An Integrated Framework of Knowledge Management

2003 ◽  
Vol 02 (03) ◽  
pp. 245-252 ◽  
Author(s):  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Common Ground ◽  
Future Research ◽  
Holistic View ◽  
Integrated Framework ◽  
Know How ◽  
The Core ◽  
Knowledge Processes ◽  
Units Of Analysis ◽  
Organisational Factors

One of the most interesting aspects of knowledge management (KM) is the striking diversity of the field. A wide variety of frameworks of KM have recently appeared in the literature reflecting different emphases and meanings of the term to different people. While all different views are acknowledged, there is a need to integrate and reconcile the demands of each view. An integrated framework proposed here brings together different perspectives on knowledge management and provides a unifying view based on descriptive and inductive inquiry. The core of the framework is a two-by-two matrix with 'explicit' and 'tacit' 'know-that' and 'know-how' dimensions of working knowledge. Working knowledge is affected by processes that generate, transfer and apply knowledge. Technological and organisational factors act as enablers that influence knowledge processes. By providing a holistic view, common ground, consistent terminology and units of analysis, it is hoped that the proposed framework may be useful in enhancing understanding and in providing guidance for the future research and practice of knowledge management.

An Exploratory Analysis of Information and Knowledge Management Enablers in Business Contexts

2011 ◽  
pp. 2660-2669
Author(s):  
Karen Nelson ◽  
Michael Middleton
Keyword(s):  
Knowledge Management ◽  
Research Work ◽  
Exploratory Analysis ◽  
Review Of The Literature ◽  
Integrated Framework ◽  
Project Outcomes ◽  
Organizational Information ◽  
Organisational Factors ◽  
Information And Knowledge Management

This chapter explores the factors limiting organizational information and knowledge management (IKM) through the perceptions of IKM practitioners. The authors propose that a number of organisational factors – which for them are enablers – have the ability to influence IKM project outcomes. It follows that explication of these enablers in an integrated framework could, therefore, be beneficial for practitioners. This chapter itemises 10 candidate enablers identified from a review of the literature and explored in previous research work. The authors discuss the findings of two exploratory surveys, which indicated that all ten enablers were perceived as important to the performance of IKM. However, the amount of management attention required by each enabler appears to be IKM project specific.

An Exploratory Analysis of Information and Knowledge Management Enablers in Business Contexts

2003 ◽  
pp. 104-115 ◽  
Author(s):  
Karen Nelson ◽  
Michael Middleton
Keyword(s):  
Knowledge Management ◽  
Research Work ◽  
Exploratory Analysis ◽  
Review Of The Literature ◽  
Integrated Framework ◽  
Project Outcomes ◽  
Organizational Information ◽  
Organisational Factors ◽  
Information And Knowledge Management

This chapter explores the factors limiting organizational information and knowledge management (IKM) through the perceptions of IKM practitioners. The authors propose that a number of organisational factors – which for them are enablers – have the ability to influence IKM project outcomes. It follows that explication of these enablers in an integrated framework could, therefore, be beneficial for practitioners. This chapter itemises 10 candidate enablers identified from a review of the literature and explored in previous research work. The authors discuss the findings of two exploratory surveys, which indicated that all ten enablers were perceived as important to the performance of IKM. However, the amount of management attention required by each enabler appears to be IKM project specific.

Didactic Model of eTextbook

2015 ◽  
pp. 154-174
Keyword(s):  
Knowledge Management ◽  
System Design ◽  
Cognitive Activity ◽  
Instructional System ◽  
Future Research ◽  
Instructional System Design ◽  
Design Models ◽  
Digital Textbook ◽  
The Core ◽  
Effective Design

This chapter analyses the issue of effective design based on cross-principles. Based on theoretical-practical data, it proposes a new didactical model that reflects both the digital textbook' structure and the processes triggered by the digital textbook. It is argued that there are many instructional system design models, but the didactic model is a conceptualisation of processes based on postmodernism philosophy. The core of the didactical model is the processes for and of cognitive activity, designed as a pedagogical scenarios and managed through externalization, internalization, intermediation and cognition. At all knowledge management phases the personalisation of the digital content can be made on cognitive, affective and psychomotor levels. Conclusions and future research are provided at end.

Conclusions

2011 ◽  
pp. 244-245
Author(s):  
Brian Lehaney ◽  
Steve Clarke ◽  
Elayne Coakes ◽  
Gillian Jack
Keyword(s):  
Knowledge Management ◽  
Dynamic Environment ◽  
Know How ◽  
Competitive Edge ◽  
Knowledge Processes ◽  
Organisational Knowledge ◽  
Knowledge Types ◽  
Individual Knowledge ◽  
New Ideas ◽  
Improved Performance

Three areas (staff, structures, and technology) interact in knowledge management. Knowledge processes are about the creation, retention, sharing, identification, acquisition, utilisation, and measurement of information and new ideas, in order to achieve strategic aims, such as improved competitiveness or improved performance. Knowledge types are about the ability to know-that, know-who, know-how, know-where, know-why, know-where. These are all key to gaining and retaining competitive edge in the dynamic environment of the new economy. The shift in culture has to be from ‘individual knowledge is individual power’ to ‘organisational knowledge is organisational power’.

