Ontology-Based Knowledge Management for Enterprise Systems

2013 ◽  
pp. 184-212
Author(s):  
Mohammad Nazir Ahmad ◽  
Nor Hidayati Zakaria ◽  
Darshana Sedera
Keyword(s):  
Systematic Review ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Dynamic Network ◽  
Enterprise Systems ◽  
Theoretical Framework ◽  
Enterprise System ◽  
Knowledge Repository

Companies face the challenges of expanding their markets, improving products, services and processes, and exploiting intellectual capital in a dynamic network. Therefore, more companies are turning to an Enterprise System (ES). Knowledge management (KM) has also received considerable attention and is continuously gaining the interest of industry, enterprises, and academia. For ES, KM can provide support across the entire lifecycle, from selection and implementation to use. In addition, it is also recognised that an ontology is an appropriate methodology to accomplish a common consensus of communication, as well as to support a diversity of KM activities, such as knowledge repository, retrieval, sharing, and dissemination. This paper examines the role of ontology-based KM for ES (OKES) and investigates the possible integration of ontology-based KM and ES. The authors develop a taxonomy as a framework for understanding OKES research. In order to achieve the objective of this study, a systematic review of existing research was conducted. Based on a theoretical framework of the ES lifecycle, KM, KM for ES, ontology, and ontology-based KM, guided by the framework of study, a taxonomy for OKES is established.

Ontology-Based Knowledge Management for Enterprise Systems

2011 ◽  
Vol 7 (4) ◽  
pp. 64-90 ◽  
Author(s):  
Mohammad Nazir Ahmad ◽  
Nor Hidayati Zakaria ◽  
Darshana Sedera
Keyword(s):  
Systematic Review ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Dynamic Network ◽  
Enterprise Systems ◽  
Theoretical Framework ◽  
Enterprise System ◽  
Knowledge Repository

Companies face the challenges of expanding their markets, improving products, services and processes, and exploiting intellectual capital in a dynamic network. Therefore, more companies are turning to an Enterprise System (ES). Knowledge management (KM) has also received considerable attention and is continuously gaining the interest of industry, enterprises, and academia. For ES, KM can provide support across the entire lifecycle, from selection and implementation to use. In addition, it is also recognised that an ontology is an appropriate methodology to accomplish a common consensus of communication, as well as to support a diversity of KM activities, such as knowledge repository, retrieval, sharing, and dissemination. This paper examines the role of ontology-based KM for ES (OKES) and investigates the possible integration of ontology-based KM and ES. The authors develop a taxonomy as a framework for understanding OKES research. In order to achieve the objective of this study, a systematic review of existing research was conducted. Based on a theoretical framework of the ES lifecycle, KM, KM for ES, ontology, and ontology-based KM, guided by the framework of study, a taxonomy for OKES is established.

Knowledge management strategies, intellectual capital, and innovation performance: a comparison between high- and low-tech firms

2018 ◽  
Vol 22 (8) ◽  
pp. 1757-1781 ◽  
Author(s):  
Marta Buenechea-Elberdin ◽  
Josune Sáenz ◽  
Aino Kianto
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Management Strategies ◽  
Innovation Performance ◽  
Primary Data ◽  
Content Type ◽  
Knowledge Resources ◽  
Technological Level

Purpose This study aims to analyse the complementary role of structural and relational capital (as the outcomes of codification and personalisation knowledge management strategies) in renewal capital and innovation in high- and low-tech companies. Design/methodology/approach The primary data, which were collected through a structured questionnaire from 180 Spanish companies, are analysed using structural equation modelling based on partial least squares. Findings Overall, the study offers three fundamental findings. First, it demonstrates the outstanding role of renewal capital as an intellectual capital (IC) component; second, it provides a conceptual analysis of the connection between knowledge management strategies and IC; and third, it highlights the necessity of considering the technological level of the firm as a contingency variable affecting the IC–innovation relationship. Research limitations/implications The study has three apparent limitations: The sample of firms is restricted to Spanish companies, data concerning the main study variables were collected from only one person at each firm, and not all of the possible components of IC were included in the research model. Practical implications Business practitioners can find useful guidelines for making efficient use of knowledge resources when boosting innovation performance, depending on the technological level of their firms. Originality/value Although many studies have tried to disentangle the IC–innovation connection, this study is unique, as it considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis.

