Integration of Knowledge Resources in R&D Organizations

2007 ◽  
pp. 263-280 ◽  
Author(s):  
V. Janev
Keyword(s):  
Knowledge Management ◽  
Integrated System ◽  
Semantic Technologies ◽  
Integration Framework ◽  
Knowledge Resources ◽  
Technology Sector ◽  
Management Platform ◽  
Creativity And Innovation ◽  
Initial Results ◽  
Semantic Layer

This chapter introduces a business integration framework suitable for knowledge management in research and development (R&D) organizations in the high-technology sector. The knowledge management platform design is based on the latest technological trends and standards. Two main constituents of the proposed system are: the document warehouse layer, based on data warehousing methodology; and the semantic layer, based on the latest semantic technologies ontologies and Web services. The initial results of introducing such a platform at the Mihajlo Pupin Institute (MPI) in accordance with the adopted ISO 9001 Quality Assurance standard are presented and discussed. The implementation of this integrated system is a large, multifaceted project carried on by turns in a bottom-up and top-down manner. Its use at MPI will facilitate reusability of knowledge items, and enhance creativity and innovation.

scholarly journals Managing knowledge resources

2016 ◽  
Vol 14 (1) ◽  
pp. 105-116
Author(s):  
Hanne Stokvik ◽  
Daniel J. Adriaenssen ◽  
Jon-Arild Johannessen ◽  
Helene Sætersdal
Keyword(s):  
Knowledge Management ◽  
Research Question ◽  
Management Theory ◽  
Knowledge Resources ◽  
Knowledge Management Theory ◽  
Hidden Knowledge ◽  
Organizational Levels ◽  
The Individual ◽  
Descriptive Framework ◽  
Creativity And Innovation

This article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge. The research question investigated is: How can organizations develop hidden knowledge? The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of “knowledging” is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HR-department to increase innovation in the organization

A Social Knowledge Management Platform for Universal Primary Education Online

2021 ◽  
pp. 743-762
Author(s):  
Somprakash Bandyopadhyay ◽  
Arina Bardhan ◽  
Priyadarshini Dey ◽  
Shrabastee Banerjee ◽  
Srimoyee Das ◽  
...  
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Rural Areas ◽  
Social Knowledge ◽  
Quality Teachers ◽  
Knowledge Resources ◽  
Management Framework ◽  
Management Platform ◽  
Informal Knowledge ◽  
The Masses

Social knowledge management is a framework that allows its users to create and modify content collaboratively using social media and web 2.0 technologies. Social knowledge management can also be defined as the management of social knowledge where it is aimed towards social development. India today is facing a huge rural-urban divide with regard to poor learning achievement at the elementary level in remote rural areas. Remote rural schools are engulfed with problems such as the unavailability of good quality teachers and a poor learning environment. In this context, the chapter seeks to utilize a robust social knowledge management framework to impart universal education in the form of both formal and informal knowledge to the masses in remote rural areas by mobilising free online knowledge resources and the dormant knowledge capital of educated senior citizens. It further illustrates the design and development of a social media based knowledge management platform named OwlishOracle that addresses issues of exclusion and unequal educational attainment through “connecting generations”.

Persistence of Knowledge across Layered Architectures

2015 ◽  
pp. 262-282 ◽  
Author(s):  
Janet Fredericks
Keyword(s):  
Knowledge Management ◽  
Data Provenance ◽  
Semantic Technologies ◽  
Data Discovery ◽  
Web Based ◽  
Domain Experts ◽  
Data Services ◽  
Layered Architectures ◽  
Semantic Layer

In this chapter, a model demonstrating methods for integration of semantic technologies within observational data services is described. Implementation of the model captures knowledge about data provenance where it is best understood and also enables its persistence across architectural layers through the use of standards-based technologies. Domain experts can build upon the semantic layer to create meaningful ontologies. Brokering services can utilize the ontologies for automated mediation of terms and translation between standards-based technologies. Research communities will be enabled to operate within their own framework, utilizing their familiar, specialized terminology and tools. The role of communities of practice is explored relating to knowledge management across layered architectures. Implementation of semantic technologies within Web-based data and brokering services will minimize the operational barriers to data discovery and access and provide mechanisms that enable the formation of collaborative environments that will facilitate repeatable, well-documented research.

Developing a Corporate Knowledge Management Platform in a Multibusiness Company

2009 ◽  
pp. 193-207
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
High Velocity ◽  
Corporate Performance ◽  
Resource Based View ◽  
Knowledge Resources ◽  
Management Platform

This chapter focuses on the development of the Knowledge Management (KM) platform, and, more generally, the knowledge- and resource based view (RBV) of the firm. The knowledge is seen as a source of a competitive advantage. In high-velocity markets, like the ICT-sector, the knowledge is crucial in creating a long-term competitive advantage over the competitors. The study claims that corporate performance was improved when the case company simultaneously exploited a balanced set of related knowledge resources of the corporate KM Platfrom across its business areas.