An Analysis of the Impact of Blogging on Knowledge Processes

2010 ◽  
Vol 09 (04) ◽  
pp. 329-339 ◽  
Author(s):  
Stefania Mariano
Keyword(s):  
Knowledge Management ◽  
Analysis Data ◽  
Future Research ◽  
Collective Knowledge ◽  
Structured Interviews ◽  
Joint Project ◽  
Knowledge Processes ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

This paper investigates the impact of blogging on knowledge processes and proposes a way to manage collective knowledge. Qualitative methods are used to collect data through individual semi-structured interviews, think-aloud protocols, focus groups, and document analysis. Data analysis is pursued with the use of the qualitative software package Atlas.ti®. This qualitative research contributes to our understanding of how a self-organised group of individuals involved in a temporary joint project in the Kingdom of Bahrain creates, transfers, retains and shares knowledge in a blog and provides insights into the knowledge management processes. It reveals the impact of blogging on knowledge management and examines issues concerned with the individual, the groups, and the organisation. It also suggests strategies on how to improve the management of an effective blog. Findings contribute to the debate on knowledge management processes and provide insights for academics and practitioners who are interested in a new theoretical approach connecting individual knowledge to collective knowledge, as well as to those studying online repositories and new information technology tools for the management of organisational knowledge. Future research should be conducted on how blogs may impact the effectiveness of organisational communication. Empirical research should also be conducted to explain how internal and external bloggers contribute to the development of organisational expertise.

Looking beyond knowledge sharing: an integrative approach to knowledge management culture

2017 ◽  
Vol 21 (2) ◽  
pp. 492-515 ◽  
Author(s):  
Ali Intezari ◽  
Nazim Taskin ◽  
David J. Pauleen
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Knowledge ◽  
Core Knowledge ◽  
Content Type ◽  
The Core ◽  
Knowledge Processes ◽  
Knowledge Culture ◽  
First Time

Purpose This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture. Design/methodology/approach Using a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals. Findings The core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes. Research limitations/implications The focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded. Practical implications Practitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes. Originality/value For the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.

Enhancing Performance Through Knowledge Management

2011 ◽  
pp. 144-161 ◽  
Author(s):  
Anne P. Massey ◽  
V. Rames ◽  
Mitzi M. Montoya-Weiss
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Work ◽  
Fundamental Question ◽  
Global Software Development ◽  
Future Research ◽  
Performance Goal ◽  
Holistic View ◽  
Km Strategy ◽  
Organizational Case Studies

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

Enhancing Performance Through Knowledge Management

2011 ◽  
pp. 296-313
Author(s):  
Anne P. Massey ◽  
V. Ramesh ◽  
Mitzi M. Montoya-Weiss
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Work ◽  
Fundamental Question ◽  
Global Software Development ◽  
Future Research ◽  
Performance Goal ◽  
Holistic View ◽  
Km Strategy ◽  
Organizational Case Studies

Knowledge management (KM) has gained increasing attention since the mid-1990s. A KM strategy involves consciously helping people share and put knowledge into action. However, before an organization can realize the promise of KM, a fundamental question needs to be asked: What performance goal(s) is the organization trying to achieve? In this paper, we develop and offer a framework that provides a holistic view of the performance environment surrounding organizational knowledge work. We illustrate the KM framework using two organizational case studies. Then, based on the KM framework and further insights drawn from our case studies, we offer a series of steps that may guide and assist organizations and practitioners as they undertake KM initiatives. We further demonstrate the applicability of these steps by examining KM initiatives within a global software development company. We conclude with a discussion of implications for organizational practice and directions for future research.

scholarly journals Thinking Like an Engineer: Using Engineering Habits of Mind and Signature Pedagogies to Redesign Engineering Education

2016 ◽  
Vol 6 (2) ◽  
pp. 4 ◽  
Author(s):  
Bill Lucas ◽  
Janet Hanson
Keyword(s):  
Young People ◽  
Engineering Education ◽  
Future Research ◽  
Habits Of Mind ◽  
Distinctive Features ◽  
Mixed Methods Approach ◽  
Know How ◽  
The Core ◽  
Professional Challenges ◽  
Core Activity

In order to attract more young people into engineering and ensure that they are well equipped to meet future professional challenges we need to know how successful engineers think and act when faced with challenging problems. Using a mixed methods approach this study investigated the habits of mind that engineers use most frequently when engaged in the core activity of “making” things or “making things work better”. We identified the six most distinctive learning dispositions, or engineering “habits of mind” [EHoM] that engineers frequently deploy. Our research then explored ways in which the teaching of engineering might be re-designed to cultivate EHoM using “signature pedagogies” and through this, generate deeper understanding of what is involved in becoming and being an engineer. This paper reports on the research undertaken with engineers to define the EHoM and identifies some of the distinctive features of signature pedagogies as they might be applied to engineering education. It concludes by outlining future research to further validate and define habits of mind and signature pedagogies for engineering.

Antecedents of Family Conflict in Uganda

2020 ◽  
Vol 12 (3) ◽  
pp. 35-54
Author(s):  
Rogers Matama ◽  
Kezia H. Mkwizu
Keyword(s):  
Content Analysis ◽  
Social Identity ◽  
Sample Size ◽  
Social Identity Theory ◽  
Family Conflict ◽  
Qualitative Approach ◽  
Future Research ◽  
Family Conflicts ◽  
The Core ◽  
Quantitative Studies

The purpose of this study was to explore the antecedents of family conflict in Uganda. A qualitative approach was used in this study. A sample size of 139 participants provided data which was subjected to content analysis. Results revealed that the core themes associated with family conflict are finances and priority of resources. Further findings show that differences in tastes and interests, selfishness and lack of communication played a key role as causes of family conflicts. The implication of this study is that finances and priority of resources are antecedents of family conflict in the context of Uganda. Therefore, the antecedents of family conflict that emerged from this study can be understood, defined and analyzed through the lens of social identity theory. Future research may include conducting quantitative studies with a particular demographic using the themes that have emerged from this study.

Sign in / Sign up

Export Citation Format

Share Document