Global Electronics, Inc.: ABC Implementation and the Change Management Process

2003 ◽  
Vol 18 (1) ◽  
pp. 49-69 ◽  
Author(s):  
Peter C. Brewer ◽  
Paul E. Juras ◽  
E. Richard Brownlee
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Success Factors ◽  
Knowledge Management System ◽  
Management Process ◽  
Stage Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Formal Presentation

Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key “change management” insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

The Four Levers for Change in Knowledge Management Implementation

2014 ◽  
pp. 227-245
Author(s):  
Robert Flynn ◽  
Verena Marshall
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Change Management ◽  
Empirical Research ◽  
Government Policy ◽  
Research Literature ◽  
The Public ◽  
Management Platform ◽  
Implementing Change ◽  
Public Sector Managers

The purpose of this chapter is to argue the connection between successful knowledge management implementation and a robust change management platform. The framework emanating from the platform is that of four levers: Mobilisation, Communication, Infrastructure, and Sustainability. Drawing on the research literature and the writers’ combined experience in implementing change and knowledge management in the Public Sector, the content examines utilisation of the four levers in overcoming the barriers to knowledge management systems and promoting commitment to their success. A planned outcome of this chapter is that Public Sector managers can consider and “leverage” the opportunity offered by knowledge management and sharing in the formulation and delivery of government policy. The framework of the four levers is considered from a conceptual perspective and acknowledges the opportunity for their exploration and testing in future empirical research.

Managing Tacit Knowledge to Improve Software Processes

2014 ◽  
pp. 143-160
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Knowledge Management and Its Challenges in Global Business

2013 ◽  
pp. 290-315 ◽  
Author(s):  
Harish C. Chandan
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Performance Metrics ◽  
Strategic Change ◽  
International Strategy ◽  
Global Knowledge ◽  
Global Business ◽  
Productivity Improvement ◽  
Learning Productivity ◽  
Transactional Leadership Style

Knowledge Management (KM) is an organization-wide, strategic change management initiative dealing with people, processes, and Information Communication Technology (ICT) to achieve a competitive advantage through learning, productivity improvement, and innovation. Based on the current literature review of KM and its challenges in global business, a general framework for KM in terms of leadership, organization, and ICT is proposed. The role of leadership includes developing an international strategy for KM, executing strategic change management, practicing a mix of transformational and transactional leadership style, and developing KM performance metrics. The organizational parameters include learning, processes, culture, and organizational structure. ICT plays a crucial role in the learning and processes to acquire, store, share, and apply knowledge. Some of the KM challenges in global business include global leadership competencies and strategy, project-based flexible global virtual teams, global knowledge integration, and working with ICT gaps across different economies.

Managing Tacit Knowledge to Improve Software Processes

2017 ◽  
pp. 1567-1585
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Accelerating Knowledge Adoption

2018 ◽  
pp. 1689-1704
Author(s):  
Hung-Chun Huang ◽  
Frederick Leslie Davy ◽  
Hsin-Yu Shih ◽  
Chwei-Jen Fan
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Change Management ◽  
Competitive Advantage ◽  
Systems Change ◽  
Knowledge Diffusion ◽  
Collaboration Network ◽  
Learning Efficiency ◽  
New Thinking ◽  
Practice Knowledge

Learning faster is important in personal competitive advantage. However, to accelerate a group of people's learning efficiency is more complicated than individual practice. Learning efficiency is highlighting research in information systems change management as well as knowledge management. In practice, knowledge is difficult to manage directly. On the other hand, managing knowledge behaviors can achieve knowledge management. A teamwork structure is a micro-social system and internal collaboration network. Therefore, different teamwork structures conduct different knowledge behaviors. Social influence theories provide an interpretation that different social proximity distinguish contagion effects. This study applies the social network perspective to explore the knowledge behaviors of computer software developers. Therefore, the finding of this study shows that controlling network redundancy can enhance knowledge diffusion efficiency. Furthermore, if team fails to manage knowledge diffusion, they will offset the timing of competitive advantage in technological upgrade. Based on this finding, this study suggests a new thinking for implementation of information systems, change management, and strategic planning.