New ICTs for Knowledge Management in Organizations

2016 ◽  
Vol 20 (3) ◽  
pp. 417-422 ◽  
Author(s):  
Pedro Soto-Acosta ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Organizational Level ◽  
Special Issue ◽  
Content Type ◽  
Academic Knowledge ◽  
The Impact

Purpose The purpose of this special issue is to point out the possibilities of new information and communication technologies (ICTs) for knowledge management (KM) in organizations, offering different perspectives on and approaches for the role of new ICTs for KM, as well as measuring the impact and diffusion of new ICTs for KM within organizations. Design/methodology/approach The selection of the papers included in this special issue is largely based on the work of the conference “7th European Conference on Intellectual Capital - ECIC” (April 2015, Cartagena, Spain), where the special issue editors organized a track on “New ICTs for Knowledge Management in Organizations”. The conference gathered leading scholars in the fields of intellectual capital and KM, dealing with the acquisition, creation and sharing of collective intelligence and how to utilize increased academic knowledge and networking in promoting economic and organizational innovations and changes. Findings The collection of papers covered in this special issue identifies challenging problems on the role of new ICTs for KM and their role in the design and implementation of innovative products, services or processes in organizations. Research limitations/implications The special issue tries to offer some new relevant advances for the academic and practice communities in the growing body of research analyzing new ICTs for KM. However, the theoretical and empirical advances showed represent only a partial view, which corresponds to the impact of new ICTs for KM at the organizational level of analysis. Practical implications The nature of new ICTs, such as social networking tools, wikis, internal blogging and the way they are used, suggest that nowadays they may differ from traditional organizational systems in two critical ways: the voluntary (typically not mandatory) use and their lack of activity or process orientation. Originality/value The special issue explores the phenomena by integrating different perspectives and approaches, including qualitative and quantitative empirical. This integration overcomes some limitations about the understanding of the issues under investigation.

Towards an Integrated Model of Knowledge Sharing in Software Development

2009 ◽  
pp. 1714-1741
Author(s):  
Karlheinz Kautz ◽  
Annemette Kjærgaard
Keyword(s):  
Knowledge Management ◽  
Social Interaction ◽  
Empirical Study ◽  
Software Development ◽  
Knowledge Sharing ◽  
Theoretical Framework ◽  
Integrated Model ◽  
Literature Study ◽  
The Relationship

This article adds to the discussion on knowledge management (KM) by focusing on the process of knowledge sharing as a vital part of KM. The article focuses on the relationship between knowledge, learning, communication, and participation in action, and the role of social interaction and technical media in the knowledge sharing process. We develop an initial theoretical framework of knowledge sharing on the basis of a literature study. Drawing on an empirical study of knowledge sharing in a software development company, we discuss what supports and what hinders knowledge sharing in software development. Finally, we use this knowledge to improve the theoretical framework.

Strategic Leadership for Organizational Learning

2017 ◽  
pp. 1521-1534
Author(s):  
Junghwan Kim ◽  
Soo Yeon Park ◽  
Jieun You
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Theoretical Framework ◽  
Strategic Leadership ◽  
Theoretical Studies ◽  
Supportive Leadership ◽  
Feedback Learning ◽  
The Relationship

In the relationship between organizational learning and supportive leadership, the role of leaders in knowledge management, including the transfer of new insights among individuals, groups, and organizational levels, is greatly concerned with the workplace practice. The purpose of this chapter is to examine how strategic leadership contributes to organizational learning, specifically the process of knowledge transfer using the 4I organizational learning model developed by Mary Crossan and colleagues as a theoretical framework. By reviewing empirical and theoretical studies, this study's findings provide knowledge of effective strategic leadership for organizational learning. In specific, several roles of strategic leadership for feedforward and feedback learning respectively were suggested. The study's findings have implications for researchers and practitioners, discussed at the end of this chapter.

The Role of Effective Chief Knowledge Officer in Facilitating Knowledge Management

2016 ◽  
Vol 15 (04) ◽  
pp. 1650035 ◽  
Author(s):  
Mahmoud M. Migdadi
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Primary Role ◽  
Research Model ◽  
Intellectual Assets ◽  
Related Aspect ◽  
Multiple Issues ◽  
Organisation Structure ◽  
Conceptual Research

This paper addresses the need to appoint a chief knowledge officer (CKO) in an organisation and where that position be placed within the organisation structure. It also presents a comprehensive review of the literature in an attempt to answer the question regarding the elements: attributes and responsibilities of the CKO, and organisational conditions that contribute to the CKO success. Moreover, this paper highlights the role of the effective CKO in facilitating knowledge management (KM). Finally, this paper addresses the challenges that the CKO may encounter and forecasts what will be tomorrow's CKO. The approach of this paper is based on an intensive and comprehensive literature review that aim to study the CKO position and address different aspects related to the real potential of the CKO's role that is, transforming intellectual capital into profit. An integrative conceptual research model is adopted and modified to encompass the CKO attributes, responsibilities, and organisational conditions that contribute to the CKO success and his/her role in facilitating KM. Both quantitative and qualitative studies that addressed related aspect to CKO have been reviewed. From these studies it can be concluded that the primary role of the CKO is to convert knowledge into profit by leveraging the organisation's intellectual assets through facilitating KM. This study is probably one of the first studies to introduce a research model that delineates and integrates multiple issues that contribute to the success of the CKO and comprehensively present a detailed literature about this position. The findings of this paper have implications for both academicians and organisational executives.

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