Aligning Knowledge Management with Research Knowledge Governance

2016 ◽  
pp. 488-503
Author(s):  
Isabel Pinho ◽  
Cláudia Pinho
Keyword(s):  
Knowledge Management ◽  
Knowledge Production ◽  
Holistic Approach ◽  
Management Systems ◽  
Informal Networks ◽  
Research Knowledge ◽  
Knowledge Processes ◽  
The People ◽  
Information Management Systems ◽  
Knowledge Governance

Research Knowledge production is the result from knowledge processes that happen at diverse networks spaces. Those spaces are supported by a cascade of systems (Data Management Systems, Information Management Systems, Knowledge Management Systems, Evaluation Systems and Monitoring Systems) that must be aligned to avoid formation of silos and barriers to the flows of information and knowledge. The energy that powers consists of the people and their connections; so there is crucial to understand and govern formal and informal networks. By take a holistic approach, we propose to join benefits of an efficient knowledge management with the implementation of knowledge governance mechanisms in order to improve Research Knowledge production and its impacts.

Knowledge Appraisal and Knowledge Management Systems

2010 ◽  
pp. 28-46
Author(s):  
Hannah Standing Rasmussen ◽  
Nicole Haggerty
Keyword(s):  
Knowledge Management ◽  
Research Agenda ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Research Knowledge ◽  
Research And Practice ◽  
Multi Level ◽  
Multiple Levels ◽  
Practice Knowledge ◽  
Level Process

Knowledge management (KM) is a critical practice by which a firm’s intellectual capital is created, stored and shared. This has lead to a rich research agenda within which knowledge management systems (KMS) have been a key focus. Our research reveals that an important element of KM practice— knowledge appraisal—is considered in only a fragmentary and incomplete way in research. Knowledge appraisal reflects the multi-level process by which a firm’s knowledge is evaluated by the organization or individual for its value. The processes are highly intertwined with the use of the KMS. It therefore requires consideration of KA across multiple levels and types of knowledge across the entire KM cycle. To achieve this goal, we develop and present a taxonomy of knowledge appraisal practices and discuss their role in the KM lifecycle emphasizing implications for research and practice.

A Multi-Dimensional Knowledge Management Systems Planning Approach

2010 ◽  
Vol 09 (03) ◽  
pp. 291-302 ◽  
Author(s):  
Jan Aidemark
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Problem Area ◽  
Point Of View ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Systems Planning ◽  
Planning Approach ◽  
Organisational Knowledge

The paper presents a strategic planning approach for knowledge management systems. This research approaches the problem of failing KMS's by focusing on the planning phase. The result can be summarised as a set of frameworks for the strategic planning of knowledge management systems, i.e. information systems for the support of organisational knowledge processes. The approach is built on a broad set of theory, which has been used to discuss issues in KM/KMS from very broad perspectives. We approach the problem area from a strategic point of view, assuming that the problems of the area are based on a socio-technical dimension and that a multiple-paradigm approach is necessary for dealing with the problems of the various KM areas.

scholarly journals Critical Succes Factor Information System Model

2020 ◽  
Vol 8 (5) ◽  
pp. 5165-5171
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Information Management ◽  
Information Management System ◽  
System Model ◽  
Management Systems ◽  
Future Research ◽  
Management Support ◽  
Critical Success ◽  
Information Management Systems

The successful application of knowledge management as information system is determined by many factors where these factors are a component or part of knowledge management. The success of developing knowledge management will depend on these important factors. So far the knowledge system model that was built is only based on the main part without looking at the important parts of the model. This research aims to build a information system model based on factors of critical success. The identification of the critical success factors was sourced from 51 articles with a time span between 2006 and 2019. The results of this paper are a collection of several factors that determine the success of building a information management system. The most critical factor for information management systems is management support and organizational culture. Future research will continue research on strategies for implementing information management systems

scholarly journals An Integrated Knowledge Management Model for Community Enterprises: A Case Study of a Rural Community Enterprise in Thailand

