scholarly journals Improvement of the Production Quality of the Textile Industries in Madagascar by the Knowledge Engineering

2020 ◽  
Vol 8 (2) ◽  
pp. 28-33
Author(s):  
Andriamananarivo Ignace Rakotozandry ◽  
Prosper Bernard ◽  
michel sica ◽  
Diamondra Razaivaovololoniaina
Keyword(s):  
Knowledge Management ◽  
Textile Industry ◽  
Success Factors ◽  
Knowledge Engineering ◽  
Production Quality ◽  
Free Zone ◽  
Critical Success ◽  
Sources Of Knowledge ◽  
Managerial Strategy ◽  
Production Improvement

The textile industry in Madagascar has a very important weight for the Malagasy economic situation. It is the sector that contributes the most to job creation as well as to export. There are two main categories of factories: free zone companies that are moving towards export and small and medium-sized units who produce for local consumption. The lack of technical competence of the majority of the employees constitutes a common block for the two factories category. The failure is related to the low employee’s education level. This gap questions the competitiveness of textile enterprises in Madagascar at national and global level. Moreover, quality is one of the critical success factors that must be mastered by textile companies to be able to dominate the world of competition. This paper suggests a managerial strategy, the Knowledge management, as lever of quality production improvement. It has as objective the capitalization, enhancement and improvement of the company's knowledge while placing at the center the human resources. These are the sources of knowledge and the challenge is to formalize and share expert is know-how. Nonaka’s model has been exploited to achieve knowledge transfer. MASK method is used to rationalize Nonaka's knowledge management cycle. It is recommended that textile companies in Madagascar integrate knowledge management into their management system in order to optimize production quality, productivity and stimulate innovation.

Knowledge management

2014 ◽  
Vol 14 (1) ◽  
pp. 108-134 ◽  
Author(s):  
Morteza Shokri-Ghasabeh ◽  
Nicholas Chileshe
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Research Study ◽  
South Australia ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Management Support ◽  
Content Type ◽  
Critical Success ◽  
Methodological Triangulation

Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

scholarly journals ADOPTION OF KNOWLEDGE MANAGEMENT IN PAKISTAN: AN INVESTIGATION OF CRITICAL SUCCESS FACTORS

2021 ◽  
Vol 12 (1) ◽  
pp. 159-169
Author(s):  
Qamar Ali ◽  
Sami Ullah Bajwa ◽  
Khaliq Ur Rehman
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Banking Sector ◽  
Global Networks ◽  
Priority List ◽  
Organizational Infrastructure ◽  
Critical Success ◽  
Detailed List

Although, knowledge has been recognized as a key business asset, firms are still in the infancy stages of comprehending the practical implications of knowledge management. Developing countries are widely believed to be falling far behind in competitiveness and socio-economic development, due to their inability to develop capacities to enable themselves to take part in the emerging global networks of knowledge creation. There is a dire need for a more organized and purposeful study, on critical success factors for knowledge management adoption in developing countries like Pakistan. However, no research, so far, has been conducted to empirically investigate a detailed list of CSFs for KM adoption in Pakistan. This paper evaluates and disseminates the findings of a self-administered survey to investigate the critical success factors for the implementation of KM in banking sector of Pakistan. A survey questionnaire having 11 factors, consisting 66 items is adopted in this study, which is statistically tested for its validity as well as reliability. Data are collected from banking officials. The level of importance, as well as the ranking list of the critical success factors for KM adoption is statistically examined. This paper provides a priority list of CSFs—figured out in order of their importance—for KM adoption in the banking sector of Pakistan. Human resource management, motivational aids, and processes and activities are found to be the most important, while measurement and organizational infrastructure are found to be the least important factors, perceived by the bankers.

Best Practices

2011 ◽  
pp. 142-149 ◽  
Author(s):  
Wesley C. Vestal ◽  
Kimberly Lopez
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Communities Of Practice ◽  
Best Practice ◽  
Success Factors ◽  
Knowledge Exchange ◽  
Bottom Line ◽  
Critical Success ◽  
Ongoing Work ◽  
The Rich

Organizations continually look for ways to do more with less. One of the most important methods today for helping improve the company bottom line involves linking experts in Communities of Practice to find, share and validate best practices, ideas and solutions. This chapter examines how several best-practice organizations select Communities of Practice, provide support for their ongoing work, develop specialized roles to sustain their efforts, and use technology to bolster the rich tacit knowledge exchange offered by these entities. APQC has also developed a list of critical success factors for Communities of Practice and questions to help organizations develop those factors from its research on Knowledge Management over the last eight years.

Critical Success Factors and Outcomes of Market Knowledge Management

2010 ◽  
Vol 6 (3) ◽  
pp. 1-21 ◽  
Author(s):  
Subramanian Sivaramakrishnan ◽  
Marjorie Delbaere ◽  
David Zhang ◽  
Edward Bruning
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Future Research ◽  
Effective Management ◽  
Market Knowledge ◽  
Information Technology Adoption ◽  
Critical Success ◽  
Using Data

In this paper, the authors examine critical success factors and outcomes of market knowledge management, which is the management of knowledge pertaining to a firm’s customers, competitors, and suppliers. Using data collected from 307 managers in 105 businesses across Canada, the authors show that a firm’s extent of information technology adoption, its analytical capabilities, and market orientation are critical success factors for the firm’s market knowledge management. An important outcome of market knowledge management is the organization’s financial performance, mediated by customer satisfaction and customer loyalty. Results of this study indicate that superior business performance depends not only on the effective management of knowledge, but also on what type of knowledge is managed. Finally, implications of results and avenues for future research are discussed.

Evaluating Critical Success Factors Model of Knowledge Management

2015 ◽  
Vol 11 (3) ◽  
pp. 17-36 ◽  
Author(s):  
Mohammadbashir Sedighi ◽  
Sander van Splunter ◽  
Fardad Zand ◽  
Frances Brazier
Keyword(s):  
Knowledge Management ◽  
Environmental Factors ◽  
Corporate Culture ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Issue ◽  
Energy Sector ◽  
World Knowledge ◽  
Business World ◽  
Critical Success

Knowledge management is a critical issue in today's business world. Knowledge is considered to be one of the most strategic resources of a firm and sources of competitive advantage. This paper identifies and ranks Critical Success Factors (CSFs) for implementation of knowledge management in the Iranian Energy Sector. Using the Analytic hierarchy process (AHP) method the relative quantitative weights of 8 of the major CSFs for implementation of knowledge management are identified, based on analyses with KM designers in the Iranian energy sector. The outcomes of the research designate that the critical success factors in the order of importance are: corporate culture, human and financial resources, strategy and leadership, structures and procedures, meso environmental factors, knowledge management process, macro environmental factors, technology and infrastructure.

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