Improving the Business Processes Management from the Knowledge Management

2016 ◽  
Author(s):  
Marta S. Tabares ◽  
Liliana Giraldo ◽  
Luis Joyanes
Keyword(s):  
Knowledge Management ◽  
Business Processes

Žinių valdymo įtaka organizacijos procesų pridėtinės vertės kūrimui

2021 ◽  
Author(s):  
◽  
Justas Gribovskis
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Value Added ◽  
The Creation

The influence of knowledge management on the creation of value added by business processes

Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Decision Makers ◽  
Decision Making Process ◽  
Construction Sector ◽  
Content Type

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

scholarly journals Implementasi Knowledge Management System Pada Bank Tabungan Negara di Provinsi Sumatera Selatan

2019 ◽  
Vol 10 (2) ◽  
Author(s):  
Fery Antony
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Reference Model ◽  
Core Competencies ◽  
Organizational Factors ◽  
Knowledge Management System ◽  
Savings Bank ◽  
Banking Institutions

<p align="center"><strong>ABSTRACT</strong></p><p><em>This study discusses the Implementation of Knowledge Management System (KMS) at the National Savings Bank (BTN) in South Sumatra, as a government bank. Given the role of banks in the economy and the extraordinary level of competition. This research is expected to be a reference in implementing KMS in banking.</em><em> </em><em>Banks need KMS to run business processes in the application of expertise in organizations, because KMS is able to improve the bank's core competencies. KMS acts as a liaison in the knowledge provider to broaden and deepen knowledge, contribute to overcoming competition between banks in raising funds to create forms of innovative product services provided to the public.</em><em> </em><em>This research is to identify the implementation of KMS in the organization, so it can be seen the success factors of KMS in banking institutions. Data collected by questionnaire, then made a research model. The survey results revealed that the KMS model suitable for use as a reference model for KMS implementation in BTN South Sumatra was influenced by factors, namely KM; organizational factors measurement objectives / specific strategies and leadership support, information technology and service innovation to consumers.</em></p><p><strong><em>Keywords</em></strong><strong><em> </em></strong><strong><em>:</em></strong><strong><em> </em></strong><em>Implementation KMS, KMS on Banking, KMS Success Factors</em></p><p align="center"><strong>ABSTRAK</strong></p><p><em>Penelitian ini membahas Implementasi Knowledge Management System (KMS) di Bank Tabungan Negara (BTN) di Sumatera Selatan, sebagai Bank pemerintah. Mengingat peran bank dalam perekonomian dan tingkat persaingan yang luar biasa. Penelitian ini diharapkan dapat menjadi referensi dalam mengimplementasikan KMS di perbankan.</em><em> </em><em>Bank membutuhkan KMS untuk menjalankan proses bisnis dalam penerapan keahlian dalam organisasi, karena KMS mampu meningkatkan kompetensi inti bank. KMS bertindak sebagai penghubung dalam penyedia pengetahuan untuk memperluas dan memperdalam pengetahuan, berkontribusi untuk mengatasi persaingan antara bank dalam mengumpulkan dana untuk menciptakan bentuk-bentuk layanan produk inovatif yang disediakan untuk publik.</em><em> </em><em>Penelitian ini untuk mengidentifikasi implementasi KMS dalam organisasi, sehingga dapat dilihat faktor keberhasilan KMS di lembaga perbankan. Data yang dikumpulkan dengan kuesioner, kemudian dibuat model penelitian. Hasil survei mengungkapkan model KMS yang cocok untuk digunakan sebagai model referensi implementasi KMS di BTN Sumatera Selatan dipengaruhi oleh faktor-faktor, yaitu KM; faktor organisasi tujuan pengukuran / strategi tertentu dan dukungan kepemimpinan, teknologi informasi dan inovasi layanan kepada konsumen</em><em>.</em></p><strong><em>Kata kunci : </em></strong><em>Implementasi KMS, KMS di Perbankan, Faktor Keberhasilan KMS</em>

Development of Human Factors Ontology for Business Knowledge Management

2013 ◽  
pp. 176-193
Author(s):  
Monica Philippart ◽  
Waldemar Karwowski
Keyword(s):  
Knowledge Management ◽  
Human Factors ◽  
Cognitive Skills ◽  
Business Processes ◽  
Design Approach ◽  
Business Success ◽  
Effective Management ◽  
Human Centered Design ◽  
Human Factors And Ergonomics ◽  
Novel Method

Employee knowledge and cognitive skills are key assets to achieving business success, yet are often mismanaged. By promoting the human-centered design approach, the discipline of human factors and ergonomics (HF/E) can significantly contribute to optimizing business processes through effective management of employee knowledge. However, a comprehensive methodology is needed to help organizations integrate the HF/E principles across various business processes. This paper introduces a novel method for integrating HF/E principles into business processes through the application of HF/E ontologies.

