Mobile Portals for Knowledge Management

2011 ◽  
pp. 599-605
Author(s):  
Hans Lehmann ◽  
Ulrich Remus ◽  
Stefan Berger
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Working Environment ◽  
Home Office ◽  
Critical Data ◽  
Knowledge Intensive ◽  
Time Critical ◽  
To Receive

More and more people leave their fixed working environment in order to perform their knowledge-intensive tasks at changing locations or while they are on the move. Mobile knowledge workers are often separated from their colleagues, and they have no access to up-to-date knowledge they would have in their offices. Instead, they rely on faxes and messenger services to receive materials from their home bases (Schulte, 1999). In case of time-critical data, this way of communication with their home office is insufficient.

Optimizing Knowledge-Work Through Personal Knowledge Management

2019 ◽  
pp. 21-48
Author(s):  
Rezvan Hosseingholizadeh ◽  
Hadi El-Farr ◽  
Somayyeh Ebrahimi Koushk Mahdi
Keyword(s):  
Knowledge Management ◽  
Ethical Issues ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Personal Knowledge ◽  
Work Activities ◽  
Personal Knowledge Management ◽  
Individual Knowledge ◽  
Knowledge Intensive ◽  
Discretionary Behavior

Knowledge-work is a discretionary behavior, and knowledge-workers should be viewed as investors of their intellectual capital. That said, effective knowledge-work is mostly dependent on the performance of individual knowledge-workers who drive the success of knowledge-intensive organizations. Therefore, the study takes the perspective of personal knowledge management in enforcing the effectiveness of knowledge-work activities. This study empirically demonstrates that knowledge-workers' behaviors are dependent on their motivation, ability and opportunity to perform knowledge-work activities. This study provides insights and future directions for research on knowledge-work as a discretionary behavior in organization and the factors influencing it. Scholars can investigate the effect of empowerment of individuals on their tendency to knowledge-creation, knowledge-sharing and knowledge-application. Since personal-knowledge often raise the issue of knowledge ownership, further attention to ethical issues may bring valuable insights for KM in organizations.

Personal knowledge management and enactment of personal knowledge infrastructures as shadow IT

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Hossein Jarrahi ◽  
Rebecca Reynolds ◽  
Ali Eshraghi
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Organizational Level ◽  
Personal Knowledge ◽  
Content Type ◽  
Organizational Contexts ◽  
Personal Knowledge Management ◽  
Consulting Firms ◽  
Individual Knowledge ◽  
Knowledge Intensive

Purpose Personal knowledge management (KM) lends new emphasis to ways through which individual knowledge workers engage with knowledge in organizational contexts. This paper aims to go beyond an organizational approach to KM to examine key personal KM and knowledge building (KB) practices among adult professionals. Design/methodology/approach This paper presents a summary of the findings from interviews with 58 consultants from 17 managing consulting firms. Participants were selected based on their knowledge-intensive roles and their willingness to share information about their knowledge practices. Data analysis was inductive and revealed multiple personal KM activities common among research participants, and the way these are supported by informal ties and various technologies. Findings This work highlights ways in which “shadow information technology” undergirds personal knowledge infrastructures and supports KM and KB practices in the context of management consulting firms. The results uncover how personal knowledge infrastructures emerge from personal KM and KB practices, and the role of informal social networks as well as social media in supporting personal KM and KB. Research limitations/implications This study contributes an overall conceptual model of factors that help knowledge workers build a personal knowledge infrastructure. By affording an understanding of socially embedded personal KM activities, this work helps organizations create a balance between KM strategies at the organizational level and personal knowledge goals of individual workers. Originality/value Much of the previous research on KM adopts organizational approaches to KM, accentuating how organizations can effectively capture, organize and distribute organizational knowledge (primarily through KM systems).

