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.

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>

Assessing Knowledge Management Success

2011 ◽  
pp. 2850-2865
Author(s):  
Murray E. Jennex ◽  
Lorne Olfman
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Theoretical Foundation ◽  
Knowledge Management System ◽  
Model Fits

This article proposes a framework for assessing knowledge management system (KMS) success models. The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMSs. The framework is then applied to four KMS success models found in the literature and is determined to be a useful framework for assessing KMS success models.

Knowledge Management System Success Factors

2011 ◽  
pp. 436-441 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Knowledge Management System ◽  
Knowledge Use ◽  
System Success

What does it take to build a successful knowledge management system (KMS)? Knowing the essential success factors is useful as it provides researchers and practitioners with the basic requirements for building a successful KMS. Also, if we take a Churchman (1979) view of systems, it can be argued that determining KMS success factors will also help us determine KM initiative success factors as Churchman found it difficult to separate the system from the process requiring the system. However, what is KM or KMS success? The literature does not provide a consensus on this, although two concepts of success can be identified. The first considers KM or KMS a success if knowledge use through the initiative or system improves the organization’s ability to compete. The second considers KM or KMS a success if the KM processes implemented through the KMS (discussed later) are implemented effectively. Both success concepts imply that the KMS has to be used. Therefore, KM and KMS success factors are those factors that encourage or help users to use the KMS to effectively perform KM functions.

scholarly journals The Role of Integrated Change Control in Project Success within the Telecommunication Industry in Uganda: A case of Airtel Networks LTD, Uganda

2019 ◽  
Vol 9 (2) ◽  
pp. 18
Author(s):  
Kirima Lucy Karimi ◽  
Antony Munyori
Keyword(s):  
Change Management ◽  
Project Success ◽  
Implementation Process ◽  
Target Population ◽  
Management Team ◽  
Telecommunication Industry ◽  
Management Process ◽  
Internal Resources ◽  
It Department

The purpose of this research study was to investigate the role of integrated change control in project success within the telecommunication industry in Uganda. Integrated change control allows for documentation of all the requested, approved or rejected changes to the project with an aim of reducing project risks, cost and time without having to consider the overall project objective plans. The target population for this study was the technical staff within IT department, change management team involved in implementing and configuring changes and the management team involved in approving or rejecting changes in Airtel Networks LTD Uganda. The study concluded that, change readiness, communication change plans, change management execution, trainings and change documentation availability and feedback elicitation from all relevant stakeholders play a bigger role in the level of project change success. It was noted further that it is necessary to have a unified change management process that incorporates an integrated change control section comprised of Change board that sits down to review, analyze, approve, reject or return change requests raised by different stakeholders of the organization at any point in time. The study recommended that Airtel Networks LTD Uganda continuously engages in the Change management process with emphasis on integrated change control to exploit fully its internal resources in the strategy implementation process while remaining relevant not only to its own operations but also to the ever-changing environmental dynamics in the telecommunication industry.

Corporate Universities As a Tool for Knowledge Management Systems in Enterprises

2019 ◽  
Vol 7 (4) ◽  
pp. 28-31
Author(s):  
Елена Ширинкина ◽  
Elena Shirinkina ◽  
Е. Шарамеева ◽  
E. Sharameeva
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Modern World ◽  
Management Tools ◽  
Corporate Universities ◽  
Global Trends ◽  
The Competitiveness Of Enterprises ◽  
Determining Factor

The relevance of the study is due to the fact that innovations in the knowledge management system are becoming the determining factor in the competitiveness of enterprises in the 21st century. The purpose of this study is to identify and review the main factors influencing the transformation of the role of the knowledge management process in the modern world, and key global trends in corporate training today. The objectives of the research are to find and creatively master information on factors and trends, identify key trends in the knowledge management system, as well as corporate universities as knowledge management tools that influence their formation, prioritization and structured description of the identified factors and trends.

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