scholarly journals Knowledge Graphs

2021 ◽  
Vol 5 ◽  
Author(s):  
Roderic Page
Keyword(s):  
Knowledge Management ◽  
Large Scale ◽  
Personal Knowledge ◽  
Knowledge Graph ◽  
Specific Knowledge ◽  
Management Tools ◽  
Global Projects ◽  
Knowledge Graphs ◽  
Constructing Knowledge ◽  
Knowledge Management Tools

Knowledge graphs embody the idea of "everything connected to everything else." As attractive as this seems, there is a substantial gap between the dream of fully interconnected knowledge and the reality of data that is still mostly siloed, or weakly connected by shared strings such as taxonomic names. How do we move forward? Do we focus on building our own domain- or project-specific knowledge graphs, or do we engage with global projects such as Wikidata? Do we construct knowledge graphs, or focus on making our data "knowledge graph ready" by adopting structured markup in the hope that knowledge graphs will spontaneously self-assemble from that data? Do we focus on large-scale, database-driven projects (e.g., triple stores in the cloud), or do we rely on more localised and distributed approaches, such as annotations (e.g., hypothes.is), "content-hash" systems where a cryptographic hash of the data is also its identifier (Elliott et al. 2020), or the growing number of personal knowledge management tools (e.g., Roam, Obsidian, LogSeq)? This talk will share experiences (the good, bad, and the ugly) as I have tried to transition from naïve advocacy to constructing knowledge graphs (Page 2019), or participating in their construction (Page 2021).

scholarly journals KM Tools : Making Connections

2021 ◽  
Author(s):  
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Knowledge Base ◽  
Development Programs ◽  
Engineer Research ◽  
Management Tools ◽  
Experimental Knowledge ◽  
Development Center ◽  
Knowledge Management Tools ◽  
The U.S

Knowledge management is vital to successfully executing research and development programs within the U.S. Army Engineer Research and Development Center (ERDC). Experimental knowledge management initiatives over the years led to discoveries about the best ways to store and access ERDC’s vast knowledge base. This document highlights several of the effective knowledge management tools that evolved from these discoveries, helping you to find and share knowledge!

Managing Requirements Elicitation Knowledge using a Spatial Hypertext Wiki

2011 ◽  
pp. 68-83
Author(s):  
Carlos Solis ◽  
Nour Ali
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Requirements Elicitation ◽  
Conversion Process ◽  
Management Tools ◽  
Prioritization Process ◽  
Knowledge Types ◽  
Requirements Negotiation ◽  
Knowledge Management Tools

Wikis have been widely used as knowledge management tools. However, most of them do not support the conversion process of knowledge in an appropriate way. Specifically, they do not support brainstorming and creativity techniques, which are needed to convert tacit knowledge into explicit. This chapter presents how a wiki tool called the Spatial Hypertext Wiki (ShyWiki) can be used for supporting collaborative requirements elicitation following the knowledge creation spiral of Nonaka. The knowledge conversions in the spiral (socialization, externalization, combination, and internalization) and the knowledge types in each conversion are related to different activities in requirements elicitation, which can be performed through ShyWiki. ShyWiki allows stakeholders to collaborate by creating, brainstorming, structuring and reorganizing requirements contained in notes. In this way, the requirements negotiation and prioritization process can be done through the wiki pages which are seen as virtual boards that hold hypertext notes.

A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

2009 ◽  
pp. 1-16
Author(s):  
Gianluca Elia
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Strategy ◽  
General Framework ◽  
Knowledge Management System ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Implementation Phase ◽  
Knowledge Strategy ◽  
Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

Intranets

2011 ◽  
pp. 439-454
Author(s):  
Goran Vlasic ◽  
Jurica Pavicic ◽  
Zoran Krupka
Keyword(s):  
Knowledge Management ◽  
Knowledge Exchange ◽  
Efficiency Analysis ◽  
Management Tools ◽  
The World ◽  
Business Efficiency ◽  
Working Together ◽  
Project Coordination ◽  
Development And Management ◽  
Knowledge Management Tools

This chapter deals with the importance of intranets as knowledge management tools/media enabling efficient knowledge exchange and development within an organization and the “community” of stakeholders. Communities are analyzed as networked systems of interested parties. The importance of intranets is even more stressed today when most company activities are project based—with project members working together from all over the world. Intranets serve as project coordination support as well as organization functioning generalization through combining different project activities into organizational efficiency analysis. This chapter analyzes possibilities of different approaches to development and management of intranets, and thus of networked people creating a certain networked “community form.” These developments are crucial to virtual workplaces as well as for increasing business efficiency

Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

Managing Knowledge Diversity in Distributed Organizational Structures

2008 ◽  
pp. 275-298 ◽  
Author(s):  
Claude Paraponaris
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Organizational Structures ◽  
Human Memory ◽  
Management Tools ◽  
Important Conclusion ◽  
Knowledge Diversity ◽  
Knowledge Management Tools ◽  
High Technologies

Knowledge in organizations can be compared with human memory. There is no unique place for creating and conserving knowledge. Knowledge in Multinationals realize it’s potential with various tools of management. The diversity of tools leads to the issue of coordinating levels of management. How managing different tools of KM without disrupting the knowledge creating process? To address this issue we analyses several knowledge management strategies of high technologies industries (computer, telecommunications and pharmacy). In these cases diversity encourages implementation of knowledge management tools. The precision of these tools indicates the firm’s competence in managing and diffusing knowledge. An important conclusion that can be drawn is that several factors (redundancy, diversity, discussion and duration) can reinforce these competences and, in fact: network mechanisms in organization.

Knowledge Management for an Effective Sales and Marketing Function

2010 ◽  
pp. 324-337
Author(s):  
Amit Karna ◽  
Ramendra Singh ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Time Lags ◽  
Information And Communications Technologies ◽  
Management Tools ◽  
Marketing Function ◽  
Sales And Marketing ◽  
Communications Technologies ◽  
Managerial Attention ◽  
External Stakeholders ◽  
Knowledge Management Tools

In the last decade, knowledge management has been receiving managerial attention particularly in the post-Internet era. With advancements in information and communications technologies, the incentives to manage knowledge have far surpassed the costs associated with it. The sales and marketing (S&M) function is one of the important functions in an organization with a unique blend of internal and external stakeholders to cater to. Another unique feature of knowledge management in the S&M function is that it lies on the interface of the organization with its customers. Therefore, information that comes into the organization through sales and marketing employees is often collected, filtered, and assimilated in different forms and with time lags. This chapter is aimed at familiarizing the readers with the importance of managing a continuously churning ocean of knowledge in the S&M function. We address various knowledge management issues and opportunities in the context of S&M and recommend a set of guidelines to enable managers increase the effectiveness of the S&M function by using appropriate knowledge management tools and strategies.

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