scholarly journals Explanation of Valuation Criteria Based on Maturity Level of Knowledge Management

2019 ◽  
Author(s):  
Sorush Niknamian
Keyword(s):  
Knowledge Management ◽  
Maturity Level ◽  
Level Of Knowledge ◽  
Valuation Criteria

scholarly journals Explanation of valuation criteria based on maturity level of Knowledge management

2019 ◽  
Author(s):  
Sorush Niknamian
Keyword(s):  
Knowledge Management ◽  
Administrative Staff ◽  
Maturity Level ◽  
Statistical Population ◽  
Khuzestan Province ◽  
Study Results ◽  
Level Of Knowledge ◽  
Executive Agencies ◽  
Statistical Sample ◽  
Valuation Criteria

In This study explains valuation criteria Based on the maturity level of knowledge management in executive agencies Khuzestan province in order to provide a local model is studied. In this study, two questionnaires of valuation criteria (51questions, Cronbach’s α=0.94), and maturity level of knowledge management (98 questions, Cronbach’s α=0.93) have been used. The statistical population involves people from administrative staff of Khuzestan province, which 382 individuals were selected as the statistical sample by using Cochran’s formula Spss 22 and Amos 22 software were used to analyze the data. The study results shoed that valuation criteria involved 17 variables, among which the technical index variable enjoyed the highest ranking mean (11.99), and the maintainability variable benefited from the lowest ranking mean (79.6) among the other variables in the statistical population of the research. In maturity level of knowledge management included 13 variables, which, generally it can said that this variable enjoyed the benefit of being more than satisfactory level. Also, the results showed that there was a significant relationship between the valuation criteria, and the maturity level of knowledge management.

scholarly journals Explanation of valuation criteria based on maturity level of Knowledge management

2019 ◽  
Author(s):  
Sorush Niknamian
Keyword(s):  
Knowledge Management ◽  
Administrative Staff ◽  
Maturity Level ◽  
Statistical Population ◽  
Khuzestan Province ◽  
Study Results ◽  
Level Of Knowledge ◽  
Executive Agencies ◽  
Statistical Sample ◽  
Valuation Criteria

In This study explains valuation criteria Based on the maturity level of knowledge management in executive agencies Khuzestan province in order to provide a local model is studied. In this study, two questionnaires of valuation criteria (51questions, Cronbach’s α=0.94), and maturity level of knowledge management (98 questions, Cronbach’s α=0.93) have been used. The statistical population involves people from administrative staff of Khuzestan province, which 382 individuals were selected as the statistical sample by using Cochran’s formula Spss 22 and Amos 22 software were used to analyze the data. The study results shoed that valuation criteria involved 17 variables, among which the technical index variable enjoyed the highest ranking mean (11.99), and the maintainability variable benefited from the lowest ranking mean (79.6) among the other variables in the statistical population of the research. In maturity level of knowledge management included 13 variables, which, generally it can said that this variable enjoyed the benefit of being more than satisfactory level. Also, the results showed that there was a significant relationship between the valuation criteria, and the maturity level of knowledge management.

Designing an expert fuzzy system to select the appropriate knowledge management strategy in accordance with APO model and Bloodgood KM strategies

2018 ◽  
Vol 48 (2) ◽  
pp. 277-293 ◽  
Author(s):  
Peyman Akhavan ◽  
Maryam Philsoophian
Keyword(s):  
Knowledge Management ◽  
Fuzzy System ◽  
Explicit Knowledge ◽  
Management Strategies ◽  
Maturity Level ◽  
Content Type ◽  
System A ◽  
Level Of Knowledge ◽  
Production Strategy ◽  
Selection Of

Purpose Selection of knowledge management strategies (KMS) is one of the most important and effective factors in acquiring the competitive advantage and elevating the knowledge level of the organizations. Those organizations that have taken steps toward knowledge management necessarily need to pay utmost attention to the matter of KMS before taking any further steps in their activities. One of the effective ways in adopting the proper KMS is evaluating the knowledge management maturity level in the organization. The purpose of this paper is to design an expert fuzzy system to adopt the KMS based on Bloodgood model in accordance with the maturity level of the organization. Design/methodology/approach In this method, with the help of expert fuzzy system, a model has been designed, by using MATLAB software, to adopt the KMS. The KM maturity level, tacit knowledge and explicit knowledge are chosen as inputs, and each one of Bloodgood’s KMS (production, transfer and protecting the knowledge) are chosen as outputs. To perform the system, the maturity level of knowledge management of an industrial organization that has been evaluated by the standard Asian Productivity Organization questionnaire is used as the input, which has been given to expert fuzzy system. Then, considering the output of the system, KMS for the organization have been recommended. Findings Knowledge management maturity level of the organization is on Level 4; considering the expert fuzzy system that has been designed, “knowledge production” strategy is recommended for the organization under study. Originality/value An expert fuzzy system has been designed regarding the maturity of knowledge management and Bloodgood model that can be used as a guide for organizations and academic people as an appropriate practical model for selecting knowledge management strategies.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

scholarly journals Strategic Aspect of Knowledge Management

Organizacija ◽  
2017 ◽  
Vol 50 (2) ◽  
pp. 163-176 ◽  
Author(s):  
Olja Arsenijević ◽  
Dragan Trivan ◽  
Iztok Podbregar ◽  
Polona Šprajc
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
First Generation ◽  
Point Of View ◽  
Factors Affecting ◽  
Level Of Knowledge ◽  
Empirical Point ◽  
Using Data ◽  
Tacit Knowledge Management

