A Multi-Dimensional Knowledge Management Systems Planning Approach

2010 ◽  
Vol 09 (03) ◽  
pp. 291-302 ◽  
Author(s):  
Jan Aidemark
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Problem Area ◽  
Point Of View ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Systems Planning ◽  
Planning Approach ◽  
Organisational Knowledge

The paper presents a strategic planning approach for knowledge management systems. This research approaches the problem of failing KMS's by focusing on the planning phase. The result can be summarised as a set of frameworks for the strategic planning of knowledge management systems, i.e. information systems for the support of organisational knowledge processes. The approach is built on a broad set of theory, which has been used to discuss issues in KM/KMS from very broad perspectives. We approach the problem area from a strategic point of view, assuming that the problems of the area are based on a socio-technical dimension and that a multiple-paradigm approach is necessary for dealing with the problems of the various KM areas.

Autopoietic Knowledge Management Systems

2021 ◽  
pp. 364-379
Author(s):  
Mariusz Żytniewski
Keyword(s):  
Knowledge Management ◽  
Knowledge Bases ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Learning And Development ◽  
Knowledge Processes ◽  
It Systems ◽  
Organisational Knowledge ◽  
Generate Process ◽  
Technical Solutions

Knowledge management in an organisation is a key activity that aims to improve the organisation's competitiveness through gathering, processing, storing, and sharing of organisational knowledge. Socio-technical solutions designed to support knowledge management are systems for managing knowledge in an organisation. IT systems can support employees in their knowledge processes as well as independently generate, process, and codify knowledge, thus supporting the processes of organisational learning and development of knowledge bases. The cyclical and recurrent character of activities, both in terms of the interactions between process participants in organisations and actions of IT systems themselves, can be perceived in terms of autopoiesis, which explains the significance of knowledge management systems in organisational knowledge processing. The aim of this chapter is to analyse a knowledge management system through the lens of autopoietic perception of the activities taking place in an organisation, which are performed in poietic space.

Human Resource Development as a Knowledge Management System

2016 ◽  
pp. 1-19 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Knowledge Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Resource Development ◽  
Point Of View ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Transfer Of Knowledge

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

Human Resource Development as a Knowledge Management System

2019 ◽  
pp. 1716-1735
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Knowledge Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Resource Development ◽  
Point Of View ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Transfer Of Knowledge

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

THE ROLE OF KNOWLEDGE MANAGEMENT SYSTEMS FOR INNOVATION: AN ABSORPTIVE CAPACITY PERSPECTIVE

2013 ◽  
Vol 17 (05) ◽  
pp. 1350019 ◽  
Author(s):  
BERNHARD MOOS ◽  
DANIEL BEIMBORN ◽  
HEINZ-THEO WAGNER ◽  
TIM WEITZEL
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Manufacturing Firms ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Market Knowledge ◽  
Organisational Knowledge ◽  
Using Data ◽  
The Impact

What is the role of Knowledge Management Systems (KMS) for a firm's innovativeness and absorptive capacity (ACAP)? Research shows that a firm's capacity to acquire and utilise relevant knowledge, i.e., its absorptive capacity, is decisive for innovation success. We develop a theoretical model that links the availability and usage of KMS with a firm's ACAP and its organisational knowledge to explain its contribution for a firm's innovation success. Using data from 222 manufacturing firms, we can show that the availability of a KMS in a firm affects its innovation success by contributing to its ACAP. Looking at the impact of different knowledge types on innovativeness, the results show that only technological knowledge is a substantial determinant of innovation success but not market knowledge.

Internet Support for Knowledge Management Systems

2011 ◽  
pp. 564-570 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Memory Systems ◽  
Organizational Memory ◽  
Management Systems ◽  
The Internet ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Information Awareness ◽  
Internet Information ◽  
Control Knowledge

Organizations are building and maintaining systems for managing organizational knowledge and memory. Users of these systems may not be at the same location; in many cases they are distributed across large geographical distances and multiple offices. Key to this task is developing an infrastructure that facilitates distributed access and utilization of the retained knowledge and memory. Connectivity and easy to use interfaces are main concerns. Jennex (2000) found that using the Internet as a common communications platform (either as an Intranet or an Extranet) and Web browsers as an interface is a viable, low cost solution. Newell, et al. (1999) found that Intranets not only supported distributed knowledge processes but also enhanced users’ abilities to capture and control knowledge. Stenmark (2002) proposes that using a multiple perspective of the Internet— information, awareness, and communication—allows developers to build successful Internet-based knowledge management systems, KMS. This article discusses how the Internet can be effectively used as an infrastructure for knowledge management/organizational memory systems, KMS/OMS.

