scholarly journals Urgensi Peta Pengetahuan bagi Pengembangan Organisasi

2017 ◽  
Vol 1 (2) ◽  
pp. 317-331
Author(s):  
Miftahus Saadah
Keyword(s):  
Knowledge Management ◽  
Knowledge Map ◽  
Organization Performance ◽  
Academic Institutions ◽  
Academic World ◽  
Intangible Resources ◽  
Management Knowledge ◽  
Organization Assets

Recently, the discussion on knowledge management particularly on the field of knowledge map has received considerable attention among theorists and pratitioners of management. Knowledge map has been considered as important tool to improve organization performance as it provides thorough pictures of organization assets, either the tangible or the intangible resources. This article attempts to discuss the significance of knowledge map implementation within organization by firstly defining knowledge and knowledge map, and then the “who” of knowledge map, the underlaying assumption of knowledge map creation, the technology of knowledge map, the dynamic knowledge map, and lastly knowledge map in academic world. It is concluded that knowledge map is an overarching device urgently needed by organization including academic institutions.

scholarly journals The Effect of Talent Management, Knowledge Management and Work Culture on the Performance in the Survey Unit Centre of Hydrography and Oceanography Indonesia Naval (Pushidrosal)

2021 ◽  
Vol 6 (2) ◽  
pp. 23-29
Author(s):  
Dian Amrainy ◽  
Lenny Christina Nawangsari
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Talent Management ◽  
Education And Training ◽  
Partial Least Square ◽  
Work Culture ◽  
Organization Performance ◽  
Management Knowledge ◽  
And Training

The purpose of this study was to determine whether talent management, knowledge management and work culture have a significant influence on organizational performance. The research method used is explanatory research conducted quantitatively. In order to obtain complete and relevant data, in addition to primary data in the form of surveys, researchers also use secondary data. The author took a sample of 100 members of the PT X survey unit. Data were collected using a questionnaire in the form of a list of questions. The data analysis method used is Partial Least Square (PLS). The results of this study indicate that talent management does not have a significant effect on organization performance. Knowledge management has a positive and significant effect on organization performance. Work Culture has no significant effect on organization performance. Talent management, knowledge management and work culture together have a significant effect on organization performance. Suggestions given in this research are that the organization must consistently and continuously provide understanding to personnel, in order to use the opportunities given by the organization to improve competence and qualifications through education and training. Personnel must also ensure that improvements in the quality of work results come from education and training. By improving talent management practices, knowledge management and work culture it is hoped that it can improve organizational performance and achieve company goals.

scholarly journals Optimizing Knowledge Management using Knowledge Map

2012 ◽  
Vol 32 ◽  
pp. 1169-1177 ◽  
Author(s):  
J. Watthananon ◽  
A. Mingkhwan
Keyword(s):  
Knowledge Management ◽  
Knowledge Map

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.

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

scholarly journals Linearization and discretization risks in knowledge management

2019 ◽  
Vol 13 (1) ◽  
pp. 448-456
Author(s):  
Constantin Bratianu
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Continuous Representation ◽  
Negative Consequences ◽  
Complex Activity ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Discretization Methods ◽  
Intangible Resources ◽  
Discretized Systems

Abstract The purpose of this paper is to analyze the limitations induced in Knowledge Management by the processes of linearization and discretization, which happen frequently in decision-making. Linearization is a result of applying linear thinking models in decision-making, regardless of the complexity of knowledge management phenomena. Knowledge and all the other intangible resources are nonlinear entities and they should be evaluated with nonlinear metrics. However, in many situations managers use simple solutions based on linear thinking models and get large errors in their decision-making, with significant negative consequences in management. Also, linear thinking model is dominant in legislation, which may lead to significant errors in managerial decision-making. Discretization is a process in which an entity with a continuous representation, like a knowledge field, is transformed into a piecewise entity to be handled more easily. Also, social media uses discretized systems for different evaluations which should be interpreted accordingly. For instance, counting the number of “like” on Facebook for a certain message or image may lead to the conclusion that friendship is proportional with the number of “friends”, which might not be in concordance with reality. Knowledge management is a complex activity dealing with knowledge, which means nonlinear entities. Using linear thinking models and discretization methods in evaluations and decision-making may lead to significant errors and negative consequences.

