Managing Maintenance Knowledge in the Context of Large Engineering Projects: Theory and Case Study

2003 ◽  
Vol 02 (02) ◽  
pp. 117-133 ◽  
Author(s):  
William P. Hall
Keyword(s):  
Knowledge Management ◽  
New Technology ◽  
Implicit Knowledge ◽  
Management Framework ◽  
Structured Knowledge ◽  
Engineering Projects

Tenix Defence, one of Australia's largest defence contractors, depends on winning bids and managing contracts for long-lifecycle engineering projects. The ability to capture, manage and deliver project knowledge in explicit formats is crucial to its success. Tenix is moving from a paradigm of traditional paper documents to electronically managing and automating structured knowledge artefacts in a knowledge management framework based on Karl Popper's (1973) three worlds of knowledge. The new technology captures the authors' implicit knowledge that was inevitably lost when working with paper documents and also moves aspects of personal cognition from the subjective and personal World 2 into the objective, virtual and persistent World 3.

scholarly journals Errata: "Managing Maintenance Knowledge in the Context of Large Engineering Projects: Theory and Case Study"

2003 ◽  
Vol 02 (03) ◽  
pp. 291-307 ◽  
Author(s):  
William P. Hall
Keyword(s):  
Knowledge Management ◽  
New Technology ◽  
Implicit Knowledge ◽  
Management Framework ◽  
Structured Knowledge ◽  
Engineering Projects

Tenix Defence, one of Australia's largest defence contractors, depends on winning bids and managing contracts for long-lifecycle engineering projects. The ability to capture, manage and deliver project knowledge in explicit formats is crucial to its success. Tenix is moving from a paradigm of traditional paper documents to electronically managing and automating structured knowledge artefacts in a knowledge management framework based on Karl Popper's (1973) three worlds of knowledge. The new technology captures the authors' implicit knowledge that was inevitably lost when working with paper documents and also moves aspects of personal cognition from the subjective and personal World 2 into the objective, virtual and persistent World 3.

Enabling Knowledge Flow

2021 ◽  
pp. 157-175
Author(s):  
Dana Tessier
Keyword(s):  
Knowledge Management ◽  
Corporate Culture ◽  
New Technology ◽  
Management Strategies ◽  
Management Model ◽  
New Knowledge ◽  
The Face ◽  
Flow Through ◽  
Management Behaviors

Organizations are facing many challenges to remain relevant in the face of new technology, emerging markets, and changing consumer behaviors. Many organizations look to become learning organizations with knowledge management strategies to leverage their knowledge assets and continuously innovate their strategies and products. However, organizations struggle to achieve success with knowledge management because their organizational culture does not support knowledge-sharing and must be adapted for this new behavior. Knowledge must flow through the organization, and so, therefore, these necessary behaviors must work within the existing corporate culture. Observations from a case study at a software company are discussed, and a new knowledge management model, the Knowledge Management Triangle, is introduced. The Knowledge Management Triangle is a simple model to explain and implement knowledge management within organizations and is customizable to work within the organization's culture to ensure the new knowledge management behaviors are appropriately adopted.

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 An Exploratory Case Study into the Cultural Effects  on Knowledge Management Practices in the Solomon Islands

2021 ◽  
Author(s):  
◽  
Joseph Baeoro Sanga
Keyword(s):  
Knowledge Management ◽  
Multinational Corporations ◽  
Management Practices ◽  
Solomon Islands ◽  
Theory And Practice ◽  
National Cultures ◽  
Management Concepts ◽  
Structured Knowledge ◽  
The Subject

