Capturing and Reusing Building Maintenance Knowledge

2011 ◽  
pp. 67-89 ◽  
Author(s):  
Patrick S.W. Fong ◽  
Ka-chi Wong
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Management System ◽  
Prototype System ◽  
Web Based ◽  
Knowledge Based ◽  
Building Maintenance ◽  
Knowledge Based Economy ◽  
Unique Nature ◽  
Learning From Others

Knowledge is regarded as the most important asset for sustainable success in today’s knowledge-based economy, and it has become the main competitive tool for many businesses. Proper capture and reuse of knowledge reduces the risk of “reinventing the wheel.” Building surveyors play a major role in building maintenance. Owing to the unique nature of building maintenance, building surveyors need sufficient knowledge and experience to facilitate their decision-making process. Apart from gaining this knowledge and experience by direct participation, learning from others is a sound alternative. However, insufficiencies have been found in the current practice on this aspect, and thus the aim of this chapter is to study whether a proposed Web-based prototype knowledge management system would be a feasible solution for capturing and reusing knowledge and experience in building maintenance. A questionnaire survey was conducted in this research to study the opinions of professional building surveyors on the capture and reuse of knowledge and experience in building maintenance, as well as the requirements of a proposed Web-based prototype system.

Web-Based Knowledge Management Model

2011 ◽  
pp. 1191-1199
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

Web-Based Knowledge Management Model

2011 ◽  
pp. 584-589
Author(s):  
Pei-Di Shen ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Electronics Industry ◽  
Management Model ◽  
High Tech ◽  
Collective Knowledge ◽  
Web Based ◽  
Knowledge Based ◽  
Family Enterprises ◽  
Knowledge Based Economy

Knowledge is a limitless resource in the knowledge-based economy; therefore, organizations should learn, store, transfer and apply knowledge to add value or gain competitive advantage (Sveiby, 1997). Knowledge management (KM) refers to identifying and leveraging the collective knowledge within the organization for competitive advantage (von Krogh, 1998). However, it is usually discussed and implemented in high-tech industries (e.g., TI, TSMC and Winbond) and the software industry (e.g., Microsoft and Oracle). In Taiwan, the upstream firms or suppliers of the electronics industry (e.g., Winbond and UMC) implement KM in their organizations. As well as the suppliers, the downstream firms or manufacturers (e.g., Quanta and ASUS) also put KM into practice. However, in the intermediaries or distributors, only a meager number of firms really implement KM in their companies. Therefore, we have neglected whether KM is still suitable to implement in the distribution industry. The IC distributors in Taiwan evolved from partnerships or intra-family enterprises into the overall arrangement in Asia, with output value in 2004 beyond $38.7 billion (United States dollars). IC distribution industry outsiders may consider that distributors just transact business, but don’t have their own products, even though the scale of IC distributors has expanded. So an inaccurate notion exists that it isn’t necessary to innovate or put KM into practice therein. In fact, IC distributors have to face not only the rapidly changing upstream firms, but also the variable requirements of downstream customers. Therefore, distributors have to adapt and learn even faster than their suppliers and customers to face the drastically changing and intensely competitive environment.

Users' Perspectives on Using Wikis for Managing Knowledge

2017 ◽  
Vol 29 (3) ◽  
pp. 1-23
Author(s):  
Fayez Hussain Alqahtani
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Information Flow ◽  
Qualitative Approach ◽  
Work Context ◽  
Web Based ◽  
Collaborative System ◽  
Knowledge Based ◽  
Knowledge Based Economy

Knowledge management (KM) has now become a key focus for many modern organisations in today's knowledge-based economy era. KM helps organisations leverage knowledge, an important asset that is necessary to maintain a competitive advantage. Wiki is an emerging information technology (IT) that has become promising collaborative system for knowledge management. Wikis are, essentially, web-based hypertext applications which entail and enable a collaborative authoring, information flow, and communication in a bidirectional way. The literature shows that Wikis implementation is challenging, and most of the critical challenges are faced by individual users. Therefore, this research investigates the benefits, as well as the challenges of using Wikis for KM from a user's perspective. A qualitative approach was used in a multi-method investigation, combining observations and one-to-one interviews. The study found that despite its considerable benefits introducing a Wiki for KM comes with challenges. These challenges are classified into technical, individual, and work context issues.

