Data Mining Techniques in Knowledge Management

2017 ◽  
pp. 200-232
Author(s):  
Hirak Dasgupta
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Economy ◽  
High Technology ◽  
Educational Institutions ◽  
Diffusion Of Knowledge ◽  
Technology Products ◽  
And Diffusion

The ability to manage knowledge is becoming increasingly more crucial in today's knowledge economy. The creation and diffusion of knowledge have become ever more important factors in competitiveness. More and more, knowledge is being regarded as a valuable commodity that is embedded in products (especially high-technology products) and in the tacit knowledge of highly mobile employees. Data mining is an essential tool, which is used to predict and classify the data collected from the customers. Data mining can be applied for classifying and clustering student characteristics based on demographic, psychographic and behavioural variables. Data mining can also be applied by using if-then rule. In addition, it can describe the profile of successful and unsuccessful students based of GPA achieved during the semesters. This chapter aims to study the role of data mining in the education sector and emphasizes on the role of knowledge management in educational institutions.

The Role of Data Mining for Business Intelligence in Knowledge Management

2015 ◽  
pp. 12-33 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Business Intelligence ◽  
Statistical Significance ◽  
Practical Applications ◽  
Business Goals ◽  
Emerging Trends

This chapter introduces the role of Data Mining (DM) for Business Intelligence (BI) in Knowledge Management (KM), thus explaining the concept of KM, BI, and DM; the relationships among KM, BI, and DM; the practical applications of KM, BI, and DM; and the emerging trends toward practical results in KM, BI, and DM. In order to solve existing BI problems, this chapter also describes practical applications of KM, BI, and DM (in the fields of marketing, business, manufacturing, and human resources) and the emerging trends in KM, BI, and DM (in terms of larger databases, high dimensionality, over-fitting, evaluation of statistical significance, change of data and knowledge, missing data, relationships among DM fields, understandability of patterns, integration of other DM systems, and users' knowledge and interaction). Applying DM for BI in the KM environments will enhance organizational performance and achieve business goals in the digital age.

Exploring the Role of Open Innovation Intermediaries

2020 ◽  
pp. 1386-1402
Author(s):  
Pierre-Jean Barlatier ◽  
Eleni Giannopoulou ◽  
Julien Pénin
Keyword(s):  
Technology Transfer ◽  
Transaction Costs ◽  
Open Innovation ◽  
Innovation Process ◽  
Public Research ◽  
Innovation Intermediaries ◽  
Diffusion Of Knowledge ◽  
Innovation Practices ◽  
And Diffusion

In the era of open innovation, companies that want to innovate can no more remain isolated, they have to interact and collaborate with diverse actors of the innovation process. The rise of open innovation practices resulted in an increase of intermediaries for innovation. This chapter aims to better understand why innovative companies use the services of such intermediaries. Two distinct types of open innovation intermediaries have been identified, whose roles are significantly different; while the first type help companies to reduce transaction costs related to open innovation, the second type may be implicated directly in the creation, transfer and diffusion of knowledge. This chapter illustrates both roles in the case of public research valorization and distinguish clearly “Technology Transfer Organizations” (TTOs), whose role is to reduce transaction costs related to technology transfer from “Research and Technology Organizations” (RTOs) that are actively involved in knowledge creation and transfer processes.

Social Network Structures for Explicit, Tacit and Potential Knowledge

2011 ◽  
pp. 81-90
Author(s):  
Anssi Smedlund
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Tacit Knowledge ◽  
Network Structure ◽  
Explicit Knowledge ◽  
Network Structures ◽  
Underlying Assumption ◽  
Knowledge Assets ◽  
Social Network Structure

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.

Information Technology Strategy in Knowledge Diffusion Lifecycle

2011 ◽  
pp. 2036-2041
Author(s):  
Zhang Li ◽  
Jia Qiong ◽  
Yao Xiao
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Knowledge Economy ◽  
Rapid Development ◽  
Dynamic Environment ◽  
Knowledge Diffusion ◽  
Solid Base ◽  
Technology Strategy ◽  
Scientific Publications ◽  
Diffusion Of Knowledge