A Mobile Portal for Academe

2011 ◽  
pp. 577-582
Author(s):  
Hans Lehmann ◽  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Financial Services ◽  
Information Overload ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Working Environments ◽  
Knowledge Intensive

Today, many working environments and industries are considered as knowledge-intensive, that is, consulting, software, pharmaceutics, financial services, and so forth, and the share of knowledge work has risen continuously during the last decades (Wolff, 2005). Knowledge management (KM) has been introduced to overcome some of the problems knowledge workers are faced when handling knowledge, that is, the problems of storing, organizing, and distributing large amounts of knowledge and its corresponding problem of information overload and so forth (Maier, 2004).

A Mobile Portal Solution for Knowledge Management

2011 ◽  
pp. 173-186
Author(s):  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Mobile Applications ◽  
Information Access ◽  
Working Environment ◽  
University Staff ◽  
Future Issue ◽  
Mobile Work ◽  
Collaboration Support ◽  
Knowledge Intensive

This chapter discusses the use of mobile applications in knowledge management (mobile KM). Today more and more people leave (or have to leave) their fixed working environment in order to conduct their work at changing locations or while they are on the move. At the same time, mobile work is getting more and more knowledge intensive. However, the issue of mobile work and KM is an aspect that has largely been overlooked so far. Based on requirements for mobile applications in KM an example for the implementation of a mobile KM portal at a German university is described. The presented solution offers various services for university staff (information access, colleague finder, campus navigator, collaboration support). The chapter is concluded by outlining an important future issue in mobile KM: the consideration of location-based information in mobile KM portals.

A Mobile Portal Solution for Knowledge Management

2009 ◽  
pp. 2496-2508
Author(s):  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Mobile Applications ◽  
Information Access ◽  
Working Environment ◽  
University Staff ◽  
Future Issue ◽  
Mobile Work ◽  
Collaboration Support ◽  
Knowledge Intensive

This chapter discusses the use of mobile applications in knowledge management (mobile KM). Today more and more people leave (or have to leave) their fixed working environment in order to conduct their work at changing locations or while they are on the move. At the same time, mobile work is getting more and more knowledge intensive. However, the issue of mobile work and KM is an aspect that has largely been overlooked so far. Based on requirements for mobile applications in KM an example for the implementation of a mobile KM portal at a German university is described. The presented solution offers various services for university staff (information access, colleague finder, campus navigator, collaboration support). The chapter is concluded by outlining an important future issue in mobile KM: the consideration of location-based information in mobile KM portals.

Mobile Portals for Knowledge Management

2009 ◽  
pp. 188-196
Author(s):  
Hans Lehmann ◽  
Ulrich Remus ◽  
Stefan Berger
Keyword(s):  
Wireless Networks ◽  
Knowledge Management ◽  
Mobile Devices ◽  
Information And Communication Technologies ◽  
Knowledge Workers ◽  
Working Environment ◽  
Wired Networks ◽  
Mobile Access ◽  
Other Information ◽  
Access To Knowledge

More and more people leave their fixed working environment in order to perform their knowledgeintensive tasks at changing locations or while they are on the move. Mobile knowledge workers are often separated from their colleagues, and they have no access to up-to-date knowledge they would have in their offices. Instead, they rely on faxes and messenger services to receive materials from their home bases (Schulte, 1999). In case of time-critical data, this way of communication with their home office is insufficient. Mobile knowledge management (KM) has been introduced to overcome some of the problems knowledge workers are faced when handling knowledge in a mobile work environment (e.g., Berger, 2004; Grimm, Tazari, & Balfanz, 2002,). The main goal of mKM is to provide mobile access to knowledge management systems (KMS) and other information resources, to generate awareness between mobile and stationary workers by linking them to each other, and to realize mobile KM services that support knowledge workers in dealing with their tasks (see chapter, “A Mobile Portal for Academe: The Example of a German University” in the same book). So far, most of the off-the-shelf KMS are intended for the use on stationary desktop PCs or laptops with stable network access, and provide just simple access from mobile devices. As KMS are generally handling a huge amount of information (e.g., documents in various formats, multimedia content, etc.) the limitations of (mobile) information and communication technologies (ICTs), like mobile devices such as PDAs and mobile phones, becomes even more crucial (Hansmann, Merk, Niklous, & Stober, 2001). Mobile devices are usually not equipped with the amount of memory and computational power found in desktop computers; they often provide small displays and limited input capabilities, in comparison to wired networks, wireless networks generally have a lower bandwidth restricting the transfer of large data volumes and due to fading, lost radio coverage, or deficient capacity, wireless networks are often inaccessible for periods of time. Today, many KMS are implemented as knowledge portals, providing a single point of access to many different information and knowledge sources on the desktop together with a bundle of KM services. In order to realize mobile access to knowledge portals, portal components have to be implemented as mobile portlets. That means that they have to be adapted according to technical restrictions of mobile devices and the user’s context. This contribution identifies requirements for mobile knowledge portals. In particular, it reviews the main characteristics of mobile knowledge portals, which are considered to be the main ICT to support mobile KM. In addition, it outlines an important future issue in mobile knowledge portals: The consideration of location-based information in mobile knowledge portals.