scholarly journals COMPARTILHAMENTO DE CONHECIMENTO EM UMA PEQUENA EMPRESA DE PRODUTOS ORTOPÉDICOS: ANÁLISE DAS PERCEPÇÕES DOS COLABORADORES

2021 ◽  
Vol 9 (25) ◽  
pp. 127-143
Author(s):  
Fernando Soares Rocha Júnior ◽  
Vânia Meneghini da Rocha ◽  
Marcelo Macedo
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Small Businesses ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Porto Alegre ◽  
Research Issues ◽  
Knowledge Processes

O objetivo central deste artigo é tentar compreender por meio da visão dos colaboradores de uma pequena empresa de produtos ortopédicos, as suas principais percepções, relacionadas ao compartilhamento de conhecimento organizacional. O método escolhido para a pesquisa é qualitativo com a tipologia qualitativa básica. Para a análise de resultados, foi utilizada a técnica de análise temática de Braun e Clarke. Os principais resultados encontrados demonstram que o compartilhamento de conhecimento na organização é realizado por intermédio da utilização das tecnologias de comunicações comuns ao público, assim como, com a realização frequente da técnica de brainstorming, conversas rápidas e outras estratégias para resolução de problemas conforme identificados nesta pesquisa. Referências Alavi, M., & Leidn, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107–136. Allameh, S. M.; Khozani, M. K.; Baniasadi, B. (2020) Consequences of knowledge processes in small businesses: the role of knowledge acquisition, dynamic capabilities, knowledge sharing and creativity. Int. J. Process Management and Benchmarking, Vol. 10, No. 1. Braun, V.; Clarke, V. (2012) Thematic analysis. In: Cooper, H. et al. (Eds.). APA handbook of research methods in psychology, v. 2, Research designs: Quantitative, qualitative, neuropsychological, and biological. Washington, DC: American Psychological Association, v. 2 p. 57-71. Creswell, J. W. (2007) Projeto de pesquisa: Métodos qualitativo, quantitativo e misto. 2. ed. Porto Alegre: Artmed. Cummings, J. (2003) Knowledge Sharing: A Review of the Literature. Washington D. C.: The World Bank Operations Evaluation Department. Dalkir, K. (2005) Knowledge Management in Theory and Practice. Oxford, UK:  Elsevier. Drucker, P. F. (1993) Sociedade Pós-Capitalista. São Paulo: Pioneira. Gold H. A.; Malhotra, A; Segars, A, H.; (2001). Knowledge management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18 (1), 185-214. Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research, 12 (6),345-360. Harel, R.; Schwartz, D.; Kaufmann, D. (2020) Sharing knowledge processes for promoting innovation in small businesses. European Journal of Innovation Management. ISO 30401:2018. (2018) International Organization For Standardization. Knowledge Management Systems – Requirements. Genebra: ISO. Kayas, O, G.; Wright, G. (2018) Knowledge Management and Organisational Culture. The Palgrave Handbook of Knowledge Management. ISBN 978-3-319-71434-9 (eBook). Merriam, S. B. (2009) Qualitative research: a guide to design and implementation. San Francisco: Jossey-Bass/Wiley, 2009. Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, v. 25, n. 4, p. 605-622. Na Ubon, A.; Kimble, C. (2002) Knowledge Management in Online Distance Education. Proceedings of the 3rd International Conference Networked Learning, University of Sheffield, UK, pp. 465-473. Ngah e Ibrahim (2010). The Effect of Knowledge Sharing on Organizational Performance in Small and Medium Enterprises. Santos, N.; Rados, G. J. V. (2020) Fundamentos teóricos de gestão do conhecimento. E-book. – 1. ed. – Florianópolis: Pandion, 114 p. Takeuchi, H.; Nonaka, I. (2008) Criação e dialética do conhecimento. In: Takeuchi, H.; Nonaka, I. Gestão do conhecimento. Porto Alegre: Bookman. Utami, Y.; Rofik, M.; Cahyaningtyas, N. W.; Darminto, D. P. (2021). Impact of Knowledge Sharing and Innovation on Small Business Performance. CISIS 2020: Complex, Intelligent and Software Intensive Systems pp 408-411.  

scholarly journals The importance of knowledge management systems for service industry companies operating locally and internationally

2017 ◽  
Vol 5 (2) ◽  
pp. 76-91
Author(s):  
Marcin Soniewicki
Keyword(s):  
Knowledge Management ◽  
Quantitative Research ◽  
Service Industry ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Internationalization Process ◽  
Service Companies ◽  
Knowledge Processes ◽  
Globalized World

