scholarly journals Knowledge management function in E-commerce

2019 ◽  
Vol 10 (1) ◽  
pp. 43-53
Author(s):  
Nasim Sadeghi ◽  
Erfaneh Noroozi
Keyword(s):  
Knowledge Management ◽  
Management Function

On Knowledge Management in the Internet Age

2000 ◽  
pp. 1-23 ◽  
Author(s):  
David G. Schwartz ◽  
Monica Divitini ◽  
Terje Brasethvik
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Organizational Communication ◽  
The Internet ◽  
Holy Grail ◽  
Know How ◽  
The Road ◽  
Internet Age ◽  
Management Function

Knowledge management in general, and Internet-based knowledge management in particular, is one of the foremost strategic directions being investigated and adopted by corporations today. The promises of better decision making, faster turnaround times, improved organizational communication, and higher levels of cooperation and interaction among personnel, have all combined to create a holy grail kind of aura. Yet, like the grail the goals here are elusive, and the road to reaching them is long and fraught with pitfalls. Each of us, as individuals, performs a variety of functions that can be termed knowledge management. We remember things: names, numbers, experiences, and procedures. We know how to do things such as ride a bike; bake a cake; calculate a derivative; fix a flat tire. We know where to find information that we don’t remember on our own: we write things down; file them; enter them in a PDA. Some of us do it better, some of us are chronically disorganized, but at the end of the day each of us is performing his or her own knowledge management function.

Practical aspects of knowledge management in learning organization

10.12737/2402 ◽  
2013 ◽  
Vol 2 (6) ◽  
pp. 29-32
Author(s):  
Коробкина ◽  
M. Korobkina
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Practical Aspect ◽  
Mental Activity ◽  
Practical Advice ◽  
Foreign Experience ◽  
Management Function

The article deals with urgent problems of knowledge management in learning organizations; discusses the practical aspect of the company, based on knowledge; investigates the problems and prospects of learning organizations. The article aims to identify the mechanisms of corporate knowledge management in the learning organization. The author considers knowledge as a result of mental activity, there is a «people´s minds». Considered formalized and tacit knowledge, as true learning organization. Additionally, the article provides practical advice for learning organizations, developing the knowledge management function. The function of knowledge management is seen as an essential component of organizational learning. In conclusion, disclosed the problems and prospects of learning organizations, as well as considering the prospect of becoming a learning organization. The article is based on an analysis of the Russian and foreign experience.

scholarly journals Organizational Knowledge Communication – a Nascent 3rd Order Disciplinarity

2014 ◽  
Vol 1 (1) ◽  
pp. 83 ◽  
Author(s):  
Peter Kastberg
Keyword(s):  
Knowledge Management ◽  
Organizational Communication ◽  
Triple Helix ◽  
Communication Theory ◽  
Knowledge Work ◽  
Organizational Knowledge ◽  
Organization Studies ◽  
Theoretical Account ◽  
Management Function ◽  
Knowledge Communication

<p>There is an emerging tendency that the organizational communication functions of larger companies enter into a symbiotic relationship with the companies’ Knowledge Management function. A tendency this journal has labelled Organizational Knowledge Communication. This should come as no surprise to neither the researcher nor the practitioner; after all who can say where a corporation’s knowledge work ends and where its organizational communication begins – and vice versa? In this paper I will present a theoretical account of the three disciplinary trajectories that, in my view, have given rise to Organizational Knowledge Communication, i.e., organization studies, communication theory and Knowledge Management, respectively. In their synthesis the three trajectories form a disciplinary triple helix, a triple helix which, in turn, gives rise to Organizational Knowledge Communication as a novel, 3rd order disciplinarity. Whereas each discipline is a strand in its own right in the helix, these strands, nevertheless, also allow for disciplinary integration, albeit punctually and dynamically. And it is exactly in such trilateral punctual and dynamic integrations that Organizational Knowledge Communication becomes visible, becomes a disciplinarity. I theoretically present an example of such a punctual integration and point to some of the immediate research promises that it holds. This theoretical account ends by describing Organizational Knowledge Communication as a nascent 3rd order disciplinarity.</p>