2021 ◽  
Author(s):  
◽  
Lanthom Jonjoubsong
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organisational Culture ◽  
Management Systems ◽  
Collaborative Management ◽  
Incentive Systems ◽  
Knowledge Resources ◽  
Knowledge Processes ◽  
Operation And Management

<p>This research seeks to explore the  characteristics, organisational culture and current knowledge management (KM) practice in a community enterprise (CE). Prae Pun - a hand weaving CE in the northeast rural area of Thailand - has typical CE characteristics - self-employed and collaborative management, and a home-based production system utilising local resources and knowledge. This research used a qualitative method. Data were collected through narrative inquiry, participant observation and document analysis. The 18 respondents were Prae Pun members, committee members, an advisory committee member and office staff members. The data were analysed through theme analysis. The findings of this research reveal that, although community members would not be aware of doing so, Prae Pun managed its knowledge through informal educational activities - learning by doing and observation - and work processes concerned with collaboration and informality. The current KM practice of Prae Pun entails three processes: basic skill development, competence building and new knowledge creation through creation, capture, sharing, transferring, verification, utilisation and codification. Significantly for this study, KM of Prae Pun focuses on organisational knowledge creation and indigenous knowledge systems. The current KM of Prae Pun also has four other components. Its knowledge resources come from members, other villagers, other hand weaving groups, support organisations and markets. Most of the knowledge is tacit and indigenous. The operation and management systems determine the knowledge processes and provide supportive and incentive systems. The organisational culture and resources, including funding, social capital and appropriate technologies, also provide supportive and incentive systems. The resources are also the tools that facilitate the knowledge processes. The knowledge assets encompass actual assets - products, cloth designs,  techniques, and operation and management systems - and competencies including members' skills and abilities, social capital, and shared values, which are not registered as intellectual properties but are in the forms of organisational memories. The traditional KM practice of Prae Pun can be possibly strengthened by integrating modern KM concepts, including knowledge resources from academic and government agencies, appropriate technologies to facilitate knowledge codification and knowledge transfer, extrinsic reward and incentive systems, and facilitators or consultants to enhance members' communities of practice (CoPs). The findings of this study and the KM model contribute to both CE development and further research on KM in a CE context and indigenous KM.</p>

Knowledge Appraisal and Knowledge Management Systems

2010 ◽  
pp. 238-256
Author(s):  
Hannah Standing Rasmussen ◽  
Nicole Haggerty
Keyword(s):  
Knowledge Management ◽  
Research Agenda ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Research Knowledge ◽  
Research And Practice ◽  
Multi Level ◽  
Multiple Levels ◽  
Practice Knowledge ◽  
Level Process

Knowledge management (KM) is a critical practice by which a firm’s intellectual capital is created, stored and shared. This has lead to a rich research agenda within which knowledge management systems (KMS) have been a key focus. Our research reveals that an important element of KM practice—knowledge appraisal— is considered in only a fragmentary and incomplete way in research. Knowledge appraisal reflects the multi-level process by which a firm’s knowledge is evaluated by the organization or individual for its value. The processes are highly intertwined with the use of the KMS. It therefore requires consideration of KA across multiple levels and types of knowledge across the entire KM cycle. To achieve this goal, we develop and present a taxonomy of knowledge appraisal practices and discuss their role in the KM lifecycle emphasizing implications for research and practice.

Internet Support for Knowledge Management Systems

2011 ◽  
pp. 564-570 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Memory Systems ◽  
Organizational Memory ◽  
Management Systems ◽  
The Internet ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Information Awareness ◽  
Internet Information ◽  
Control Knowledge

Organizations are building and maintaining systems for managing organizational knowledge and memory. Users of these systems may not be at the same location; in many cases they are distributed across large geographical distances and multiple offices. Key to this task is developing an infrastructure that facilitates distributed access and utilization of the retained knowledge and memory. Connectivity and easy to use interfaces are main concerns. Jennex (2000) found that using the Internet as a common communications platform (either as an Intranet or an Extranet) and Web browsers as an interface is a viable, low cost solution. Newell, et al. (1999) found that Intranets not only supported distributed knowledge processes but also enhanced users’ abilities to capture and control knowledge. Stenmark (2002) proposes that using a multiple perspective of the Internet— information, awareness, and communication—allows developers to build successful Internet-based knowledge management systems, KMS. This article discusses how the Internet can be effectively used as an infrastructure for knowledge management/organizational memory systems, KMS/OMS.