Abstract Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture. Design/Methodology/Approach: In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management. Results: The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses. Conclusion: The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.

An Application of Knowledge Management and Human Capital Valuation

2016 ◽  
pp. 201-233
Author(s):  
Sarah Robertson
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Core Competencies ◽  
Balance Sheet ◽  
Credit Unions ◽  
The United States ◽  
Credit Union ◽  
Level Of Knowledge ◽  
Expected Benefits ◽  
Knowledge Intensive

The purpose of this study is to investigate the level of Knowledge Management (KM) and Human Capital Valuation (HCV) as it is applied in credit unions. Knowledge has been recognized as one of the most important assets, which if appropriately managed, provides a foundation for creating core competencies and competitive advantages for organizations. KM applications and strategies have become critical and significant in the credit union industry, as they operate in a highly competitive and knowledge-intensive financial marketplace. A few factors depict the level of KM maturity within an organization, the priority of implementation, and the availability and affordability of resources. HCV is the balance sheet metric from a development of systems and infrastructure, which can tie metrics of employee behavior of value offering back to the member owners (stakeholders). The case studies described in this chapter are based on the business experience of the author, a credit union CEO of 12 years and a business consultant to the Midwest-region of the United States, in the credit union industry for 6 years. A KM audit and an HCV were conducted in a mid-sized credit union. The appreciation of KM and HCV are developing in the credit union industry; however, it is found that organizations have not been able to capitalize on the expected benefits and leverage their performances with KM solutions and HC Strategies, unless it is priority and a planned event. This is a developing industry with signs of future improvement. There are examples siting various Midwest credit unions, where KM applications and HC Strategies are evident at various stages with opportunities for intellectual growth and learning.

A Healthcare Project

2012 ◽  
Vol 4 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Rocco Reina ◽  
Teresa Cetani ◽  
Assunta Lacroce ◽  
Marzia Ventura
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Medical Record ◽  
Electronic Medical Record ◽  
Healthcare System ◽  
Project Teams ◽  
Level Of Knowledge

The paper aims at analysing the complex relations between knowledge management and project management on an empirical case in healthcare system represented by Electronic Medical Record (EMR); the effective goal is to underline the approach and the practical methods used by the project teams to maximize the level of knowledge plugged in EMR in two selected Italian hospitals. First, the research analyzes the main references about knowledge management and project management; then, it shows the job research, based on interviews and questionnaires given to the key professionals involved in the project.

scholarly journals Guidelines for assessing the knowledge management maturity of organizations

2007 ◽  
Vol 9 (3) ◽  
Author(s):  
C. J. Kruger ◽  
M. M.M. Snyman
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
Management Service ◽  
The Public ◽  
University Of Pretoria ◽  
The Matrix ◽  
Speed Up ◽  
Level Of Knowledge ◽  
Strategic Perspective ◽  
The University

In a recent article Kruger and Snyman hypothesized that progressions in knowledge management maturity (from a strategic perspective) are directly related to an increased ability to speed up the strategic cycle of imitation, consolidation and innovation. The arguments proposed, however, neglected to supply the reader with a practical toolkit or even a roadmap (a time-related matrix, or questionnaire) to successfully measure succession in knowledge management maturity. This article builds on the previous one and proposes a questionnaire consisting of six sections, containing 101 descriptive questions, to enable organizations to test and assess their knowledge management maturity empirically. The development of an instrument to measure knowledge management maturity required adhering to a research design that combined theoretical propositions with practical experimentation. As a point of departure, a knowledge management maturity matrix consisting of seven maturity levels was formulated. All questions contained within the matrix were benchmarked against a survey questionnaire developed by the public management service of the OECD (PUMA) and were also pre-tested and validated. This process of refinement led to the formulation of the Knowledge Management Maturity Questionnaire. To avoid any taint of this research being based only on theoretical propositions, the questionnaire was tested by 178 master students of the University of Pretoria, South Africa, in nine different industries. The proposed questionnaire provides a bridge between theoretical propositions and practical usability, not only enabling knowledge management practitioners to assess the level of knowledge management maturity reached successfully but, more importantly, also serving as a guideline to institutionalize further and future knowledge management endeavours.

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