scholarly journals Information technologies for developing a company’s knowledge management system

2020 ◽  
Vol 4 (1) ◽  
pp. 15-25
Author(s):  
Maxim Polyakov ◽  
Igor Khanin ◽  
Vladimir Bilozubenko ◽  
Maxim Korneyev ◽  
Natalia Nebaba
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Information Technologies ◽  
Business Processes ◽  
Innovation Management ◽  
Knowledge Management System ◽  
Management Innovation ◽  
Management Activity ◽  
Technological Basis ◽  
Theoretical Foundations

Escalating competition, technological changes and the struggle for innovation present companies with a knowledge management (KM) challenge. To implement it at the modern level, it is necessary to develop a knowledge management system (KMS). Significant opportunities for this are created by information technologies (IT), qualitatively changing approaches to knowledge management. Therefore, the study aims to clarify the theoretical foundations of shaping the company’s KMS and conceptualize information tools for its formation. Within the theoretical foundations of KM, its essence (as a systematic management activity and a set of measures to ensure the business processes of obtaining, storing, disseminating and using knowledge in the company), the subject (the aforementioned processes and various types of knowledge), and links with other types of management (innovation, information, personnel management, etc.) are specified. Given the main goals, principles and tasks of KM, its main approaches, key processes and control elements are summarized. The conceptual foundations of KMS development are formulated and its subsystems (methodological, planning, information, and functional subsystems for ensuring business processes for obtaining, distributing and using knowledge) are highlighted. Given the importance of IT, the following concepts have been formulated: a portal for R&D management, innovation management platforms, and a tool for formalizing knowledge and corporate knowledge base. Their purpose, functionality, and the role of ensuring work with knowledge and KM implementation are described. The problem of their implementation, operation and improvement is emphasized. The research results allow creating a new technological basis for the introduction of knowledge management.

scholarly journals PROTOTYPE KNOWLEDGE MANAGEMENT SYSTEM UNTUK MENINGKATKAN PENYULUHAN KELUARGA BERENCANA BERBASIS ANDROID:STUDI KASUS BADAN PEMBERDAYAAN PEREMPUAN PERLINDUNGAN ANAK DAN KELUARGA BERENCANA KOTA BEKASI

2019 ◽  
Vol 1 (2) ◽  
Author(s):  
Nurdiana Handayani
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Android Application ◽  
Close Attention ◽  
Management Activity ◽  
Resource Potential ◽  
Average Value ◽  
Activity Counseling ◽  
Or Organization

The management of knowledge (knowledge management) is very important in an institution or organization to acquire and share knowledge (knowledge sharing) in order to develop the human resource potential and manage the company's assets or intellectual institutions, thus becoming close attention of Badan Pemberdayaan Perempuan, Perlindungan Anak dan Keluarga Berencana (BP3AKB) Bekasi. The purpose of this study was to determine the extent of the influence of the knowledge management system of knowledge in the KB extension outreach activities, and building a knowledge management system application that can assist employees in planning extension activities online that can be accessed by android smartphone, which is expected to increase the productivity of employees . The method of this research is descriptive quantitative method which is supported by The Most Admired Knowledge Enterprise (MAKE), and a model of knowledge management system knowledge management system architecture using Amrit Tiwana. The results of this study based on questionnaires to the application of the android-based knowledge management system for employees that are on the 3:40 to 4:19 interval, the average value of the entire statement at 4:00 is well received. Keywords: Knowledge Management, Activity Counseling KB, MAKE, Architecture Knowledge Managemet System Amrit Tiwana, Android application.

