Developing a Specific Knowledge Transfer Framework for Creating Knowledge Resources in the Area of Special Education

2013 ◽  
Vol 12 (03) ◽  
pp. 1350027 ◽  
Author(s):  
Wu He
Keyword(s):  
Special Education ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Case Studies ◽  
Specific Knowledge ◽  
Knowledge Resources ◽  
Education Projects ◽  
Use Of Knowledge ◽  
Education Field

There is a lack of discussion and case studies about the adoption and use of knowledge management (KM) in special education in literature. This paper applies the concept of KM to special education and develops a specific knowledge transfer framework of creating online knowledge resources for special education. The results from two special education projects are described to demonstrate the value of the developed framework. This paper provides concrete evidences to increase the awareness of the role and value of KM in the special education field.

Facilitating Knowledge Transfer in an R&D Environment

2000 ◽  
pp. 147-169 ◽  
Author(s):  
Will Barrett ◽  
M. S. Lydia Lau ◽  
Peter M. Dew
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Business Success ◽  
Transfer Of Knowledge ◽  
Knowledge Resources ◽  
Recent Introduction ◽  
Physical Barriers ◽  
Concepts Of Knowledge

Managing knowledge is not a new idea. Although the term “knowledge management” is a recent introduction into the corporate lexicon, the concept is by no means exclusive to the 1990s. The underlying concepts of knowledge management, such as collaboration, exchange of ideas, communication, and so on, have always been present in organisations. Spontaneous, unrestricted knowledge transfer is vital to business success and the transfer of knowledge occurs within organisations whether the process is managed or not. In large, decentralised organisations, knowledge is constrained by organisational, cultural and physical barriers. In such cases, the transfer of knowledge is localised and fragmentary as mechanisms for accessing distant knowledge resources are poor or nonexistent. A traditional solution is the corporate librarian or other broker, who presides over a repository of knowledge and is aware of expertise across the organisation. However, this role may be unable to meet the modern demands of knowledge management, or be obsolete if the management of knowledge is to become part of every employee’s job.

A SURVEY OF CASE STUDIES OF THE USE OF KNOWLEDGE MANAGEMENT IN SOFTWARE ENGINEERING

2002 ◽  
Vol 12 (04) ◽  
pp. 391-414 ◽  
Author(s):  
TORGEIR DINGSØYR ◽  
REIDAR CONRADI
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Production Costs ◽  
Work Situation ◽  
Software Developers ◽  
Software Production ◽  
Develop Software ◽  
Management Approaches ◽  
Use Of Knowledge

This article examines the literature on case studies of knowledge management systems in use in organisations that develop software. We investigate knowledge management approaches in eight case studies, and what the reported benefits are. Surprisingly, very few organisations claim to have lowered software production costs or increased the quality of the software. But many claim to have improved the work situation for software developers and managers.

Factors Influencing Effective Knowledge Transfer in Organizations

2018 ◽  
pp. 271-292
Author(s):  
Ömer Faruk Gürcan ◽  
Çiğdem Altın Gümüşsoy
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Competitive Advantage ◽  
Individual Group ◽  
Factors Influencing ◽  
Or Organization ◽  
Use Of Knowledge ◽  
Day By Day

Today, advances in information technology have increased the importance of knowledge day by day. Possessing knowledge and managing knowledge effectively are very important for firms to gain competitive advantage in rapidly changing environment conditions. Knowledge management helps to a firm to achieve its organizational objectives by making the best use of knowledge. It includes many processes. Knowledge transfer as one of the important processes in knowledge management, is defined as the transfer or dissemination of knowledge from one individual, group or organization to another. Effective knowledge transfer has many benefits to the firms. It increases the benefits that firms gain from knowledge. This study examines 11 factors based on literature review. Determining the factors influencing knowledge transfer will lead to a better understanding of the process and these factors can be used in other researches.

“Shaken, Not Stirred”

2019 ◽  
pp. 26-53
Author(s):  
Bernardete Dias Sequeira ◽  
João Filipe Marques ◽  
António Serrano
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Empirical Study ◽  
Case Studies ◽  
Hospitality Industry ◽  
Knowledge Society ◽  
Management Approach ◽  
Hospitality Organizations ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

The tourism and hospitality industry depends heavily on the ways its workers use their knowledge in order to provide the best possible experiences to clients. Hence, it is of paramount importance for all tourism organizations, particularly hospitality ones, to have a knowledge management approach that allows them to retain their best workers and therefore keep their clients satisfied. The main objectives of the research presented in this chapter were to analyze how hospitality organizations have been managing their organizational knowledge—namely, how they stimulate knowledge transfer between individuals and groups within the hotels—as well as to identify the best practices and new solutions given the challenges presented by the knowledge society. This chapter presents some of the results concerning knowledge transfer of a larger empirical study on knowledge management in the hospitality industry based on three case studies in three different hotel groups operating in the Algarve, Portugal.