Knowledge Management to Promote Organizational Change in India

2010 ◽  
pp. 308-324
Author(s):  
Juha Kettunen ◽  
Manodip Ray Chaudhuri
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Environmental Change ◽  
Change Management ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Business Intelligence ◽  
General Framework ◽  
Strategy Process ◽  
Successful Change

This chapter contributes to the literature of knowledge management by providing a conceptual framework to promote organizational change. The chapter demonstrates that knowledge management can be used as a general framework which integrates the approaches of strategic and change management. A business company is an organization that must continually respond to environmental change and adjust to fluctuations to gain competitive advantage. Business intelligence produces tacit and explicit information about the markets that are used in the strategy process. The tools of change management provided in this chapter can be used in different kinds of organisations to increase competitiveness for the future. In addition, this chapter presents cases of successful change management. This chapter is useful for those who want to enhance change to increase competitive advantage of companies and other organisations.

scholarly journals ANALISIS PENERAPAN E-RECRUITMENT PADA PT. X

AdBispreneur ◽  
2018 ◽  
Vol 3 (1) ◽  
pp. 13
Author(s):  
Anggita Gracia ◽  
Arianis Chan ◽  
Rivani Adinegara
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Corporate Culture ◽  
Efficient Technology ◽  
Company Strategy ◽  
Strategic Integration ◽  
Administrative Efficiency

ABSTRACTThis study aims to analyze e-recruitment or electronic recruitment applied by X, Ltd. In addition, this study also aims to determine the benefits and impacts that companies felt after using e-recruitment method. The research method used in this research is qualitative-descriptive method to describe a state of e-recruitment. The data obtained in this study using the instrument of observation, interview and documentation study. The results of this study indicate that the presence of e-recruitment has contributed to provide positive benefits for X, Ltd. especially in terms of administrative efficiency and cost. Although the utilization is not too often, but the use of e-recruitment has provided many facilities, especially for the recruiters. This is an example of real implementation of effective and efficient technology utilization to support HR function in company. The conclusion that can be taken in this research is that the automation of human resource management function into internet based system requires strategic integration of human resource management with company strategy, structure and corporate culture. To support it X, Ltd. prioritize the implementation of knowledge management in the form of training and coaching to prepare a quality organization and ready to change management. Keywords: E-recruitment, Recruitment, Human Resources. ABSTRAKPenelitian ini bertujuan untuk menganalisis e-recruitment atau rekrutmen elektronik yang diterapkan oleh       PT. X. Selain itu, penelitian ini juga bertujuan untuk mengetahui manfaat serta dampak yang dirasakan perusahaan setelah menggunakan metode e-recruitment. Metode penelitian yang digunakan dalam penelitian ini adalah metode kualitatif-deskriptif untuk menggambarkan sebuah keadaan e-recruitment. Data yang didapatkan pada penelitian ini menggunakan instrumen observasi, wawancara dan studi dokumentasi.Hasil dari penelitian ini menunjukkan bahwa hadirnya e-recruitment telah berkontribusi dalam memberikan manfaat positif bagi PT X terutama dari sisi efisiensi administratif dan biaya. Meskipun penggunaannya belum terlalu tinggi, namun penggunaan e-recruitment telah memberikan banyak kemudahan khususnya bagi para rekruter. Hal ini merupakan sebuah contoh implementasi nyata pemanfaatan teknologi yang efektif dan efisien untuk mendukung fungsi SDM pada perusahaan.Kesimpulan yang dapat diambil pada penelitian ini bahwa, otomatisasi manajemen fungsi sumber daya manusia menjadi sistem berbasis internet membutuhkan integrasi strategis manajemen sumber daya manusia dengan strategi perusahaan, struktur dan budaya perusahaan. Untuk mendukung hal tersebut PT. X mengedepankan implementasi knowledge management dalam bentuk training dan coaching guna menyiapkan organisasi yang berkualitas serta siap akan perubahan manajemen (change management).Kata Kunci: E-recruitment, Rekrutmen, Sumber Daya Manusia  

The RCQ Model

2012 ◽  
Vol 7 (2) ◽  
pp. 29-45 ◽  
Author(s):  
Michael Dohan ◽  
Ted Xenodemetropoulos ◽  
Joseph Tan
Keyword(s):  
Knowledge Management ◽  
Quality Improvement ◽  
Communities Of Practice ◽  
Change Management ◽  
Knowledge Sharing ◽  
Healthcare Organizations ◽  
Variance Model ◽  
Practice Audit

As society moves into the age of active knowledge management and sharing, inter-clinician relationships and communities of practice can be directed to support quality improvement efforts within healthcare organizations. It is argued that successful adoption of the processes that are critical to quality improvement is necessary for durable improvements in quality. Knowledge sharing is necessary for supporting the skills in performing activities associated with practice audit, change management and use of the associated technology. This paper introduces the Relationships, Communities, Quality (RCQ) model, which provides a framework for the purpose of conceptualizing how quality improvement in healthcare can be sustained. A variance model is proposed for the evaluation of communities of practice for their value in quality improvement in healthcare.

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