scholarly journals Knowledge Management Systems Development: Theory and Practice

10.28945/1361 ◽  
2011 ◽  
Vol 6 ◽  
pp. 035-072 ◽  
Author(s):  
Raafat George Saadé ◽  
Fassil Nebebe ◽  
Tak Mak
Keyword(s):  
Knowledge Management ◽  
Systems Development ◽  
Theory And Practice ◽  
Management Systems ◽  
Development Theory ◽  
Knowledge Management Systems

Knowledge Management Systems Development: A Roadmap

2003 ◽  
pp. 1008-1015 ◽  
Author(s):  
Javier Andrade ◽  
Juan Ares ◽  
Rafael García ◽  
Santiago Rodríguez ◽  
Andrés Silva ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 203-229 ◽  
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 571-592
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Systems for Knowledge Management along the Supply Chain

2016 ◽  
pp. 92-104 ◽  
Author(s):  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Systems Development ◽  
General Purpose ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Service Supply Chain ◽  
Knowledge Exploration ◽  
General Purpose Software

This chapter explains the role of knowledge management systems, whether technology-based or people-based, in service supply chain management. A systematic literature review was carried out to identify relevant examples of both successful and unsuccessful knowledge management systems. These are analyzed in terms of process, people and technology aspects, and the activities in the knowledge life-cycle (create, acquire, store, use, refine, transfer) that they support. These include systems used within a single organization, systems shared with supply chain partners, and systems shared with customers, the latter being the least common. Notable features are that more systems support knowledge exploitation than knowledge exploration, and that general-purpose software (e.g., internet search, database) is used more than software specific to knowledge management (e.g., data mining, “people finder”). The widespread use of mobile devices and social media offers both an opportunity and a challenge for future knowledge management systems development.

Systems for Knowledge Management along the Supply Chain

2020 ◽  
pp. 1926-1939
Author(s):  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Systems Development ◽  
General Purpose ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Service Supply Chain ◽  
Knowledge Exploration ◽  
General Purpose Software

This chapter explains the role of knowledge management systems, whether technology-based or people-based, in service supply chain management. A systematic literature review was carried out to identify relevant examples of both successful and unsuccessful knowledge management systems. These are analyzed in terms of process, people and technology aspects, and the activities in the knowledge life-cycle (create, acquire, store, use, refine, transfer) that they support. These include systems used within a single organization, systems shared with supply chain partners, and systems shared with customers, the latter being the least common. Notable features are that more systems support knowledge exploitation than knowledge exploration, and that general-purpose software (e.g., internet search, database) is used more than software specific to knowledge management (e.g., data mining, “people finder”). The widespread use of mobile devices and social media offers both an opportunity and a challenge for future knowledge management systems development.

scholarly journals COMPARTILHAMENTO DE CONHECIMENTO EM UMA PEQUENA EMPRESA DE PRODUTOS ORTOPÉDICOS: ANÁLISE DAS PERCEPÇÕES DOS COLABORADORES

2021 ◽  
Vol 9 (25) ◽  
pp. 127-143
Author(s):  
Fernando Soares Rocha Júnior ◽  
Vânia Meneghini da Rocha ◽  
Marcelo Macedo
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Small Businesses ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Porto Alegre ◽  
Research Issues ◽  
Knowledge Processes