scholarly journals Knowledge management systems: structural model of its success determinants in Latin America higher education institutions

2020 ◽  
Vol 12 (2) ◽  
pp. 30-51
Author(s):  
Vidalina De Freitas ◽  
Guillermo Yáber ◽  
Carlos Zerpa
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Service Quality ◽  
User Satisfaction ◽  
Structural Model ◽  
Management Systems ◽  
Knowledge Map ◽  
System Quality ◽  
Endogenous Variables ◽  
Implementation Factors

This study proposes a structural model of the causal relationships that organizational, strategic, technological, and implementation factors have with knowledge management (KM) processes, as well as those between KM processes and the implementation factors for knowledge management systems (KMSs) at higher education institutions (HEIs) in Latin America. The exogenous variables are: culture of sharing, leadership, KM approach, knowledge map, information management strategy, and ICT. In turn, the endogenous variables are: KM processes, system quality, service quality, KMS use, and user satisfaction. A causal, explanatory, cross-sectional, and ex post facto multivariate study was carried out, using a hypothetical–deductive approach. The sample consisted of 374 individuals (academics, administrators, and researchers), belonging to 193 HEIs across 15 Latin American countries. The resulting model presents a partial fit to the data, confirming the explanatory relationships between 12 of the variables. Based on the results obtained from calculation of the direct and indirect effects observed for each of the endogenous variables of the model, the following goodness of fit indices were calculated: absolute (χ2 = 48.908, P-value= .059, PCMIN= 1.397, RMSEA= .075, FMIN= .689) and incremental (GFI= .894, IFI= .790). It is concluded that leadership, KM approach, knowledge map, and ICT positively influence KM processes; KM processes have a causal relationship with system quality and service quality; and system quality and service quality have an influence on KMS use and user satisfaction.

Knowledge of Management Tools and Systems in SMEs

2017 ◽  
pp. 180-203
Author(s):  
Adam Pawliczek ◽  
Miroslav Rössler
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Management System ◽  
Knowledge Management System ◽  
Competitive Intelligence ◽  
Management Tools ◽  
Research Results ◽  
Management Knowledge ◽  
Professional Business ◽  
The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

A Knowledge Management Portal System for Construction Projects Using Knowledge Map

2011 ◽  
pp. 299-322 ◽  
Author(s):  
H. Ping J. Tserng ◽  
Yu-Cheng (V.) Lin
Keyword(s):  
Knowledge Management ◽  
Construction Projects ◽  
Explicit Knowledge ◽  
Portal System ◽  
Knowledge Map ◽  
Knowledge Maps ◽  
General Contractors ◽  
Management Concept ◽  
Core Project ◽  
Map Search

Knowledge management (KM) has become an important term in the construction industry. Knowledge management involves creating, securing, capturing, coordinating, combining, retrieving, and distributing knowledge. Most know-what, know-how, and experience exists only in the minds of individual participants during the construction phase of construction projects. The knowledge can be reused and shared among the involved engineers and experts to improve the construction process and reduce the time and cost of solving problems. Sharing and reusing knowledge depends on acquiring and preserving of both tacit knowledge and explicit knowledge as the property of a corporation. This study addresses application of knowledge management in the construction phase of construction projects and proposes a construction activity-based knowledge management (ABKM) concept and system for general contractors. This chapter proposes a practical methodology to capture and represent construction project knowledge by using knowledge maps. Using knowledge maps, users can get an overview of available and missing knowledge in core project areas and take appropriate management in tacit and explicit knowledge. Also, a Web-based system is developed to assist and present project-related knowledge by providing keyword and map search on the Internet environment. The ABKM system is then applied in a case study of a construction precast building project in Taiwan to verify our proposed methodology and demonstrate the effectiveness of sharing knowledge special in the construction phase. By effectively using information and Web technologies during the construction phase of a project, knowledge can be captured and managed to benefit future projects. The combined results demonstrate that an ABKM-like system can be an effective tool for all experts and engineers participating in construction projects by utilising the knowledge management concept and Web technology.

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