The knowledge management functions of corporate university and their evolution: case studies of two Chinese corporate universities

2019 ◽  
Vol 23 (10) ◽  
pp. 2086-2112 ◽  
Author(s):  
Yunqi Chen ◽  
Yusen Xu ◽  
Qingguo Zhai
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Case Studies ◽  
Knowledge Creation ◽  
Knowledge Network ◽  
Corporate Universities ◽  
Content Type ◽  
Ict Industry ◽  
Management Functions ◽  
Knowledge Services

Purpose The purpose of this paper is to investigate the knowledge management functions of corporate universities and their evolution. Design/methodology/approach Two Chinese corporate universities in the ICT industry were selected for the case studies. Data were collected by interviews and consulting the documents of the two corporate universities. Grounded theory was used for data analysis. Findings The research found that the knowledge management functions of the corporate universities encompass knowledge transfer, knowledge creation and knowledge services for intrapreneurship. The knowledge management functions of the corporate universities are enhancing with the development of the corporate universities. The knowledge management functions mutually reinforce each other. The knowledge network of the corporate universities is expanding and the scope of knowledge managed is broadening. Practical implications Companies should make full use of corporate universities in facilitating knowledge transfer, knowledge creation and knowledge services for intrapreneurship. Originality/value Analyzing the knowledge management functions of corporate universities and their evolution from the perspective of knowledge network enriches research on knowledge management of corporate universities.

Enhancing Chinese Agribusiness Supply Chains with Internet Technologies

2008 ◽  
Vol 22 (5) ◽  
pp. 305-314
Author(s):  
Yanqing Duan ◽  
Yongmei Bentley ◽  
Zetian Fu ◽  
Konstantinos Zografos ◽  
Boris Bemeleit
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Supply Chains ◽  
European Commission ◽  
Case Studies ◽  
Policy Makers ◽  
Internet Adoption ◽  
Internet Technologies ◽  
Management Perspective ◽  
Research Findings

This paper reports research findings from a project funded by the European Commission. The research used case studies and surveys to identify gaps between Europe and China in the level of Internet adoption in fresh-produce supply chains. The project reveals barriers to Internet adoption in China in this industry, and employs a transnational knowledge transfer approach to reduce these barriers. In a wider context, the paper analyses the features involved in this knowledge transfer from a knowledge management perspective. Specifically, it outlines the main activities, key actors and the transfer stages involved. The insights gained help further our understanding of knowledge transfer in transnational contexts. The implications of these findings for academia, managers and policy makers are summarized.

Implementasi Manajemen Pengetahuan pada Perguruan Tinggi Swasta di Kabupaten Garut

2019 ◽  
Vol 22 (2) ◽  
Author(s):  
Hendarsita Amartiwi
Keyword(s):  
Knowledge Management ◽  
Private Higher Education ◽  
Survey Method ◽  
Unit Of Analysis ◽  
Factors Affecting ◽  
Confirmatory Factor ◽  
Research Findings ◽  
Survey Results ◽  
Use Of Knowledge ◽  
Descriptive Statistical Analysis

This study scrutinize the factors affecting knowledge management, consisting of acquisition of knowledge, storage of knowledge, distribution of knowledge and use of knowledge, at Private Higher Education Institutions in Garut Regency.  The purpose of this study is to analyze the factors shaping the knowledge management.  By using a survey method with a quantitative approach, the unit of analysis of this study is lecturer at 14 Private Universities in Garut Regency, with 229 lecturers as respondents. Data is obtained from survey results through questionnaires distributed directly to lecturers. Data is processed using descriptive statistical analysis and Confirmatory Factor Analysis (CFA). The research findings showed that the use of knowledge and the storage of knowledge are the most powerful factors in knowledge management, followed by the acquisition of knowledge, and distribution of knowledge.

Book Works’ Archive: a partial response

2013 ◽  
Vol 38 (3) ◽  
pp. 36-41
Author(s):  
Karen Di Franco
Keyword(s):  
Knowledge Transfer ◽  
Partial Response ◽  
Case Studies ◽  
Classification System ◽  
Research Centre ◽  
Transfer Scheme ◽  
The Arts ◽  
Select Material ◽  
Search Facility ◽  
Working Processes

Since 2010, Book Works has been digitising material from its archive – whether finished works, ephemera, correspondence, photographs, or manuscripts – to give access to the working processes of the organisation (at www.bookworks.org.uk). The archive database is constructed around a chronological timeline and includes a search facility that allows visitors to filter and select material using a bespoke classification system. It currently comprises detailed content relating to two case studies from Book Works back catalogue: After the Freud Museum by Susan Hiller and Erasmus is late by Liam Gillick, as well as ephemera and material from other works. The project has been developed in collaboration with Ligatus Research Centre, University of the Arts London, with support from the AHRC Knowledge Transfer scheme.

E-Peer Coaching: A Model to Support Rural Special Education Field Placements

2021 ◽  
pp. 875687052098229
Author(s):  
Jessica Gugino ◽  
Sharon Raimondi ◽  
Larry Maheady
Keyword(s):  
Special Education ◽  
Peer Coaching ◽  
Field Placements ◽  
Rural Settings ◽  
Field Supervision ◽  
Adequate Supervision ◽  
Education Field

Providing adequate supervision for pre-service teachers enrolled in special education field placements is a challenge. Rural placements often exacerbate this challenge due to the large geographical areas in which these placements are located. The purpose of this article is to describe one approach to early field supervision in rural settings that may provide solutions to this dilemma. E-peer coaching utilizes video-facilitated peer coaching to provide novice pre-service teachers (NPTs) with accurate feedback that is both frequent and timely. This study investigated the use of a Google App that allowed NPTs to record instructional sessions and provide feedback to one another under the supervision of a course instructor. Recommendations for implementation are discussed.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

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