Strategies and Tools for Knowledge Management in Innovation and the Future Industry

2019 ◽  
pp. 179-202 ◽  
Author(s):  
Rok Črešnar ◽  
Zlatko Nedelko ◽  
Senta Jevšenak
Keyword(s):  
Knowledge Management ◽  
Interpersonal Relationships ◽  
Industry 4.0 ◽  
Positive Impact ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Knowledge Based ◽  
The Future ◽  
Knowledge Management Tools

The main purpose of this chapter is to examine two widely used knowledge management strategies and propose to each strategy complementary knowledge management tools that can help to encourage innovation, especially in the future Industry 4.0. Organizations are currently facing dynamic transitional changes and are becoming increasingly knowledge-based. Knowledge is an essential driver of innovation. Therefore, strategies must be implemented to support the knowledge management process. Strategies for knowledge management can be frequently oriented towards ICT or towards interpersonal relationships. For the support of knowledge management strategy, organizations may use technologies, techniques, and methods that are often referenced to as knowledge management tools. In Industry 4.0, strategically focused knowledge management could prove to be a critical component in securing the relevant knowledge to help foster innovation. Furthermore, the implementation of knowledge management strategies is shown to have a direct positive impact on organization's performance.

A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

2009 ◽  
pp. 1-16
Author(s):  
Gianluca Elia
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Strategy ◽  
General Framework ◽  
Knowledge Management System ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Implementation Phase ◽  
Knowledge Strategy ◽  
Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

Managing Knowledge Diversity in Distributed Organizational Structures

2008 ◽  
pp. 275-298 ◽  
Author(s):  
Claude Paraponaris
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Organizational Structures ◽  
Human Memory ◽  
Management Tools ◽  
Important Conclusion ◽  
Knowledge Diversity ◽  
Knowledge Management Tools ◽  
High Technologies

Knowledge in organizations can be compared with human memory. There is no unique place for creating and conserving knowledge. Knowledge in Multinationals realize it’s potential with various tools of management. The diversity of tools leads to the issue of coordinating levels of management. How managing different tools of KM without disrupting the knowledge creating process? To address this issue we analyses several knowledge management strategies of high technologies industries (computer, telecommunications and pharmacy). In these cases diversity encourages implementation of knowledge management tools. The precision of these tools indicates the firm’s competence in managing and diffusing knowledge. An important conclusion that can be drawn is that several factors (redundancy, diversity, discussion and duration) can reinforce these competences and, in fact: network mechanisms in organization.

A Fuzzy Graph-Based Model for Selecting Knowledge Management Tools in Innovation Processes

2012 ◽  
Vol 8 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Kouroush Jenab ◽  
Ahmad R. Sarfaraz
Keyword(s):  
Knowledge Management ◽  
Management Tools ◽  
Organization Management ◽  
Knowledge Based ◽  
Management Objectives ◽  
Different Types ◽  
Graph Based Model ◽  
Innovation Processes ◽  
Knowledge Management Tools ◽  
Single Graph

The evolution of organization, management, and production processes is moving towards more complexity every day. An improvement of the performance by the recovery and reuse of resources can be reached by going beyond traditional boundaries and by enforcing an external relationship system. Using fuzzy conflict resolution technique and management objectives, this paper develops a graph-based model to select the most appropriate set of Knowledge Management (KM) tools to support the innovation processes in organizations. The model not only resolves the conflict of experts’ opinion but also aggregates the multi-layer graph corresponding to decision criteria into a single graph. This graph is used to evaluate the KM tools. It also suggests conditions for the improvement of knowledge management in different types of knowledge-based inter-organizational collaborations. An illustrative example is demonstrated to present the application of the model.

Knowledge Management Strategy Implementation Through Knowledge Ambassadors

2019 ◽  
pp. 193-211 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Active Role ◽  
Vital Role ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Geographically Dispersed ◽  
Effective Integration

The aim of this chapter is to explore and explain how knowledge management strategies are implemented effectively across divisions through the application of change agents in the shape of so-called “knowledge ambassadors.” Knowledge ambassadors can play an active role in supporting knowledge sharing and effective integration of knowledge management strategies. The chapter is based on a three-year longitudinal participative case study of the implementation of a knowledge management strategy across an organization and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices, and in developing a knowledge culture within the organization.

