Knowledge-Based E-Government Solutions in Dynamic Environment

2014 ◽  
pp. 1-21
Author(s):  
Andrea Kő ◽  
Barna Kovács ◽  
András Gábor
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Public Administration ◽  
Management Strategy ◽  
Dynamic Environment ◽  
Point Of View ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Innovative Learning ◽  
Market Needs

e-Government services have to operate in dynamic environments, and there is a limited time for adaptation in terms of legislation, society, and economy. Maintaining reliable services is even more difficult with continuous changes, like mergers and acquisitions, supply chain activity, staff turnover, and regulatory variation. The nature of the changes has become discontinuous; however, the existing approaches and IT solutions are inadequate for highly dynamic and volatile processes. The management of these challenges requires harmonized change management and knowledge management strategy. In this chapter, the selected change management strategy and the corresponding knowledge management strategy and their IT support are analyzed from the public administration point of view. SAKE (FP6 IST-2005-027128) and SMART projects (LLP 201-1-ES1-LEO05-49395) approaches and IT solutions are discussed to demonstrate the strategic view and to solve the knowledge management and change management related problems and challenges in public administration. Pilots of the projects are focusing on the challenge of dynamically matching educational system offer and job market demand. SAKE provides holistic framework and tool for an agile knowledge-based e-government, while SMART offers an innovative learning environment that will match labour market needs with the training offer.

Agile Knowledge-Based E-Government Supported by SAKE System

2012 ◽  
pp. 161-185
Author(s):  
Andrea Ko ◽  
Barna Kovács ◽  
András Gábor
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Public Administration ◽  
Management Strategy ◽  
Point Of View ◽  
Economic Downturn ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Combined Application ◽  
Short Run

The evolution of e-Government services moves quickly. There is a limited time for adaptation to the new environment in terms of legislation, society, and economy. Maintaining reliable services and a secure IT environment is even more difficult with perpetual changes like mergers and acquisitions, supply chain activity, staff turnover, and regulatory variation. The nature of the changes has become discontinuous; however, the existing approaches and IT solutions are inadequate for highly dynamic and volatile processes. The management of these challenges requires harmonized change management and knowledge management strategy. In this chapter, the selected change management strategy, the corresponding knowledge management strategy, and their IT support are analyzed from the public administration point of view. SAKE project (FP6 IST-2005-027128 funded by the European Commission) approach and IT solution are detailed to demonstrate the strategic view and to solve the knowledge management and change management related problems and challenges in public administration. The current situation of economic downturn and political change forces public administration to follow the reconfiguration of existing resources strategy, which is appropriate on the short run; moreover, the combined application of personalization and codification strategy can result in long-term success.

Agile Knowledge-Based E-Government Supported By Sake System

2013 ◽  
pp. 191-215
Author(s):  
Andrea Ko ◽  
Barna Kovács ◽  
András Gábor
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Public Administration ◽  
Management Strategy ◽  
Point Of View ◽  
Economic Downturn ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Combined Application ◽  
Short Run

The evolution of e-Government services is fast. There is a limited time for adaptation to the new environment in terms of legislation, society, and economy. Maintaining reliable services and a secure IT environment is even more difficult with perpetual changes like mergers and acquisitions, supply chain activity, staff turnover, and regulatory variation. Nature of the changes has become discontinuous; however, the existing approaches and IT solutions are inadequate for highly dynamic and volatile processes. The management of these challenges requires harmonized change management and knowledge management strategy. In this paper, the selected change management strategy and the corresponding knowledge management strategy and their IT support is analysed from the public administration point of view. SAKE project (FP6 IST-2005-027128 funded by the European Commission) approach and IT solution are detailed to demonstrate the strategic view and to solve the knowledge management and change management related problems and challenges in public administration. The current situation of economic downturn and political change forces public administration to follow the reconfiguration of existing resources strategy, which is appropriate on the short run, moreover the combined application of personalization and codification strategy can result in long-term success.

Agile Knowledge-Based E-Government Supported By Sake System

2011 ◽  
Vol 13 (3) ◽  
pp. 1-20 ◽  
Author(s):  
Andrea Ko ◽  
Barna Kovács ◽  
András Gábor
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Public Administration ◽  
Management Strategy ◽  
Point Of View ◽  
Economic Downturn ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Combined Application ◽  
Short Run

The evolution of e-Government services is fast. There is a limited time for adaptation to the new environment in terms of legislation, society, and economy. Maintaining reliable services and a secure IT environment is even more difficult with perpetual changes like mergers and acquisitions, supply chain activity, staff turnover, and regulatory variation. Nature of the changes has become discontinuous; however, the existing approaches and IT solutions are inadequate for highly dynamic and volatile processes. The management of these challenges requires harmonized change management and knowledge management strategy. In this paper, the selected change management strategy and the corresponding knowledge management strategy and their IT support is analysed from the public administration point of view. SAKE project (FP6 IST-2005-027128 funded by the European Commission) approach and IT solution are detailed to demonstrate the strategic view and to solve the knowledge management and change management related problems and challenges in public administration. The current situation of economic downturn and political change forces public administration to follow the reconfiguration of existing resources strategy, which is appropriate on the short run, moreover the combined application of personalization and codification strategy can result in long-term success.