<p>Knowledge management (KM) is an emerging discipline and in recent years it has received increased attention both from academics and practitioners. At the academic front, the major debate is over the conceptual plurality of KM. This is as a result of the subject having its roots from various disciplines. To practitioners the subject is attractive since it promises the management of knowledge, an abstract concept and the most elusive one to manage. Some think KM is just another fad but the realities experienced by multinational corporations trying to do business across cultures forces both academics and practitioners to constantly think about knowledge management and culture. This thesis posits that there is such a thing as national cultures. In this work, Solomon Islands' national culture with its main features of multiplicity of subcultures, bigmanism, wantokism, pijin and the people's experiences through mission work, government and war are highlighted as providing encouragement and also barriers to knowledge management. Using De Long and Fahey's four frameworks, a case study was conducted informed by the ethnographic tradition. The study drew on methodological triangulation which included semistructured interviews, focus groups, document analysis and observations. The use of multiple data collection tools was employed to ensure convergence of data and the dependability of this work. This study finds two important considerations. First, important knowledge is cognitive understanding and to a lesser extent technical. Structured knowledge is not central to KM. There are two reasons given for this view. One, due to scarcity of resources, there is high competition for education which is regarded as cognitive knowledge, although in practice it is structured knowledge. Two, indigenous knowing is socially constructed and mainly exists in tacit form. Second, even when solicited, participation from subordinates is difficult to come by. This behaviour is embedded in kastom relating to bigmanism. This thesis contributes both to theory and practice. The main theoretical contribution is the argument that knowledge management theorist must take into consideration the effects of national cultures on knowledge recognition and the evaluation of knowledge management concepts. For practitioners, an understanding of the recipient culture is critical for implementing proposed changes. Particularly for Solomon Islands practitioners, a special awareness is necessary from leadership to understand the minds of workers, otherwise change interventions will always be a frustrating vocation.</p>

Modeling Social Influences in a Knowledge Management Network

2010 ◽  
Vol 8 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Giacomo Franco ◽  
Paolo Maresca ◽  
Giancarlo Nota
Keyword(s):  
Knowledge Management ◽  
Social Influences ◽  
Research Work ◽  
Distributed Network ◽  
Economic Resource ◽  
Management Framework ◽  
Industrial Organizations ◽  
Trust Modeling ◽  
Whole Life Cycle

The issue of knowledge management in a distributed network is receiving increasing attention from both scientific and industrial organizations. Research efforts in this field are motivated by the awareness that knowledge is more and more perceived as a primary economic resource and that, in the context of organization of organizations, the augmented management complexity of its whole life cycle requires new reference models. In this paper, we build on recent research work to propose a distributed knowledge management framework that can be used in several application domains. We characterize the dimension of social influences in terms of identity, negotiation and trust modeling them within a framework that can augment learning and cooperation capabilities through knowledge sharing and effective communication. A particular instance of the presented framework, to handle the problem of risk management in enterprise alliance partnership, is discussed as a case study that shows the practical applicability of our approach.

scholarly journals An Exploratory Case Study into the Cultural Effects  on Knowledge Management Practices in the Solomon Islands

2021 ◽  
Author(s):  
◽  
Joseph Baeoro Sanga
Keyword(s):  
Knowledge Management ◽  
Multinational Corporations ◽  
Management Practices ◽  
Solomon Islands ◽  
Theory And Practice ◽  
National Cultures ◽  
Management Concepts ◽  
Structured Knowledge ◽  
The Subject

<p>Knowledge management (KM) is an emerging discipline and in recent years it has received increased attention both from academics and practitioners. At the academic front, the major debate is over the conceptual plurality of KM. This is as a result of the subject having its roots from various disciplines. To practitioners the subject is attractive since it promises the management of knowledge, an abstract concept and the most elusive one to manage. Some think KM is just another fad but the realities experienced by multinational corporations trying to do business across cultures forces both academics and practitioners to constantly think about knowledge management and culture. This thesis posits that there is such a thing as national cultures. In this work, Solomon Islands' national culture with its main features of multiplicity of subcultures, bigmanism, wantokism, pijin and the people's experiences through mission work, government and war are highlighted as providing encouragement and also barriers to knowledge management. Using De Long and Fahey's four frameworks, a case study was conducted informed by the ethnographic tradition. The study drew on methodological triangulation which included semistructured interviews, focus groups, document analysis and observations. The use of multiple data collection tools was employed to ensure convergence of data and the dependability of this work. This study finds two important considerations. First, important knowledge is cognitive understanding and to a lesser extent technical. Structured knowledge is not central to KM. There are two reasons given for this view. One, due to scarcity of resources, there is high competition for education which is regarded as cognitive knowledge, although in practice it is structured knowledge. Two, indigenous knowing is socially constructed and mainly exists in tacit form. Second, even when solicited, participation from subordinates is difficult to come by. This behaviour is embedded in kastom relating to bigmanism. This thesis contributes both to theory and practice. The main theoretical contribution is the argument that knowledge management theorist must take into consideration the effects of national cultures on knowledge recognition and the evaluation of knowledge management concepts. For practitioners, an understanding of the recipient culture is critical for implementing proposed changes. Particularly for Solomon Islands practitioners, a special awareness is necessary from leadership to understand the minds of workers, otherwise change interventions will always be a frustrating vocation.</p>