A progressive liberalization and deregulation of international trade, and the rapid development and diffusion of information and communication technology (IT) have fundamentally changed the global competitive dynamic environment (Ernst & Kim, 2002). Growing around these is a new information age economy whose fundamental sources of wealth are knowledge and communication rather than natural resources and physical labor (Kanter, 1994). The simultaneous development of the knowledge economy (Dunning, 2000) and the information technology economy (Varian, Farrell, & Shapiro, 2004) provides both opportunity and challenge for the organizations, and also requires us to develop from a comprehensive perspective by combining knowledge management with the information technology strategy. In the knowledge economy, the importance of knowledge diffusion dynamics has been increasingly recognized in development economics over the last decade (World Bank, 1999). Knowledge diffusion can be defined as the adaptations and applications of knowledge documented in scientific publications and patents (Crane, 1972). Knowledge diffusion is part of the knowledge management process, realizing the proliferation of knowledge and information among different individuals across time and space (Chen & Hicks, 2004). According to the extent of knowledge diffusion, the knowledge diffusion lifecycle can be divided into four stages, including incubation, nurture, promotion, and popularization (Lang & Yuan, 2004). In this lifecycle, knowledge diffusion refers to promoting the innovation and core competence formation, so how to accelerate the knowledge diffusion has become an important issue for organizations. The development of information technology establishes a solid base to accelerate knowledge diffusion. IT and related organizational innovations provide effective mechanisms for constructing flexible infrastructures that can link together and coordinate economic transactions at distant locations (Broadbent, Weill, & St. Clair, 1999). In essence, IT fosters the development of leaner, meaner, and more agile production systems that cut across firm boundaries and national borders. The underlying vision is that accelerating knowledge diffusion can speed up the dissemination of information technology. Knowledge diffusion is an essential content of the business strategy (Borghoff & Pareschi, 2003). However, existing theories of both information technology and knowledge have not specified the information technology strategy in the knowledge diffusion. This article introduces the information technology strategy in knowledge diffusion based on the knowledge cycle theory. The article describes how to advance knowledge diffusion by using the matched information technology strategy in a different knowledge diffusion lifecycle. The article shows how firms innovate and research to imitate knowledge and improve the diffusion of knowledge.

scholarly journals Knowledge management, knowledge transfer and organizational performance in the arts and crafts industry: a literature review

2018 ◽  
Vol 22 (6) ◽  
pp. 1310-1331 ◽  
Author(s):  
Vito Manfredi Latilla ◽  
Federico Frattini ◽  
Antonio Messeni Petruzzelli ◽  
Martina Berner
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Arts And Crafts ◽  
Present Contribution ◽  
Content Type ◽  
The Relationship

Purpose This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation. Design/methodology/approach The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations. Findings Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage. Research limitations/implications This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing. Practical implications By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production. Originality/value Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

2019 ◽  
Vol 23 (6) ◽  
pp. 1105-1135 ◽  
Author(s):  
Anirban Ganguly ◽  
Asim Talukdar ◽  
Debdeep Chatterjee
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Innovation Capability ◽  
Content Type ◽  
Primary Survey ◽  
Knowledge Quality ◽  
Tacit Knowledge Sharing

Purpose Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper. Design/methodology/approach The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey. Findings A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability. Practical implications The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so. Originality/value Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

The Role of Knowledge Management in Innovation

2009 ◽  
Vol 08 (04) ◽  
pp. 317-330 ◽  
Author(s):  
Meeta Dasgupta ◽  
A. Sahay ◽  
R. K. Gupta
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Knowledge Capital ◽  
Economic Success ◽  
Knowledge Based ◽  
Talent Pool ◽  
Innovation Projects ◽  
Innovation Practices

Research on innovation practices reinforces the notion that majority of innovation projects fail systematically due to being managed as raw technology projects. Open forms of innovation where internal and external ideas are leveraged across the organisation are gaining importance over the internal and centralised approach to R&D. India, during the last 15 years, has been spiralling ahead towards ultimate economic success based on its 'knowledge-based talent pool'. Innovation has become a top strategic focus for most Indian companies. Seeing the growing importance of innovation and knowledge management, a need was felt to understand how organisations manage their knowledge capital so as to promote innovation. This paper aims to provide insights into how an organisation manages knowledge through culture, structure, technology and leadership, so as to promote acquisition and application of knowledge which leads to innovation. The study brings out the importance of tacit knowledge embedded in the firm's culture, structure and leadership as a complement to the explicit knowledge embedded in the firm's technology and documents.

The Paradigm of Education in the Era of Knowledge Management at the Stage of the Sixth Technological Mode

2019 ◽  
Vol 7 (4) ◽  
pp. 45-50
Author(s):  
Наталья Кауфман ◽  
Natal'ya Kaufman
Keyword(s):  
Knowledge Management ◽  
Educational Process ◽  
Point Of View ◽  
Educational Institutions ◽  
Institutions Of Higher Education ◽  
Knowledge Formation ◽  
Level Of Knowledge ◽  
Effective Organization ◽  
Technological Mode

The article deals with the principles of knowledge formation and their interaction with the educational process at the stage of the sixth technological mode in the economy. The article gives the analysis of educational institutions of higher education since the beginning of the last century, the concept of “education” from the point of view of the employee, the employer and the state, the problems in the educational system are identified. The reasons for the lagging of the Russian knowledge economy from international needs are considered. The technological structures, the role and importance of knowledge management are characterized, the prerequisites that distinguish a competitive employee of an effective organization are considered. The role of changes in the level of knowledge in the development of professional potential of the employee is shown, the world experience of economic approaches to knowledge management and their advantages are considered. As a result, it is concluded that knowledge management is the basis for the development of the information society at the stage of the sixth technological order.

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