous approaches to knowledge management over the past number of years. The term Just-in-Time (JIT) can be defined as a production or inventory scheduling technique found within the more complex production logistics disciplines. JIT is more appropriately thought of as a philosophy, as it is more than a mere set of management and production principles. JIT knowledge management is an endeavour to provide the right knowledge at the right time to the right person. This requires insight into the knowledge demand and supply process as well as the time horizon applicable to the knowledge required. Over the longer term business forecasts, environmental scans and strategic planning can be applied to close the gap between these variables. However, it is in the short term and in the satisfaction of immediate requirements that the present systems fail and management concerns are emphasised. JIT knowledge management seeks an optimisation of the matching process between demand and supply of knowledge within enterprises, i.e. it endeavours to translate the logistic concept of JIT to the knowledge management field. In addition to JIT knowledge management the concept of real-time knowledge management is introduced as an alternative, since present research indicates that the implementation of JIT knowledge management presents major challenges in terms of cost and development effort, restricting its use to mission critical applications. A more generic application of JIT knowledge management needs to be developed and it is contended that real-time knowledge management fits the requirements of enabling the enterprise to be agile in respect of its ability to respond to knowledge demands and to be sensitive to future knowledge requirements.

Knowledge Management and Institutional Accounting Functional Effectiveness: Evidence from Malaysia

2019 ◽  
Vol 18 (02) ◽  
pp. 1950017
Author(s):  
Freida Ozavize Ayodele ◽  
Liu Yao ◽  
Hasnah Binti Haron ◽  
Eyasan Leslie Dabor
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Study Data ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Effectiveness Model ◽  
The Impact ◽  
The Relationship ◽  
Insight Into

Institutional accounting functions are critical actors in the success of every organisation and emphasise distinct effectiveness compared to other practices. Meanwhile existing research has examined general knowledge management (KM) and its association with effectiveness at an overall institutional level. However, studies on the impact of KM capabilities on institutional accounting functional effectiveness (FE) is sparse. This study evaluates the impact of KM on institutional accounting FE based on resource-based theory (RBT) at various levels of analysis. Utilising empirical evidence, accounting knowledge management (AKM)-based effectiveness model was developed. Data were collected through a questionnaire survey of accounting officers in public research institutions in Malaysia. The study data were initially analysed using statistical package for social sciences (SPSS) version 23.0 and hypothesised relationship tested via partial least square structural equation modelling (PLS-SEM). Interestingly, the results provide support for the developed research AKM model underpinned by RBT viewpoint. AKM infrastructure (AKMI) and process capabilities impact institutional accounting FE significantly and AKM process capability partially mediates the influence of AKMI capability. The study offers new insight into the relationship between KM and institutional accounting practices. Thus, they create avenues for future research and directions for KM policy decisions in institutions.

DYONIPOS

2009 ◽  
pp. 314-325
Author(s):  
Josef Makolm ◽  
Silke Weiss ◽  
Doris Ipsmiller
Keyword(s):  
Knowledge Management ◽  
Current Knowledge ◽  
Relevant Information ◽  
Just In Time ◽  
Management Approach ◽  
Research Project ◽  
Applied Approach ◽  
Knowledge Intensive ◽  
Semantic Linkage ◽  
Insight Into

Efficient and effective knowledge management plays an increasingly important role in knowledge intensive organizations. The research project DYONIPOS focuses on detecting the knowledge needs of knowledge workers and automatically providing this required knowledge just in time. The prototype DYONIPOS generates new knowledge out of artifacts, while avoiding additional work and violations of the knowledge worker’s privacy. The knowledge is made accessible through semantic linkage of the relevant information from existing repositories. In addition DYONIPOS creates an individual and an organizational knowledge data base to achieve the knowledge. This chapter is structured as follows: the introduction section describes the current knowledge management approach and the new approach with use of the DYONIPOS prototype. The background section addresses the relation between the applied approach and the challenge in E-Government, summarizes the aims of the research project DYONIPOS and delivers also insight into the topic knowledge management by describing and criticizing the “SECImodel” according to Ikujiro Nonaka and Hirotaka Takeuchi. After this the research project DYONIPOS, the semantic and knowledge discovery technologies used are presented as well as the use case project DYONIPOS showing the results of the first and the second test and screenshots of the updated DYONIPOS application. The chapter concludes with presentation of the benefits and the technical advantages of the prototype DYONIPOS.

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