Knowledge Management Strategy Formation

2011 ◽  
pp. 419-428 ◽  
Author(s):  
Clyde W. Holsapple ◽  
Kiku Jones
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Processing ◽  
Strategy Formation ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Km Strategy ◽  
Blind Spots

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?

C3EEP Typology and Taxonomies

2010 ◽  
pp. 133-158 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Academic Knowledge ◽  
Knowledge Based

This chapter proposes the C3EEP typology as a framework of knowledge management strategies by using six knowledge based strategic dilemmas. A number of graphic presentations of the complete typology are reported. Based on the typology, nine taxonomies of knowledge management (KM) are proposed and are followed by a framework that uses the six dilemmas and the knowledge levers as leading dimensions for the development of organization’s knowledge management strategy. The proposed typology and taxonomies are closing a gap in academic knowledge management and strategic management literatures.

Knowledge Management Strategy Formation

2011 ◽  
pp. 862-873
Author(s):  
Clyde W. Holsapple ◽  
Kiku Jones
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Processing ◽  
Strategy Formation ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Km Strategy ◽  
Blind Spots

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?

scholarly journals Developing a Causal Model to Improve Knowledge Management in Knowledge-Based Companies in the Field of Health by Mixed Methods

2021 ◽  
Vol 12 (2) ◽  
pp. 127-139
Author(s):  
Hossein Sojoudi ◽  
Majid Bagherzadeh khajeh ◽  
Alireza Bafandeh Zendeh ◽  
Soleyman Iranzadeh
Keyword(s):  
Factor Analysis ◽  
Knowledge Management ◽  
Confirmatory Factor Analysis ◽  
Research Method ◽  
Management Strategy ◽  
Success Factors ◽  
Causal Model ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Confirmatory Factor

Background and Objectives: Among the many factors, researchers have pointed to the existence of a wide range of models and tools for knowledge management success, which makes it difficult for companies to choose the right model according to the internal conditions of the company. Given the knowledge of many health businesses, increasing managerial skills will not be possible without considering the success of knowledge management. Accordingly, the purpose of this study was to develop a causal model to improve knowledge management in knowledge-based companies in the field of health by combining themes of analysis methods and structural-interpretive modeling. Material and Methods: The research method is mixed using the qualitative research method of theme analysis, the success factors of knowledge management in knowledge-based companies in the field of health are identified and in the next step, based on confirmatory factor analysis, the results of the qualitative section in the statistical community of knowledge companies The foundations of the field of health have been examined and in the next step, using the interpretive structural modeling method, the causal model of success factors has been developed. Results: The results of the research in the qualitative section show nine main themes including knowledge management strategy, industrial environmental factors, cultural factors, IT infrastructure development, individual factors, organizational factors, Knowledge management incentives, subjective norms and central category (knowledge management). It came with forty-two sub-themes. Also, the results of confirmatory factor analysis indicate the appropriateness of the main themes extracted from the qualitative part. The results of structural-interpretive modeling also showed that knowledge management strategy and environmental and industrial factors are considered as the main factors in the success of knowledge management. Conclusion: The results of this study created a model of knowledge management success and also showed the results of a quantitative part of the exact model's quality.

Knowledge Management Strategy Formation

2011 ◽  
pp. 750-762 ◽  
Author(s):  
Clyde W. Holsapple ◽  
Kiku Jones
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Processing ◽  
Strategy Formation ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Km Strategy ◽  
Blind Spots

Knowledge-based organizations (Holsapple & Whinston, 1987; Paradice & Courtney, 1989; Bennet & Bennet, 2003) are intentionally concerned with making the best use of their knowledge resources and knowledge-processing skills in the interest of enhancing their productivity, agility, reputation, and innovation (Holsapple & Singh, 2001). A key question that confronts every knowledge-based organization is concerned with how to approach the task of forming a KM strategy. Beyond aligning KM strategy with an organization’s vision and overall strategy for achieving its mission, how does the creator of a KM strategy proceed? How is the created (or adopted) KM strategy communicated and evaluated? What can be done to avoid blind spots, gaps, and flaws in the strategy?

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