Decisional DNA and the Smart Knowledge Management System

2011 ◽  
pp. 149-175 ◽  
Author(s):  
Cesar Sanin ◽  
Edward Szczerbicki
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Decision Support ◽  
Management System ◽  
Explicit Knowledge ◽  
Knowledge Structure ◽  
Knowledge Management System ◽  
Knowledge Based ◽  
Hybrid Knowledge

Some of the most complicated issues about knowledge are its acquisition and its conversion into explicit knowledge. Nevertheless, among all knowledge forms, storing formal decision events in a knowledge-explicit way becomes an important advance. The smart knowledge management system (SKMS) is a hybrid knowledge-based decision support system that takes information and sends it through four macro-processes: diagnosis, prognosis, solution, and knowledge, in order to build the Decisional DNA of an organization. The SKMS implements a model for transforming information into knowledge by using sets of experience knowledge structure. The purpose of this chapter is to show how decisional DNA is constructed through the implementation of the SKMS. Fully developed, the SKMS certainly would improve the quality of decision-making, and could advance the notion of administering knowledge in the current decision making environment.

scholarly journals BUSINESS DIGITALIZATION OF SMEs IN ALBANIA

2020 ◽  
Author(s):  
AISDL
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Intelligence ◽  
Small And Medium Enterprises ◽  
Knowledge Based ◽  
Unpredictable Environments ◽  
Knowledge Based Economy ◽  
Improved Performance ◽  
Medium Enterprises

Small and medium enterprises (SMEs) in Albania, similar to other markets, operate in complex, fast-paced and unpredictable environments due to their size and nature. In our contemporary knowledge-based economy, business is constantly changing, and SMEs are thus continually faced with the challenge to find new and innovative ways to improve and adapt to the rapid transformations. As a result, there is a growing interest and necessity for SMEs to explore and adapt new and innovative mechanisms for better decision making, which will then lead to improved performance and competitiveness. Digitalization of SMEs with the use of Business Intelligence (BI) and Knowledge Management (KM) systems is one such innovative instrument open to SMEs for a better performance and increased competitiveness.

Competitiveness, Clustering and Knowledge Management of Greek Manufacturing Industry at Post-Crisis Era

2015 ◽  
Author(s):  
Fotini Voulgaris ◽  
Christos Lemonakis ◽  
Konstantinos Vassakis
Keyword(s):  
Knowledge Management ◽  
Growth And Development ◽  
Manufacturing Industry ◽  
Know How ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Innovation Capacity

The globalization and the increasing competition especially during the latest years of crisis provide a new environment for SMEs. In the “knowledge-based economy”, firms’ competitiveness is strongly related to technical know-how and skills. The important keys for the survival, growth and development of SMEs are related to technological and scientific improvements, cooperation, innovation capacity and knowledge management. This is the first study which attempts to present the above characteristics of Greek manufacturing SMEs at the post-crisis era.

Enabling Intelligence in Web-Based Collaborative Knowledge Management System

2013 ◽  
pp. 63-82
Author(s):  
Krissada Maleewong ◽  
Chutiporn Anutariya ◽  
Vilas Wuwongse
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Management System ◽  
Knowledge Management System ◽  
Web Based ◽  
Creation Process ◽  
Relevant Term ◽  
Collaborative Knowledge Management ◽  
Knowledge Representation Language ◽  
Collaborative Knowledge

This paper presents an approach to enhance various intelligent services of a Web-based collaborative knowledge management system. The proposed approach applies the two widely-used argumentation technologies, namely IBIS and Toulmin’s argumentation schemes, to structurally capture the deliberation and collaboration occurred during the consensual knowledge creation process. It employs RDF and OWL as its underlying knowledge representation language with well-defined semantics and reasoning mechanisms. Users can easily create knowledge using a simple corresponding graphical notation with machine-processable semantics. Derivation of implicit knowledge, similar concept discovery, as well as semantic search, are also enabled. In addition, the proposed approach incorporates the term suggestion function for assisting users in the knowledge creation process by computing the relevance score for each relevant term, and presenting the most relevant terms to users for possible term reusing or equivalence concepts mapping. To ensure the knowledge consistency, a logical mechanism for validating conflicting arguments and contradicting concepts is also developed. Founded on the proposed approach, a Web-based system, namely ciSAM, is implemented and available for public usage.

Knowledge Management Strategy as a Chance of Small and Medium-Sized Enterprises

2017 ◽  
pp. 577-607
Author(s):  
Andrea Bencsik ◽  
Tímea Juhász
Keyword(s):  
Knowledge Management ◽  
Multinational Companies ◽  
Financial Capital ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Knowledge Based Economy ◽  
Practical Research ◽  
Future Challenges ◽  
A Current

This chapter shows how SMEs can compete with multinational companies. This chapter was written on the basis of practical research results. In this research, Hungarian and Slovakian SMEs were investigated from the view of a knowledge-based economy. The question was how they can face future challenges. The researchers wanted to know how SMEs handle their chance which is hidden in their way of thinking about a knowledge strategy. As a result, these companies seem to be afraid, uncertain, and think their success is only luck or a current incident. They live a “fly by night” existence, and they do not feel the importance of development, of studying, of knowledge; they run after work and money. These enterprises feel that they have to survive, and to this, they need money and financial capital. Therefore, knowledge and studying fall behind.

The Phenomenon of Duality

2011 ◽  
pp. 272-290 ◽  
Author(s):  
Nilmini Wickramasinghe
Keyword(s):  
Knowledge Management ◽  
The State ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Initiatives

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.

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