We are from Knowledge Sharing Culture

2007 ◽  
Vol 32 (3) ◽  
pp. 369-374 ◽  
Author(s):  
K. P. Naachimuthu
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Present Article ◽  
Knowledge Economy ◽  
Daily Living ◽  
Knowledge Assets ◽  
Collective Wisdom ◽  
Critical Resource ◽  
Use Of Knowledge

With the emergence of knowledge economy, organizational knowledge is rapidly being recognized as a critical resource. Increasingly, organizations are trying to manage these knowledge assets to support their strategic business objectives. In the process, a concept known as ‘Knowledge Management’ (KM), has come into wide use to describe the development of tools, processes, systems, structures and cultures explicitly to improve the creation, sharing and use of knowledge critical for decision making. There are individuals in every organization who want to share and communicate knowledge and also those who prefer to keep their knowledge a private asset. ‘Sharing, leverage and reuse of knowledge should become a part of organizational culture to tap its collective wisdom. The present article is an attempt to bring to notice of how management and knowledge sharing were part and parcel of our culture, practiced since thousands of years and it also stresses that we need to inculcate them and then follow in our daily living.

Knowledge Management and Sharing

2011 ◽  
pp. 374-391
Author(s):  
Bee K. Yew ◽  
WeiXiong Ho ◽  
Marvin D. Troutt
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Mental Models ◽  
Knowledge Economy ◽  
Growth And Development ◽  
Analytical Framework ◽  
Organizational Capabilities ◽  
Important Concern ◽  
New Knowledge

The knowledge economy is driven by growth and development of intellectual capital in organizations. Knowledge is defined to be reusable abstractions that can produce new knowledge and modify existing knowledge. Decision making, which includes task solving, is a common feature of the working organization, and it requires good knowledge as input. This chapter provides a review of the knowledge management (KM) concepts and perspectives, with an introduction to the knowledge management Systems (KMS) and its related technologies. The importance of a knowledge base for KM and knowledge sharing (KS) activities is illustrated for Callisma, a consulting firm. Models for knowledge cycle and conversions are covered to provide further theory for KM research. KS, in particular, is an important concern for a knowledge organization as it is believed that effective knowledge sharing or better knowledge utilization can result in increased organizational capabilities as defined by competitiveness, efficiency, competency, and creativity. The inquiring models based on Kant, Hegel, Locke and Liebnitz mental models are presented to provide an analytical framework for knowledge creating and sharing activities.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

Knowledge management, Data Science and interlaboratory data in the generation of knowledge assets

2021 ◽  
Author(s):  
Ney Kassiano Ramos ◽  
Cristina Keiko Yamaguchi
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Data Science ◽  
Animal Health ◽  
Decision Making Process ◽  
Knowledge Assets ◽  
Science Technology ◽  
Management Discipline

In this book, the authors propose that information from different animal health laboratories (here known as interlaboratory data), can be examined using the Knowledge Management discipline and Data Science technology, generating knowledge assets, information that can be useful in animal diagnosis, scientific studies and in the laboratories’ decision making process.

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

Knowledge Cycles and Sharing

2005 ◽  
pp. 96-115 ◽  
Author(s):  
Maurice Yolles
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Health ◽  
Easy Access ◽  
Health It ◽  
Healthcare Organizations ◽  
Management Processes ◽  
Popular Knowledge ◽  
Use Of Knowledge

Healthcare organizations have the same problem as any other organization that is run by sentient but mentally isolated beings. It is a problem that comes out of constructivist thinking and relates to the ability of people, once they start to communicate, to share knowledge. The popular knowledge management paradigm argues the importance of knowledge to management processes and organizational health. It may be said that it is likely that this paradigm will in due course give way to the “intelligent organization” paradigm that addresses how knowledge can be used intelligently for the viability of the organization. Part of the knowledge management paradigm centers on the use of knowledge sharing. This takes the view that while knowledge is necessary for people to do their jobs competently, there is also a need to have the potential for easy access to the knowledge of others. This chapter centers on the capacity of organizations to know what knowledge they have and to coordinate this knowledge.

Barriers to Knowledge Sharing

2010 ◽  
pp. 49-61 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Organizational Routines ◽  
Organizational Decision Making ◽  
Comprehensive Review ◽  
Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

Knowledge Calibration

2011 ◽  
pp. 311-316 ◽  
Author(s):  
Ronald E. Goldsmith ◽  
Kishore Gopalakrishna Pillai
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Important Concept ◽  
Management Knowledge ◽  
Use Of Knowledge ◽  
Knowledge Calibration

The purpose of this article is to describe the concept of knowledge calibration within the context of knowledge management. Knowledge calibration is a concept borrowed from the psychology of decision making. It refers to the correspondence between knowledge accuracy and the confidence with which knowledge is held. Calibration is a potentially important concept for knowledge management because it describes one of the subtle errors that can lead to poor decisions. Where the correspondence between the accuracy of one’s knowledge and the confidence in that knowledge is high, decisions are described as well calibrated; but poor correspondence implies miscalibrated decisions. Since one concern of the field of knowledge management is the best use of knowledge for decision-making purposes, this topic is relevant.

scholarly journals Decision-Making Quality of Public Managers: Contributions from Intelligence and Knowledge Management

2021 ◽  
Vol 25 (2) ◽  
Author(s):  
Claudia Melati ◽  
Raquel Janissek-Muniz ◽  
Carla Maria Marques Curado
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Public Management ◽  
Qualitative Comparative Analysis ◽  
Decision Quality ◽  
Public Managers ◽  
Analysis Technique ◽  
The Government ◽  
Use Of Knowledge

ABSTRACT Context: in recent years, studies have sought to analyze how intelligence and knowledge management processes are understood and applied in the context of public management, environments in which processes appear as a point to be explored to enhance decision-making quality. Objective: to analyze how public managers apply intelligence and knowledge management aiming at a higher decision quality. Method: based on a defined and validated research protocol, interviews were conducted with seventeen public managers in southern Brazil. For the analysis, the qualitative comparative analysis technique using fuzzy sets was applied. Results: the results suggest the importance of effective data, information, and knowledge management for the decision-making quality of public managers, demonstrating that the absence of decision-making quality is directly related to the absence or little use of knowledge management and intelligence elements in the public management. Conclusion: in addition to analyzing conditions and proposing ways to lead to greater quality in decision making by public managers, it was possible to contribute to the theme of knowledge management and intelligence in public management, as well as to benefit the government with paths to be consolidated and better explored.

scholarly journals Maturity Level Knowledge Management System at Travelodge Batam Hotel using the Cobit 5 Framework

2020 ◽  
Vol 9 (4) ◽  
pp. 89-92
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Knowledge Management System ◽  
Knowledge Level ◽  
Maturity Level ◽  
Evaluation Activity ◽  
Knowledge Assets ◽  
Framework Model ◽  
A Company

Advances in technology and science are increasing as a new challenge for companies that must manage knowledge assets for encourage the creation of knowledge management. Knowledge Management System (KMS) that already exists at a company like Travelodge Hotel Batam can run effectively, it is necessary to conduct an evaluation activity by examining how the process of managing knowledge possessed by each individual can be transferred to other individuals through the process of knowledge sharing. The study aim analyzes to find out the extent of the processes of knowledge level management found in Traveldoge Hotel Batam at the maturity level of the KMS. The Cobit 5 Framework Model used to evaluation the KMS in this company. The results of the analysis are maturity analysis ((AP07, BAI4, DSS3, DSS6, and MA01) and recommendation than expected to be an evaluation material that will have an impact on the KMS of company later

Sign in / Sign up

Export Citation Format

Share Document