The Role of Knowledge Management Strategies in Cooperation Agreements

2017 ◽  
pp. 128-150 ◽  
Author(s):  
Mario J. Donate ◽  
Jesús D. Sánchez de Pablo ◽  
Fátima Guadamillas ◽  
María Isabel González-Ramos
Keyword(s):  
Knowledge Management ◽  
Organizational Design ◽  
Technology Development ◽  
Management Strategies ◽  
Product Diversification ◽  
High Tech ◽  
Management Tools ◽  
Knowledge Management Tools

In this chapter, the role of knowledge management strategies (KMS) in cooperation agreements is analyzed in a technology-intensive company. Knowledge management in alliances implies to establish an organizational design to both explore and exploit knowledge for achieving competitive goals (for each partner). The importance of alliances for technological companies and the necessity of designing suitable KMS in alliances—in terms of objectives and goals, knowledge management tools, and support systems—are explained first of all. Moreover, the analysis of a case study on KMS in the alliances of a high-tech Spanish company with businesses in innovation intensive settings is developed by the authors. Finally, this chapter will conclude with a discussion on the way that the implementation aspects concerning KMS in cooperation agreements have been managed by the company in order to support technology development and product diversification.

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.

Strategic Alliances and Knowledge Management Strategies

2010 ◽  
pp. 240-260
Author(s):  
Mario J. Donate-Manzanares ◽  
Fátima Guadamillas-Gómez ◽  
Jesús D. Sánchez de Pablo
Keyword(s):  
Knowledge Management ◽  
Strategic Alliances ◽  
Management Strategies ◽  
Organizational Knowledge ◽  
Management Tools ◽  
Strategic Design ◽  
A Company ◽  
Knowledge Management Tools

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this chapter, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. Focusing on this, the importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances–in terms of establishing objectives, knowledge management tools, and support systems–are explained first of all. This is followed by the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings. Finally, a number of conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

Competitiveness of the Hotel Industry

2020 ◽  
pp. 9-25 ◽  
Author(s):  
Pedro Mota Veiga ◽  
Filipe Ambrósio ◽  
Raúl Ribeiro Ferreira
Keyword(s):  
Knowledge Management ◽  
Positive Impact ◽  
Management Strategies ◽  
Hotel Industry ◽  
Competitive Advantages ◽  
Organizational Processes ◽  
Knowledge Management Strategy ◽  
Hotel Managers ◽  
Email Survey

The principal goal of this study is to identify the role of knowledge management organizational processes as a determinant of competitiveness in the hotel industry, particularly how knowledge management strategies centered on the source (internal and external) and knowledge (tacit and explicit) have a positive impact on the competitiveness of hotels. Authors use a quantitative approach based in an email survey applied to 55 Portuguese hotels. Results show that the knowledge management strategies oriented to source and type of knowledge are critical for hotels' competitiveness and obtaining competitive advantages. This will help hotel managers better understand how to align the knowledge management strategies in order to improve hotel competitiveness. This chapter is among the first research into the links among knowledge management strategy, based on knowledge source (internal, external) and type (tacit, explicit) and hotel competitiveness, an integrated framework.

scholarly journals KM Tools : Making Connections

2021 ◽  
Author(s):  
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Knowledge Base ◽  
Development Programs ◽  
Engineer Research ◽  
Management Tools ◽  
Experimental Knowledge ◽  
Development Center ◽  
Knowledge Management Tools ◽  
The U.S

Knowledge management is vital to successfully executing research and development programs within the U.S. Army Engineer Research and Development Center (ERDC). Experimental knowledge management initiatives over the years led to discoveries about the best ways to store and access ERDC’s vast knowledge base. This document highlights several of the effective knowledge management tools that evolved from these discoveries, helping you to find and share knowledge!

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