This article aims to analyze the role of knowledge management systems (KMS) in knowledge processes taking place in particular types of service industry companies operating in Poland and checks the importance of these tools for such firms’ competitiveness in the current globalized world. This study distinguishes among companies that operate only locally (in Poland), and those that are on particular levels of internationalization process. This article is based on quantitative research in which 381 service industry firms were examined. The analysis show relatively large differences in the intensity of KMS usage among particular groups of service industry companies. These tools are especially intensively used by information technology (IT) and telecommunication as well as transport companies, and, in turn, less intensively by real estate as well as hotel and restaurant enterprises. Analysis has also shown that intensity of KMS usage among firms on any level of internationalization is considerably higher than among those operating locally. However, the most important finding is that intensive use of KMS in service companies is associated with being more competitive than those using KMS less intensely, and this difference is statistically significant.

Activity Theory for Knowledge Management in Organisations

2011 ◽  
pp. 201-215
Author(s):  
Lorna Uden
Keyword(s):  
Knowledge Management ◽  
Activity Theory ◽  
Design Theory ◽  
Collaborative Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Human Practices ◽  
Cultural Historical Activity

Current approaches to KMS (Knowledge Management Systems) tend to concentrate development mainly on technical aspects, but they ignore social organisational issues. Effective KMS design requires that the role of technologies is supporting business knowledge processes rather than storing data. CHAT (Cultural Historical Activity Theory) can be used as a theoretical model to analyse the development of knowledge management systems and knowledge sharing. Activity theory as a philosophical and crossdisciplinary framework for studying different forms of human practices is well suited for study research within a community of practice such as knowledge management in collaborative research. This chapter shows how activity theory can be used as a kernel theory for the development of a knowledge management design theory for collaborative work.

Internet Support for Knowledge Management Systems

2005 ◽  
pp. 1640-1644 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Memory Systems ◽  
Organizational Memory ◽  
Management Systems ◽  
The Internet ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Information Awareness ◽  
Internet Information ◽  
Control Knowledge

Organizations are building and maintaining systems for managing organizational knowledge and memory. Users of these systems may not be at the same location; in many cases they are distributed across large geographical distances and multiple offices. Key to this task is developing an infrastructure that facilitates distributed access and utilization of the retained knowledge and memory. Connectivity and easy to use interfaces are main concerns. Jennex (2000) found that using the Internet as a common communications platform (either as an Intranet or an Extranet) and Web browsers as an interface is a viable, low cost solution. Newell, et al. (1999) found that Intranets not only supported distributed knowledge processes but also enhanced users’ abilities to capture and control knowledge. Stenmark (2002) proposes that using a multiple perspective of the Internet— information, awareness, and communication—allows developers to build successful Internet-based knowledge management systems, KMS. This article discusses how the Internet can be effectively used as an infrastructure for knowledge management/organizational memory systems, KMS/OMS.

Revisiting Knowledge Management Systems: Exploring Factors Influencing the Choices of Knowledge Management Systems in Knowledge-Intensive Organisations

2012 ◽  
Vol 11 (04) ◽  
pp. 1250024 ◽  
Author(s):  
Joyline Makani
Keyword(s):  
Knowledge Management ◽  
Knowledge Worker ◽  
Theory And Practice ◽  
Management Systems ◽  
Theory Approach ◽  
Knowledge Management Systems ◽  
Related Factors ◽  
Research Attention ◽  
Organisational Knowledge ◽  
Knowledge Intensive

Limited research attention has been directed toward exploring ways in which organisations' understanding of their activities and the contexts in which their workers work influence the organisations' choice, design, and implementation of knowledge management systems (KMS). In particular, little research and insights exist to guide the successful development and implementation of KMS in knowledge-intensive organisations (KIOs). This oversight is somewhat surprising given that knowledge is a key asset in KIOs and one might therefore expect the design of systems that are used to manage knowledge of paramount interest to KIO researchers and practitioners. Using primarily grounded theory approach this study examines how KIO defining factors, KIO organisational knowledge-intensity attributes and knowledge worker activities relate to the choice of KMS in KIOs. Results of this analysis suggest that both organisational knowledge-intense attributes and knowledge-intense worker activities inform the choice and application of KMS in KIOs. Notably, the results revealed significant differences among participants in their choices of KMS, pointing to the fact that managers and practitioners in KIOs critically consider knowledge-intense factors defining their organisations when choosing and implementing KMS. This study contributes to the knowledge management (KM) literature in general and in particular to the KMS in KIOs theory and practice, where limited attention has been paid to the various ways knowledge-intense organisational and worker-related factors may influence KMS choices, design, and adoption and ultimately organisational KM effectiveness.

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