Toward a Knowledge Management Framework for Auditing Processes

2017 ◽  
Vol 8 (3) ◽  
pp. 45-67 ◽  
Author(s):  
Loan Nguyen ◽  
Youji Kohda
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Qualitative Methodology ◽  
Experimental Studies ◽  
Management Framework ◽  
Documentary Analysis ◽  
Management Processes ◽  
Assurance Services ◽  
Knowledge Intensive

We aimed at discovering how auditors working in an auditing firm managed their knowledge-related processes, and then built a theoretical model for the knowledge management of professional knowledge-intensive services like auditing. We conducted a case study in an auditing firm in Vietnam by employing a qualitative methodology in this research by using twenty in-depth interviews, observations, and documentary analysis. A literature review revealed that auditing research has been developed through various approaches ranging from experimental studies to information processing and experience-focused and knowledge-related interests. However, there has not been much empirical research that explains how knowledge is created during an auditing process. We conducted an empirical case study in this research that provided useful insights into constructing a theoretical model of knowledge management processes in auditing. Because the theoretical model consisted of three phases of collecting data, analyzing data (thereby turning them into information), and synthesizing information into knowledge, we called it the collect-analyze-synthesize (CAS) model. The model was used to visualize the auditing process as a spiral with many iterative CAS processes. Wisdom in the CAS model is defined as high levels of accumulated knowledge and the ability to exercise professional judgments attained from long-term experience. Wisdom is retained by members in an auditing firm and drives the auditing process. The significance of this study was inherent in three main areas: providing scholarly extensions of the literature by suggesting a knowledge management framework for auditing processes, helping auditors and auditing firms with their roles, and ensuring better assurance services for society.

scholarly journals A CASE STUDY OF KNOWLEDGE MANAGEMENT PRACTICES AT THE INTERCONTINENTAL HOTELS’ GROUP

2021 ◽  
Vol 8 (1) ◽  
pp. 17-29
Author(s):  
Christoph Voegeli
Keyword(s):  
Knowledge Management ◽  
Hospitality Industry ◽  
Management Practices ◽  
Hotel Industry ◽  
Global Knowledge ◽  
Management Framework ◽  
Level Data ◽  
Knowledge Management Practices ◽  
Basic Level

Purpose of the study: This study aims to gain an understanding of how (and if) the InterContinental Hotels Group (IHG) manages knowledge to create value. Methodology: Publicly available data about the IHG were assessed using Pawlowski and Bick’s (2015) Global Knowledge Management Framework (GKMFW) to determine the extent to which the IHG is implementing knowledge management (KM). Four experts reviewed the findings for validation. Main findings: Knowledge management (KM) practices are used by the IHG at a basic level. Data collected in this study indicate that the IHG is not connecting KM processes in its strategy. This research highlights that the IHG and potentially other hotel companies could integrate KM to enhance their performance. Applications of this study: The study’s findings are important for hotel industry stakeholders (academics, hotel executives, owners, etc.), assisting them to better understand “hotel KM”. Stakeholders are encouraged to implement holistic and purposeful KM programs (i.e., a framework), potentially delivering more value to their organizations. Novelty/Originality of this study: This study is the first attempt to investigate KM activities in one major standard-setting hotel company (SSHC), as defined by Boardman and Barbato (2008). It highlights the limitations in hotel-specific KM research and the limited way in which KM is being applied in the InterContinental Hotels Group (IHG). It not only identifies a gap in the literature about KM in the hospitality industry but starts to fill this gap.

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