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>

Retaining Organizational Knowledge: A Case Study of an Australian Construction Company

2002 ◽  
Vol 01 (02) ◽  
pp. 119-129 ◽  
Author(s):  
Lesley Pek Wee Land ◽  
Malcolm Land ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Future Research ◽  
Construction Company ◽  
Concrete Form ◽  
Structure Knowledge

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

Towards a Comprehensive Process Model for Transitioning MIS to KMS

2016 ◽  
Vol 12 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Ricardo Anderson ◽  
Gunjan Mansingh
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Information Management ◽  
Management System ◽  
Process Model ◽  
Business Processes ◽  
Knowledge Management System ◽  
Developed Economies ◽  
Meaningful Information ◽  
Computing Infrastructure

Information Systems today are dominated by large amounts of computing infrastructure often mapping business processes to people and data. The conversion of this data into meaningful information is fairly well established, although these systems have not been extensively exploited within developing countries. Even in developed economies, where resources and experience flourish, many still struggle with moving from information management to knowledge management. Given that knowledge is posited as the new organizational wealth, it becomes important to integrate knowledge into improving the business and its operations. In this study, a comprehensive process model that guides the conversion of an existing information system to a knowledge management system is developed and evaluated. This is primarily applicable in the developing country context. The results indicate that the model sufficiently represents and organizes the activities to be carried out to meet the desired outcome of converting an existing information system into a knowledge management system.

Guidelines for Selecting Appropriate Knowledge Management System Implementation Frameworks

2020 ◽  
Vol 16 (4) ◽  
pp. 81-108
Author(s):  
George Maramba ◽  
Hanlie Smuts
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Knowledge Management System ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Implementation Framework ◽  
Modern Business

The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.

Knowledge Management Systems as a Framework for IT in Knowledge Management

2009 ◽  
pp. 611-616 ◽  
Author(s):  
Ángel L. Meroño-Cerdán
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Management System ◽  
Information Technologies ◽  
Knowledge Management System ◽  
Knowledge Management Systems ◽  
Potential Benefits ◽  
Process Perspective ◽  
Role Of It

Designing information systems from the traditional database orientation is not sufficient to cope with today’s organisational difficulties. Employees need information technologies (IT) which provide them not only with information but also with knowledge. In this context, using a knowledge management system (KMS) perspective can be appropriate. Although the potential benefits of applying this approach have been argued, there is evidence of failures when applying a KMS, caused normally by overestimating the role of technology. To suit the role of IT in KMS, a process perspective is proposed.

Developing an effective Knowledge Management System

2011 ◽  
pp. 222-240 ◽  
Author(s):  
Stephen McLaughlin
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Business Environment ◽  
Knowledge Management System ◽  
Knowledge Assets ◽  
It Systems ◽  
Knowledge Barriers ◽  
Integrated Supply Chain ◽  
The Relationship

Many organizations struggling to capitalise on their knowledge assets tend to let their knowledge management systems emerge from existing IT systems and infrastructure. Within a complex business environment this can cause a mismatch between how knowledge assets are—and should be—managed. In order to help organizations develop dynamic and effective KM systems, organizations need to re-think how knowledge is created and shared around their core business processes. To be more specific, for organizations where inter/intra organizational collaboration is vital to overall end-to-end performance, organizations need to consider the relationship between four key components: knowledge strategy, core process optimisation, core process performance, and knowledge barriers. This chapter will explain why these components are important, the relationship between them, and how they relate to each other in terms of helping to define an effective knowledge management system. The findings presented are based on data collated within, and across, IBM’s Integrated Supply Chain.

Quality and Continuous Improvement in Knowledge Management

2010 ◽  
pp. 353-363
Author(s):  
Nicole M. Radziwill ◽  
Ronald F. DuPlain
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Continuous Improvement ◽  
Management System ◽  
Business Processes ◽  
Knowledge Management System ◽  
High Quality ◽  
Sociotechnical System ◽  
Continuous Improvement Process

Knowledge management requires people to synthesize and interpret information, and technologies to organize, make sense of, and draw conclusions from the collection of knowledge. Together, these people and technologies shape part of a sociotechnical system. The relationships between them make the sociotechnical system behave as a network, where communication and knowledge transfer can occur, and the network becomes a community once elements of the system interact in meaningful ways. The quality of a knowledge management system depends on how well these meaningful exchanges are promoted and cultivated. This chapter examines how to construct a high-quality knowledge management system, taking into consideration the challenging sociotechnical nature of such an effort. By relating the four stages of a continuous improvement process, the five measures of quality within a knowledge management system, and EASE (Expectations, Actionability, Sustainability, and Evaluation), we present an approach to examine the business processes associated with knowledge management. Managers can use this framework to assess the quality of knowledge management systems and formulate strategies for continually improving them.

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