Effective Knowledge Management through Measurement

2013 ◽  
pp. 145-176
Author(s):  
Geoff Turner ◽  
Clemente Minonne
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Knowledge Creation ◽  
Educational Institution ◽  
Educational Institutions ◽  
Management Process ◽  
Wealth Creation ◽  
Knowledge Assets ◽  
Strategic Approach

Knowledge is now recognized as the most important factor of wealth creation, meaning there is no clearer way to prosperity than assigning priority to learning and knowledge creation. This is of greater significance to educational institutions because they are the primary drivers in the generation, accumulation, and dissemination of knowledge. As such, the value of an educational institution to society will depend on its capacity to create and share knowledge, which is an unremitting cycle of discovery and dissemination, or the conversion of knowledge from implicit to explicit. The source of an institution’s value to society lies in its ability to continuously improve that process by developing a strategy for acquiring and effectively and efficiently managing its knowledge base as well as understanding how and why its value is changing. In this chapter, the authors consider how an institution knows whether it is managing its knowledge assets in a sustainable way and whether they have increased or diminished over a certain period by looking at several propositions already in existence. It then proposes its own strategic approach, the Knowledge Management Monitor, to assist in this management process.

Social Aspects of Reverse Logistics and Knowledge Management

2016 ◽  
pp. 65-93 ◽  
Author(s):  
José G. R. Hernández ◽  
María J. García ◽  
Gilberto J. Hernández
Keyword(s):  
Knowledge Management ◽  
Reverse Logistics ◽  
Knowledge Creation ◽  
Logistic Model ◽  
Social Aspects ◽  
Knowledge Assets ◽  
Model Based ◽  
Management Knowledge ◽  
The Social

The main contribution of this chapter is the study of the generation and management knowledge, emphasizing the social aspects, from an area of the Logistic Model Based on Positions (LoMoBaP). The area to use is the Inverse logistics, which is integrated for the Reverse logistics manager, the Compilation and Reception manager and the Classification and use manager. The analysis will be done via dynamic knowledge, studying the upward spiral of knowledge creation, tacit to explicit to tacit. To do this will be constructed tables where the functions of these three positions will be identified and will be discussed, as these functions are involved in the process of management and generation of knowledge, following the processes of Socialization, Externalization, Combination and Internalization, simultaneously that are located in the Ba and knowledge assets are analyzed: Experimental, Conceptual Systemic and Routine Knowledge.

Where did all the knowledge go?

2003 ◽  
Vol 24 (3) ◽  
pp. 5-7 ◽  
Author(s):  
Patrick Marren
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Knowledge Creation ◽  
Knowledge Bases ◽  
Business Organizations

Discusses the economy and knowledge management via a knowledge bases and looks at where this knowledge base is today. States knowledge is a human being’s rightful certainty of what is actually the case, but does not help directly with knowledge on the job. Uses an example of a knowledge creation of a substitute, robot‐like creature called a “Golem” with cautionary, tragic results, to show what could happen in business organizations.

Knowledge management practice in South Asian higher education institutions

IFLA Journal ◽  
2019 ◽  
Vol 45 (4) ◽  
pp. 309-321
Author(s):  
Saima Kanwal ◽  
Miguel Baptista Nunes ◽  
Muhammad Arif
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
South Asian ◽  
Management Practices ◽  
Management Practice ◽  
Educational Institution ◽  
Educational Institutions ◽  
Future Research ◽  
Higher Educational Institutions ◽  
Higher Educational

The investigation reported in this paper intended to explore the research on knowledge management in higher educational institutions in South Asian countries. A systematic literature review was conducted to identify, select and retrieve relevant scholarly literature, by following a detailed protocol and a systematic data extraction strategy. The findings of the study showed that limited research on knowledge management in the context of higher educational institutions was conducted in both theoretical aspects and practical implementations, denoting an imperative to conduct more research in this area. The findings also disclosed that multiple factors affect the knowledge management practices among primary higher educational institution agents: faculty, administrative staff, and information professionals. As the result of the analysis of the literature review findings, a conceptual framework is proposed, which is expected to provide a good foundation for future research as well as pave the way towards more successful knowledge management implementations in the higher educational institutions in South Asia and beyond.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 641-648
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Preliminary assessment of knowledge management in education. Study of knowledge creation

2016 ◽  
Vol 6 (2) ◽  
pp. 55
Author(s):  
David Israel Contreras-Medina ◽  
Patricia Del Carmen Mendoza-García ◽  
Nelida Carmona-García ◽  
María Guadalupe Uribe-Plaza
Keyword(s):  
Knowledge Management ◽  
Young People ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Educational Institution ◽  
The State ◽  
Preliminary Assessment ◽  
Education Study ◽  
Ontological Dimension