The European Challenge of KM and Innovation

2004 ◽  
pp. 252-284
Author(s):  
Ana M.R. Correia ◽  
Anabela Sarmento
Keyword(s):  
Economic Growth ◽  
Knowledge Management ◽  
Small And Medium Enterprises ◽  
Knowledge Based ◽  
Management Function ◽  
Knowledge Intensive ◽  
Medium Enterprises ◽  
Enabling Institutions ◽  
Intensive Work ◽  
Knowledge Manager

Globalization, bringing about universal and dynamic transformations in every sector of the economy, is placing organizations everywhere in new and different competitive situations. In this context, the improvement of enterprise performance and economic growth makes increased demands for timely knowledge in the workplace to deliver competitive, knowledge-intensive work, enabling institutions and nations to maintain their vitality through economic growth and increased productivity. This chapter highlights the European strategy towards a knowledge-based society where innovation and competitiveness are the goals to be achieved. The Portuguese scenario concerning small and medium enterprises and the creation of a Portuguese knowledge and information economy are also described. Some approaches to knowledge management (KM), contributing to understanding the scope of this emergent domain, are introduced. The skills and competencies that a knowledge manager should develop in order to perform his/her job are discussed. The chapter concludes by mapping the main areas of study and practice that the authors consider as relevant to performing an effective knowledge management function.

Knowledge Management at Tata Chemicals, Mithapur

2016 ◽  
pp. 1-25
Author(s):  
Sanjay Verma ◽  
Mukund Dixit
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Knowledge Generation ◽  
External Knowledge ◽  
Management Function ◽  
New Knowledge ◽  
The Future ◽  
Knowledge Assimilation ◽  
Chemical Companies ◽  
Mind Set

This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd, Mithapur, has a unique knowledge base accumulated over generations of experiments, trials, and errors. It is in the midst of implementing a rejuvenation plan that has created opportunities for external knowledge assimilation and new knowledge generation. With details on the initiatives for knowledge collection, sharing, measurement of performance and the systems for rewards and recognition, the case provides an opportunity to the participants of a programme on Knowledge Management to analyze the initiatives and make recommendations for the future to the head of Knowledge Management function at the company. The participants would be able to map the realm of knowledge management in an organization and discern - how KM initiatives contributed to the transformation of the organisation from manufacturing centred mind-set to customer focused one.

Valuing the Knowledge Management Function

2003 ◽  
pp. 353-368 ◽  
Author(s):  
Heather A. Smith ◽  
James D. McKeen
Keyword(s):  
Knowledge Management ◽  
Management Function

The knowledge loop, a knowledge management tool for academic teaching

2008 ◽  
Author(s):  
Elfriede M. Ederer-Fick ◽  
Anita Giener ◽  
Helga Kittl-Satran ◽  
Brigitte Schachner
Keyword(s):  
Knowledge Management ◽  
Management Tool ◽  
Academic Teaching

Model Knowledge Management System Konseling Mahasiswa Berbasis Cloud Computing

CCIT Journal ◽  
2019 ◽  
Vol 12 (2) ◽  
pp. 138-148
Author(s):  
H. Abdul Hamid Arribathi ◽  
Dedeh Supriyanti ◽  
Lusyani Sunarya
Keyword(s):  
Information Technology ◽  
Cloud Computing ◽  
Knowledge Management ◽  
Management System ◽  
Positive Impact ◽  
Professional Staff ◽  
Knowledge Management System ◽  
Literature Study ◽  
Student Counseling ◽  
The World

Information technology is increasingly developing and has a positive impact on the world of education. The implementation of student counseling with a Knowledge Management System is one of the contributions of information technology in the world of education. Many benefits provided by the Student Counseling Knowledge Management System, in managing the knowledge needed by the counselor section to document student consultations. The development and implementation of a KMS counseling system costs more to employ professional staff to maintain and improve; KMS student counseling application; For this reason, it is necessary to design a Cloud Computing-based Student Counseling Knowledge Management System. The research method carried out in the first stage is to collect data and information about Knowledge Management and Student Counseling, and how to use it to create a Knowledge Management System Application, Student Counseling Based on cloud computing. Furthermore, conducting a literature study and literature review, system design is in the form of data architecture compounding, process design, network design, and user interface design. The design results of this system can facilitate educational institutions in conducting online cloud computing-based student counseling

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