A Semantic Framework for Knowledge Management in Virtual Innovation Factories

2013 ◽  
Vol 4 (4) ◽  
pp. 70-92 ◽  
Author(s):  
Claudia Diamantini ◽  
Domenico Potena ◽  
Maurizio Proietti ◽  
Fabrizio Smith ◽  
Emanuele Storti ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Virtual Enterprises ◽  
Organizational Models ◽  
Knowledge Resources ◽  
Business Innovation ◽  
Semantic Framework ◽  
Efficient Access ◽  
Efficient Retrieval ◽  
Access To Knowledge ◽  
Semantic Layer

Knowledge management is a crucial aspect for enterprises that want to effectively cope with business innovation. However, the full control of the knowledge asset is often missing due to the lack of precise organizational models, policies, and proper technologies, especially in Virtual Enterprises (VEs), which are characterized by heterogeneous partners with different policies, skills and know-how. For such reasons, the need for technologies that enable knowledge sharing, efficient access to knowledge resources, and interoperability is felt as primary. This work proposes a semantics-based infrastructure aimed at supporting effective knowledge management for business innovation in VEs. Knowledge resources are formally represented and stored in a semantic layer, which is exploited by a set of semantic services for enabling efficient retrieval and reasoning capabilities to derive additional knowledge.

A Social Knowledge Management Platform for Universal Primary Education Online

2017 ◽  
pp. 89-107 ◽  
Author(s):  
Somprakash Bandyopadhyay ◽  
Arina Bardhan ◽  
Priyadarshini Dey ◽  
Shrabastee Banerjee ◽  
Srimoyee Das ◽  
...  
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Rural Areas ◽  
Social Knowledge ◽  
Quality Teachers ◽  
Knowledge Resources ◽  
Management Framework ◽  
Management Platform ◽  
Informal Knowledge ◽  
The Masses

Social knowledge management is a framework that allows its users to create and modify content collaboratively using social media and web 2.0 technologies. Social knowledge management can also be defined as the management of social knowledge where it is aimed towards social development. India today is facing a huge rural-urban divide with regard to poor learning achievement at the elementary level in remote rural areas. Remote rural schools are engulfed with problems such as the unavailability of good quality teachers and a poor learning environment. In this context, the chapter seeks to utilize a robust social knowledge management framework to impart universal education in the form of both formal and informal knowledge to the masses in remote rural areas by mobilising free online knowledge resources and the dormant knowledge capital of educated senior citizens. It further illustrates the design and development of a social media based knowledge management platform named OwlishOracle that addresses issues of exclusion and unequal educational attainment through “connecting generations”.

Developing the knowledge management platform in the APQP procedure

2014 ◽  
Author(s):  
Chiliban Bogdan ◽  
Kifor Claudiu ◽  
Chiliban Marius ◽  
Inţă Marinela
Keyword(s):  
Knowledge Management ◽  
Management Platform

Influence of Knowledge Management Practices on Public Service Delivery by Municipalities

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Charleen Musonza ◽  
Ndakasharwa Muchaonyerwa
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Service Delivery ◽  
Public Service ◽  
Qualitative Data ◽  
Management Practices ◽  
Integrated System ◽  
Eastern Cape Province ◽  
Eastern Cape ◽  
Public Service Delivery

This study examines the influence of knowledge management (KM) practices on public service delivery by municipalities in the Eastern Cape province of South Africa. The study sought to determine the factors that have triggered the implementation of KM practices; the effectiveness of KM practices towards public service delivery; and the extent to which KM practices have influenced public service delivery by municipalities in the Eastern Cape province of South Africa. Both quantitative and qualitative methods were employed in this study. Quantitative data were collected through a survey questionnaire administered to a sample of 202 employees at the Raymond Mhlaba Municipality in the Eastern Cape. Qualitative data were collected through observations and interviews of 2 senior managers. The data collected gave a response rate of 72 per cent. The quantitative and qualitative data were analysed descriptively and presented verbatim respectively. The results indicated that the internal and external factors included in this study have contributed to the implementation of KM practices in the municipality. Furthermore, the effective use of KM practices has increased the organisational KM initiative, as well as the provision of services such as electricity, education, transport, and social services by the municipality. The study recommends the establishment of KM awareness and the establishment of an integrated system that will assist in effective knowledge sharing, retention and acquisition across municipalities in the Eastern Cape.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

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