The purpose of this study was to analyze, the development of the society through an educational Institution in Mexico considering Nonaka’s Knowledge Creation in ontological dimension on developing ideas phase to get an explicit knowledge. Become to tacit knowledge through applying in the context and return to explicitly measure their impact. The research was conducted from 2012 to 2014 considering 1106 young people from 10 cities within the state of Guanajuato. The results showed, the Knowledge Creation has allowed an increment of 51.40% students, inclusion and the creation of three new programs concluding the usefulness of Knowledge Management in Institutions of Mexico. The study shows a model to help another institutions to increase their competitivity.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 239-245 ◽  
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Manajemen Pengetahuan Salah Sebagai Satu Jalan Dalam Pengembangan Lembaga Pendidikan Unggul Pada Tk Bina Mulia Cibitung

2020 ◽  
Vol 1 (2) ◽  
pp. 85-98
Author(s):  
Muhamad Khaerudin, Joni Warta, Dwi Budi Srisulistiowati
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Educational Institution ◽  
Educational Institutions ◽  
Improve Performance ◽  
Significant Development ◽  
Organizational Goals ◽  
The Core ◽  
Intangible Resources ◽  
The World

Along with the significant development of life progress, the competition that occurs requires people to follow the flow of adjustments as well as the world of education which now provides many alternative choices and levels of quality. Educational institutions need to develop their competitive advantage in order to survive, compete and sustain their survival properly. The resources needed to maintain its survival are not solely from traditional resources but must also come from intangible resources, namely knowledge. To benefit from the knowledge they have and what knowledge they must have, educational institutions / organizations must manage their knowledge through knowledge management. Consciously, educational institutions must know the knowledge they have and their benefits to improve performance and increase innovation and creativity. To achieve superior educational institutions, knowledge management is needed, namely the ability to create and maintain value that is greater than the competitiveness of the core institution. Knowledge and experience are able to create, communicate and apply knowledge about various things to achieve organizational goals, namely to become a superior educational institution.

scholarly journals Implementasi Manajemen Pengetahuan Islam di Sekolah Muhammadiyah

Tarbiyatuna ◽  
2019 ◽  
Vol 10 (2) ◽  
pp. 181-187
Author(s):  
Umam Mufti ◽  
Hafidh Nur Fauzi ◽  
Djamaludin Perawironegoro
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Current Problem ◽  
Educational Institution ◽  
Added Value ◽  
Good Knowledge ◽  
Educational Institutions ◽  
Left Behind ◽  
Intellectual Assets ◽  
Implementation Management

Knowledge Management can be understood with a systematic step in managing intellectual assets / knowledge and various information from individuals and organizations to create excellence in competing for added value and innovation. Apart from that, knowledge is one of the agency's assets and can be a separate competitive advantage if it can be managed well. The current problem is the development of technology and the increasing competitiveness that occurs between educational institutions. If an educational institution does not have good knowledge management, of course, it will be left behind. Then good management is needed and is maximally applied in SD Muhammadiyah Trini Gamping Selman DIY. Implementation management takes into account two aspects, namely identification of knowledge and identification of structure and attention also found on the tacit and explicit factors as a pattern of developing knowledge management. If all of these factors are considered and applied correctly, superior schools that have good and superior management will emerge.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2010 ◽  
Vol 5 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Management Process ◽  
Technical Approach ◽  
Web Technologies ◽  
Learning Network ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

E-Cocreation of Knowledge through Informal Communications

2011 ◽  
pp. 135-153
Author(s):  
Kazushi Nishimoto
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
21St Century ◽  
Knowledge Creation ◽  
Professional Knowledge ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Free Riders ◽  
It Knowledge ◽  
Informal Communications

It is pointed out that the 21st century is an era of knowledge creation where productivity of knowledge is more important than the productivity of things. Therefore, improvement of the productivity of knowledge is an urgent demand from public organizations i.e., industry, academia and government as well as personal individuals. As a method to achieve it, knowledge management systems have recently been studied and developed. However, there have been few cases that could successfully improve the productivity of knowledge; many systems have been installed but not used. One of the principal problems of the ordinary attempts is, I think, the unbalanced way for sharing the knowledge. For example, experts are required to voluntarily provide their professional knowledge to create and to maintain a knowledge-base with many efforts so that novices as free riders can readily exploit the knowledge-base without any efforts. In order to solve and/or to avoid this problem, I focused on informal communications by chance as places for sharing knowledge and my laboratory has been constructed various e-cocreation systems to support sharing and creating knowledge in the informal communications. This chapter introduces some of the research efforts conducted in the author’s laboratory.

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