Autopoietic Knowledge Management Systems

2021 ◽  
pp. 364-379
Author(s):  
Mariusz Żytniewski
Keyword(s):  
Knowledge Management ◽  
Knowledge Bases ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Learning And Development ◽  
Knowledge Processes ◽  
It Systems ◽  
Organisational Knowledge ◽  
Generate Process ◽  
Technical Solutions

Knowledge management in an organisation is a key activity that aims to improve the organisation's competitiveness through gathering, processing, storing, and sharing of organisational knowledge. Socio-technical solutions designed to support knowledge management are systems for managing knowledge in an organisation. IT systems can support employees in their knowledge processes as well as independently generate, process, and codify knowledge, thus supporting the processes of organisational learning and development of knowledge bases. The cyclical and recurrent character of activities, both in terms of the interactions between process participants in organisations and actions of IT systems themselves, can be perceived in terms of autopoiesis, which explains the significance of knowledge management systems in organisational knowledge processing. The aim of this chapter is to analyse a knowledge management system through the lens of autopoietic perception of the activities taking place in an organisation, which are performed in poietic space.

scholarly journals COMPARTILHAMENTO DE CONHECIMENTO EM UMA PEQUENA EMPRESA DE PRODUTOS ORTOPÉDICOS: ANÁLISE DAS PERCEPÇÕES DOS COLABORADORES

2021 ◽  
Vol 9 (25) ◽  
pp. 127-143
Author(s):  
Fernando Soares Rocha Júnior ◽  
Vânia Meneghini da Rocha ◽  
Marcelo Macedo
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Small Businesses ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Porto Alegre ◽  
Research Issues ◽  
Knowledge Processes

O objetivo central deste artigo é tentar compreender por meio da visão dos colaboradores de uma pequena empresa de produtos ortopédicos, as suas principais percepções, relacionadas ao compartilhamento de conhecimento organizacional. O método escolhido para a pesquisa é qualitativo com a tipologia qualitativa básica. Para a análise de resultados, foi utilizada a técnica de análise temática de Braun e Clarke. Os principais resultados encontrados demonstram que o compartilhamento de conhecimento na organização é realizado por intermédio da utilização das tecnologias de comunicações comuns ao público, assim como, com a realização frequente da técnica de brainstorming, conversas rápidas e outras estratégias para resolução de problemas conforme identificados nesta pesquisa. Referências Alavi, M., & Leidn, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107–136. Allameh, S. M.; Khozani, M. K.; Baniasadi, B. (2020) Consequences of knowledge processes in small businesses: the role of knowledge acquisition, dynamic capabilities, knowledge sharing and creativity. Int. J. Process Management and Benchmarking, Vol. 10, No. 1. Braun, V.; Clarke, V. (2012) Thematic analysis. In: Cooper, H. et al. (Eds.). APA handbook of research methods in psychology, v. 2, Research designs: Quantitative, qualitative, neuropsychological, and biological. Washington, DC: American Psychological Association, v. 2 p. 57-71. Creswell, J. W. (2007) Projeto de pesquisa: Métodos qualitativo, quantitativo e misto. 2. ed. Porto Alegre: Artmed. Cummings, J. (2003) Knowledge Sharing: A Review of the Literature. Washington D. C.: The World Bank Operations Evaluation Department. Dalkir, K. (2005) Knowledge Management in Theory and Practice. Oxford, UK:  Elsevier. Drucker, P. F. (1993) Sociedade Pós-Capitalista. São Paulo: Pioneira. Gold H. A.; Malhotra, A; Segars, A, H.; (2001). Knowledge management: An Organizational Capabilities Perspective. Journal of Management Information Systems, 18 (1), 185-214. Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research, 12 (6),345-360. Harel, R.; Schwartz, D.; Kaufmann, D. (2020) Sharing knowledge processes for promoting innovation in small businesses. European Journal of Innovation Management. ISO 30401:2018. (2018) International Organization For Standardization. Knowledge Management Systems – Requirements. Genebra: ISO. Kayas, O, G.; Wright, G. (2018) Knowledge Management and Organisational Culture. The Palgrave Handbook of Knowledge Management. ISBN 978-3-319-71434-9 (eBook). Merriam, S. B. (2009) Qualitative research: a guide to design and implementation. San Francisco: Jossey-Bass/Wiley, 2009. Morgan, G. (1980) Paradigms, metaphors, and puzzle solving in organization theory. Administrative Science Quarterly, v. 25, n. 4, p. 605-622. Na Ubon, A.; Kimble, C. (2002) Knowledge Management in Online Distance Education. Proceedings of the 3rd International Conference Networked Learning, University of Sheffield, UK, pp. 465-473. Ngah e Ibrahim (2010). The Effect of Knowledge Sharing on Organizational Performance in Small and Medium Enterprises. Santos, N.; Rados, G. J. V. (2020) Fundamentos teóricos de gestão do conhecimento. E-book. – 1. ed. – Florianópolis: Pandion, 114 p. Takeuchi, H.; Nonaka, I. (2008) Criação e dialética do conhecimento. In: Takeuchi, H.; Nonaka, I. Gestão do conhecimento. Porto Alegre: Bookman. Utami, Y.; Rofik, M.; Cahyaningtyas, N. W.; Darminto, D. P. (2021). Impact of Knowledge Sharing and Innovation on Small Business Performance. CISIS 2020: Complex, Intelligent and Software Intensive Systems pp 408-411.  