A New Perspective on Knowledge Management Research

2013 ◽  
pp. 193-206
Author(s):  
Sari Metso
Keyword(s):  
Knowledge Management ◽  
Alternative Education ◽  
Work Environment ◽  
Practical Knowledge ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Large Group ◽  
Knowledge Intensive ◽  
New Perspective

Knowledge management theories emphasize the role of knowledge work and knowledge workers in knowledge-intensive organizations. However, technologization has changed the knowledge work environment. Many knowledge workers create, process, and share simplified information in digitalized networks. This complicates the profession-based definitions of knowledge workers. This chapter contributes to the emerging concern about the future trends of knowledge management. First, the chapter suggests that knowledge management models ignore a large group of professionals possessing practical knowledge. These vocational professionals are considered a new target group for knowledge management. Vocational professionals’ practical knowledge is worth managing since they operate with organizational core functions. Second, this chapter presents an alternative education-based categorization of workers. The different functions of KM are manifest in the three categories: a diminishing group of workers without professional qualifications, a large group of vocational professionals, and a group of workers with higher education.

A Mobile Portal for Academe

2009 ◽  
pp. 1359-1366
Author(s):  
Hans Lehmann ◽  
Stefan Berger ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Mobile Devices ◽  
Information And Communication Technologies ◽  
Financial Services ◽  
Business Processes ◽  
Information Overload ◽  
Information Access ◽  
Working Environment ◽  
Mobile Business ◽  
Knowledge Intensive

Today, many working environments and industries are considered as knowledge-intensive, that is, consulting, software, pharmaceutics, financial services, and so forth, and the share of knowledge work has risen continuously during the last decades (Wolff, 2005). Knowledge management (KM) has been introduced to overcome some of the problems knowledge workers are faced when handling knowledge, that is, the problems of storing, organizing, and distributing large amounts of knowledge and its corresponding problem of information overload and so forth (Maier, 2004). At the same time, more and more people leave (or have to leave) their fixed working environment in order to conduct their work at changing locations or while they are on the move. Mobile business tries to address these issues by providing (mobile) information and communication technologies (ICTs) to support mobile business processes (e.g., Adam, Chikova, & Hofer, 2005; Barnes, 2003; Lehmann, Jurgen Kuhn, & Lehner, 2004,). However, compared to desktop PCs, typical mobile ICT, like mobile devices such as PDAs and mobile phones, have some disadvantages, that is, limited memory and CPU, small displays and limited input capabilities, low bandwidth, and connection stability (Hansmann, Merk, Niklous, & Stober, 2001). So far, most of the off-the-shelf knowledge management systems provide just simple access from mobile devices. As KMS are generally handling a huge amount of information (e.g., documents in various formats, multimedia content, etc.), the management of the restrictions described becomes even more crucial (Berger, 2004). Based on requirements for mobile applications in KM, an example for the implementation of a mobile knowledge portal at a German university is described. The presented solution offers various services for university staff (information access, colleague finder, campus navigator, collaboration support). With the help of this system, it is possible to provide users with KM services while being on the move. With its services, it creates awareness among remote working colleagues and hence, improves knowledge sharing within an organization.