Semantic Web Services-Based Knowledge Management Framework

2016 ◽  
pp. 429-438
Author(s):  
Vili Podgorelec ◽  
Boštjan Grašič
Keyword(s):  
Knowledge Management ◽  
Web Services ◽  
Semantic Web ◽  
Business Processes ◽  
Service Oriented Architecture ◽  
Semantic Web Services ◽  
Semantic Web Technologies ◽  
Management Framework ◽  
Knowledge Based ◽  
Service Oriented

In this chapter, a Semantic Web services-based knowledge management framework that enables holistic knowledge management in organizations is presented. As the economy is becoming one single global marketplace, where the best offer wins, organizations have to search for competitive advantage within themselves. With the growing awareness that key potentials of an organization lie within its people and their knowledge, efficient knowledge management is becoming one of key focuses in organizational activities. The proposed knowledge management framework is based on Semantic Web technologies and service-oriented architecture, supporting the operational business processes as well as knowledge-based management of services in service-oriented architecture.

Integrating Knowledge Management and Business Processes

2018 ◽  
pp. 5046-5055
Author(s):  
John Steven Edwards
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Processes ◽  
Types Of Knowledge ◽  
Different Types ◽  
The Future

In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management has been implemented. A business process-based route, which enables people, processes and technology to fit together, is growing in popularity as the best way to deliver effective knowledge management that is integrated into what the organization does. Some examples of the business processes route in use are then given. Finally there is a look towards the future.

A Multi-Agent Knowledge Management System for Reactive and Proactive Knowledge Supply

2012 ◽  
pp. 203-218 ◽  
Author(s):  
Carlos M. Toledo ◽  
Omar Chiotti ◽  
María R. Galli
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Workflow Management ◽  
Agent Based ◽  
Workflow Pattern ◽  
Structured Information ◽  
Multi Agent ◽  
Management Approaches ◽  
Knowledge Intensive

This chapter presents an agent-based architecture for integrating organizational knowledge repositories and business processes orchestrated by a workflow management system. This architecture proactively provides relevant knowledge to workflow tasks considering their context, and stores the information generated by its execution for future requirements. It describes components of the architecture, models a multi-agent system that enables the integration, presents a strategy to annotate and retrieval knowledge of non-structured information sources, and defines a new workflow pattern to be used in knowledge intensive tasks in order to make possible the knowledge provision. This architecture allows workers to count, in a proactive way, with all necessary information for the task executions without suspending their activities to retrieve information scattered in the organization. It reduces the wasted time in manual knowledge searches included in mostly knowledge management approaches.

Evaluating an Organisation's Learning Culture Using Learning Histories

2011 ◽  
pp. 185-202 ◽  
Author(s):  
Marcus C. Jefferies ◽  
Chen Swee Eng ◽  
Ralf Zenke
Keyword(s):  
Knowledge Management ◽  
Learning Style ◽  
Business Processes ◽  
Health Sector ◽  
Organisational Learning ◽  
Learning Culture ◽  
Learning History ◽  
Learning Capabilities ◽  
History Of ◽  
Practical Tool

This research describes a recently developed approach to organisational learning known as “learning history”. Learning history involves the analysis and reflection on project experiences and business processes. The learning history of a construction industry organisation is documented and the outcomes of the learning history are used to evaluate the organisation’s methods of acquiring and managing knowledge. This learning history technique is applied in a practical setting to a case study of the Tasmanian State Public Health Sector, Australia. The findings of the learning history are used to evaluate the organisation’s knowledge management in order to evaluate its “learning culture”. The organisation developed new learning capabilities and learning history is a practical tool for organisational learning which can be widely used for knowledge transfer. Fostering knowledge management leads, indirectly, to more efficient and effective processes. In order to sustain the organisation’s learning culture then, improvement of its organisational learning style, the learning process (knowledge management), and its organic learning style is necessary.

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