scholarly journals The importance of knowledge management systems for service industry companies operating locally and internationally

2017 ◽  
Vol 5 (2) ◽  
pp. 76-91
Author(s):  
Marcin Soniewicki
Keyword(s):  
Knowledge Management ◽  
Quantitative Research ◽  
Service Industry ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Internationalization Process ◽  
Service Companies ◽  
Knowledge Processes ◽  
Globalized World

This article aims to analyze the role of knowledge management systems (KMS) in knowledge processes taking place in particular types of service industry companies operating in Poland and checks the importance of these tools for such firms’ competitiveness in the current globalized world. This study distinguishes among companies that operate only locally (in Poland), and those that are on particular levels of internationalization process. This article is based on quantitative research in which 381 service industry firms were examined. The analysis show relatively large differences in the intensity of KMS usage among particular groups of service industry companies. These tools are especially intensively used by information technology (IT) and telecommunication as well as transport companies, and, in turn, less intensively by real estate as well as hotel and restaurant enterprises. Analysis has also shown that intensity of KMS usage among firms on any level of internationalization is considerably higher than among those operating locally. However, the most important finding is that intensive use of KMS in service companies is associated with being more competitive than those using KMS less intensely, and this difference is statistically significant.

Activity Theory for Knowledge Management in Organisations

2011 ◽  
pp. 201-215
Author(s):  
Lorna Uden
Keyword(s):  
Knowledge Management ◽  
Activity Theory ◽  
Design Theory ◽  
Collaborative Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Human Practices ◽  
Cultural Historical Activity

Current approaches to KMS (Knowledge Management Systems) tend to concentrate development mainly on technical aspects, but they ignore social organisational issues. Effective KMS design requires that the role of technologies is supporting business knowledge processes rather than storing data. CHAT (Cultural Historical Activity Theory) can be used as a theoretical model to analyse the development of knowledge management systems and knowledge sharing. Activity theory as a philosophical and crossdisciplinary framework for studying different forms of human practices is well suited for study research within a community of practice such as knowledge management in collaborative research. This chapter shows how activity theory can be used as a kernel theory for the development of a knowledge management design theory for collaborative work.

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