Idiosyncratic job-design practices for cultivating personal knowledge management among knowledge workers in organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shujahat ◽  
Minhong Wang ◽  
Murad Ali ◽  
Anum Bibi ◽  
Shahid Razzaq ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Lifelong Learning ◽  
Knowledge Workers ◽  
Job Design ◽  
Personal Knowledge ◽  
Job Autonomy ◽  
Content Type ◽  
Design Practices ◽  
Personal Knowledge Management ◽  
Knowledge Intensive

Purpose The high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. Although personal knowledge management plays an important role in organizational knowledge management, empirical research on the practices for its application is underdeveloped. This study aims to examine the role of idiosyncratic job-design practices (i.e. job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) in cultivating personal knowledge management among knowledge workers in organizations, to increase their productivity and safeguard the organization against knowledge loss arising from knowledge workers’ interfirm mobility. Design/methodology/approach Data were collected from 221 knowledge workers pursuing various knowledge-intensive jobs through a questionnaire survey and were analysed using partial least squares modelling. Findings The results demonstrated that three job-design practices (job definition, innovation as a job requirement and lifelong learning orientation) have a positive impact on personal knowledge management among knowledge workers and thus improve their productivity. However, job autonomy can affect personal knowledge management negatively. Research limitations/implications The findings are confined to a specific context and should be replicated across different contexts for better generalizability in future research. Practical implications Organizational managers should pay attention to (re)designing knowledge-intensive jobs to cultivate personal knowledge management by clearly outlining job responsibilities, offering opportunities to add relevant job activities and drop irrelevant ones, and making innovation and lifelong learning a formal job requirement. In addition, job autonomy should be judiciously provided along with sufficient social and network support to avoid lost opportunities in knowledge creation and sharing, and should be linked to job responsibilities and performance appraisals to avoid negative effects. Originality/value The high turnover rate of knowledge workers presents a challenge to both organizational and personal knowledge management. This study contributes to the literature by addressing the research gap in two aspects. Firstly, based on Drucker’s theory, this study identifies four idiosyncratic job-design practices (job definition, job autonomy, innovation as a job requirement and lifelong learning orientation) that reflect the distinctive characteristics of knowledge-intensive work. Secondly, this study examines whether and how these practices can cultivate personal knowledge management among knowledge workers, which can support their productivity.

Drivers, Benefits, and Challenges of Knowledge Management in Electronic Government

2014 ◽  
pp. 135-150 ◽  
Author(s):  
Kalsom Salleh
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Federal Government ◽  
Knowledge Workers ◽  
Core Competencies ◽  
Electronic Government ◽  
Management Tool ◽  
The Public ◽  
Public Sector Organization ◽  
Knowledge Intensive

This chapter explores the role of Knowledge Management (KM) and knowledge workers in the public sector organization in the broader perspective towards achieving the Electronic Government orientation in Malaysia. The future implementation of KM in the public sector organizations should leverage and articulate the experiences, ideas, and expertise of an organization’s knowledge workers for the embedded organizational knowledge. A survey questionnaire was used to collect data from all public sector accountants working in the accounting specialist department of the Federal Government in Malaysia. This selected knowledge intensive accounting organization has a large pool of public sector accountants and the core competencies of the organization are to provide timely accounting information and quality accounting services to all agencies of the Federal Government. Public sector accountants (knowledge workers) are responsible for the strategic policies and operational management in various departments of this selected public sector organization. The responses from the questionnaires are aimed to preliminarily examine the organizational readiness in technology resources as well as to identify the perceived benefits and challenges in using KM as a strategic management tool to improve the internal operational efficiency and electronic service delivery system for E-Government in this selected knowledge intensive accounting organization in Malaysia.

Sign in / Sign up

Export Citation Format

Share Document