O objetivo central deste artigo é tentar compreender por meio da visão dos colaboradores de uma pequena empresa de produtos ortopédicos, as suas principais percepções, relacionadas ao compartilhamento de conhecimento organizacional. O método escolhido para a pesquisa é qualitativo com a tipologia qualitativa básica. Para a análise de resultados, foi utilizada a técnica de análise temática de Braun e Clarke. Os principais resultados encontrados demonstram que o compartilhamento de conhecimento na organização é realizado por intermédio da utilização das tecnologias de comunicações comuns ao público, assim como, com a realização frequente da técnica de brainstorming, conversas rápidas e outras estratégias para resolução de problemas conforme identificados nesta pesquisa. Referências Alavi, M., & Leidn, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107–136. Allameh, S. M.; Khozani, M. K.; Baniasadi, B. (2020) Consequences of knowledge processes in small businesses: the role of knowledge acquisition, dynamic capabilities, knowledge sharing and creativity. Int. J. Process Management and Benchmarking, Vol. 10, No. 1. Braun, V.; Clarke, V. (2012) Thematic analysis. In: Cooper, H. et al. (Eds.). APA handbook of research methods in psychology, v. 2, Research designs: Quantitative, qualitative, neuropsychological, and biological. Washington, DC: American Psychological Association, v. 2 p. 57-71. Creswell, J. W. (2007) Projeto de pesquisa: Métodos qualitativo, quantitativo e misto. 2. ed. Porto Alegre: Artmed. Cummings, J. (2003) Knowledge Sharing: A Review of the Literature. Washington D. C.: The World Bank Operations Evaluation Department. Dalkir, K. (2005) Knowledge Management in Theory and Practice. Oxford, UK:  Elsevier. Drucker, P. F. (1993) Sociedade Pós-Capitalista. São Paulo: Pioneira. Gold H. A.; Malhotra, A; Segars, A, H.; (2001). Knowledge management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18 (1), 185-214. Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research, 12 (6),345-360. Harel, R.; Schwartz, D.; Kaufmann, D. (2020) Sharing knowledge processes for promoting innovation in small businesses. European Journal of Innovation Management. ISO 30401:2018. (2018) International Organization For Standardization. Knowledge Management Systems – Requirements. Genebra: ISO. Kayas, O, G.; Wright, G. (2018) Knowledge Management and Organisational Culture. The Palgrave Handbook of Knowledge Management. ISBN 978-3-319-71434-9 (eBook). Merriam, S. B. (2009) Qualitative research: a guide to design and implementation. San Francisco: Jossey-Bass/Wiley, 2009. Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, v. 25, n. 4, p. 605-622. Na Ubon, A.; Kimble, C. (2002) Knowledge Management in Online Distance Education. Proceedings of the 3rd International Conference Networked Learning, University of Sheffield, UK, pp. 465-473. Ngah e Ibrahim (2010). The Effect of Knowledge Sharing on Organizational Performance in Small and Medium Enterprises. Santos, N.; Rados, G. J. V. (2020) Fundamentos teóricos de gestão do conhecimento. E-book. – 1. ed. – Florianópolis: Pandion, 114 p. Takeuchi, H.; Nonaka, I. (2008) Criação e dialética do conhecimento. In: Takeuchi, H.; Nonaka, I. Gestão do conhecimento. Porto Alegre: Bookman. Utami, Y.; Rofik, M.; Cahyaningtyas, N. W.; Darminto, D. P. (2021). Impact of Knowledge Sharing and Innovation on Small Business Performance. CISIS 2020: Complex, Intelligent and Software Intensive Systems pp 408-411.  

From Information Management to Knowledge Management

2010 ◽  
pp. 1957-1963
Author(s):  
Calin Gurau
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Information Management ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
New Paradigm ◽  
Enterprise Information ◽  
Organizational Functions ◽  
Secondary Information

The continuous evolution of theory and practice has modified the existing organizational paradigms and has introduced new models which attempt to explain how information is created, transmitted, used, and managed within various organizations. Many authors have outlined the fact that information no longer represents the most important asset of a firm. In the present competitive conditions, the managers must also consider knowledge and its relationship with enterprise information systems (Gray & Densten, 2005; Jorna, 2002; Nonaka & Takeuki, 1995). Using both a theoretical and empirical approach, this study attempts to investigate the implication of a new paradigm of knowledge management on an organization’s structure and functioning, considering knowledge management in direct relation with data management and information systems. This article shows, using two organizational examples, that the development of effective knowledge management systems requires a well-organized information system, as well as the clear identification of the main knowledge and decision-making centers within the business organization. After briefly defining the concepts of information management and knowledge management, the article presents a comprehensive literature review of the academic and professional publications that investigate the inter-relationship between these two organizational functions. Based on this secondary information, we propose a model that integrates both information and knowledge management systems, and provides an analysis of two UK business firms in order to illustrate the integration between these elements.

Barriers to Successful Knowledge Management

2011 ◽  
pp. 315-321 ◽  
Author(s):  
Alexander Richter ◽  
Volker Derballa
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
High Expectations ◽  
Extensive Analysis ◽  
Factors Of Production ◽  
Number Of Publications

Knowledge and Knowledge Management (KM) are gaining more and more attention in theory and practice. This development can be observed by an increasing number of publications since the 1990s, addressing the question of how knowledge in organizations can be organized and managed (Davenport & Prusak, 1998; Nonaka & Takeuchi, 1995). It is argued that knowledge is becoming the pre-eminent source of competitive advantage compared to the traditional factors of production, labour, capital and land. This theoretical discourse is accompanied in practice by an increasing number of KM initiatives. In many cases however, the results of those KM implementation projects have not lived up to the high expectations associated with them. Reasons for that are manifold. In this article, we will present the results of an extensive analysis of KM literature identifying the major barriers to KM. Those barriers represent current challenges during any holistic KM implementation that includes knowledge management systems (KMS).

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