Knowledge Management

2007 ◽  
pp. 25-44
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Increasing Returns ◽  
Organizational Resources ◽  
Time And Space ◽  
Organizational Resource ◽  
New Knowledge ◽  
The Future

Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the potential to generate new knowledge. Not only can knowledge be replenished in use, it can also be combined and recombined to generate new knowledge. Once created, knowledge can be articulated, shared, stored, and re-contextualized to yield options for the future. For all of these reasons, knowledge has the potential to be applied across time and space to yield increasing returns (Garud & Kumaraswamy, 2005).

Knowledge Management

2011 ◽  
pp. 10-26
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Relationships ◽  
Knowledge Resources ◽  
Organizational Resource ◽  
New Knowledge ◽  
Building Information ◽  
Key Factor ◽  
Organizational Partnerships ◽  
Potential Benefits

Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the potential to generate new knowledge. Not only can knowledge be replenished in use, it can also be combined and recombined to generate new knowledge. Once created, knowledge can be articulated, shared, stored and re-contextualized to yield options for the future. For all of these reasons, knowledge has the potential to be applied across time and space to yield increasing returns (Garud & Kumaraswamy, 2005). The strategic management of organizational knowledge is a key factor that can help organizations to sustain competitive advantage in volatile environments. Organizations are turning to knowledge management initiatives and technologies to leverage their knowledge resources. Knowledge management can be defined as a systemic and organizationally specified process for acquiring, organizing, and communicating knowledge of employees so that other employees may make use of it to be more effective and productive in their work (Kankanhalli et al., 2005). Knowledge management is also important in inter-organizational relationships. Inter-organizational relationships have been recognized to provide two distinct potential benefits: short-term operational efficiency and longer-term new knowledge creation. For example, the need for continual value innovation is driving supply chains to evolve from a pure transactional focus to leveraging inter-organizational partnerships for sharing information and, ultimately, market knowledge creation. Supply chain partners are engaging in interlinked processes that enable rich (broad-ranging, high quality, and privileged) information sharing, and building information technology infrastructures that allow them to process information obtained from their partners to create new knowledge (Malhotra et al., 2005).

Knowledge Management at Tata Chemicals, Mithapur

2016 ◽  
pp. 1-25
Author(s):  
Sanjay Verma ◽  
Mukund Dixit
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Knowledge Generation ◽  
External Knowledge ◽  
Management Function ◽  
New Knowledge ◽  
The Future ◽  
Knowledge Assimilation ◽  
Chemical Companies ◽  
Mind Set

This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd, Mithapur, has a unique knowledge base accumulated over generations of experiments, trials, and errors. It is in the midst of implementing a rejuvenation plan that has created opportunities for external knowledge assimilation and new knowledge generation. With details on the initiatives for knowledge collection, sharing, measurement of performance and the systems for rewards and recognition, the case provides an opportunity to the participants of a programme on Knowledge Management to analyze the initiatives and make recommendations for the future to the head of Knowledge Management function at the company. The participants would be able to map the realm of knowledge management in an organization and discern - how KM initiatives contributed to the transformation of the organisation from manufacturing centred mind-set to customer focused one.

Adopting Knowledge-Centred Principles in Innovation Pursuits

2011 ◽  
pp. 335-353
Author(s):  
Andrew Goh
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Economy ◽  
Innovation Management ◽  
Knowledge Assets ◽  
New Knowledge ◽  
The Future ◽  
Future Challenges ◽  
Knowledge Age

With the emergence of the knowledge economy, organizations are beginning to see a need to apply knowledge management (KM) practices to their business activities. While knowledge management (KM) has gathered considerable momentum to be a vital source of competitive advantage, how its role could harvest knowledge assets for innovation has yet to be firmly established. This chapter aims to address this issue by examining how innovation can be fostered through knowledge-centered principles. It first describes the globalization of economies and the coming of the new knowledge age as the backdrop to Singapore’s vision of transiting into a knowledge economy. Then it discusses how knowledge management (KM) practices can be harnessed better for innovation management and explains why organizations should foster innovation by adopting an evolving set of knowledge-centered principles. Next, based on the case of Singapore Airlines (SIA), it provides a theoretical review of these principles. Finally, it outlines the future challenges of exploiting knowledge for innovation.

Conceptualising a New Knowledge Management Logic Model for Global Health: A Case-Study Approach

2015 ◽  
Vol 14 (02) ◽  
pp. 1550015 ◽  
Author(s):  
Saori Ohkubo ◽  
Sarah V. Harlan ◽  
Naheed Ahmed ◽  
Ruwaida M. Salem
Keyword(s):  
Knowledge Management ◽  
Global Health ◽  
Case Studies ◽  
Health Professionals ◽  
Health Workers ◽  
Logic Model ◽  
Unique Contribution ◽  
Program Outcomes ◽  
New Knowledge ◽  
Health Field

Over the past few decades, knowledge management (KM) has become well-established in many fields, particularly in business. Several KM models have been at the forefront of promoting KM in businesses and organisations. However, the applicability of these traditional KM models to the global health field is limited by their focus on KM processes and activities with few linkages to intended outcomes. This paper presents the new Knowledge Management for Global Health (KM4GH) Logic Model, a practical tool that helps global health professionals plan ways in which resources and specific KM activities can work together to achieve desired health program outcomes. We test the validity of this model through three case studies of global and field-level health initiatives: an SMS-based mobile phone network among community health workers (CHWs) and their supervisors in Malawi, a global electronic Toolkits platform that provides health professionals access to health information resources, and a netbook-based eHealth pilot among CHWs and their clients in Bangladesh. The case studies demonstrate the flexibility of the KM4GH Logic Model in designing various KM activities while defining a common set of metrics to measure their outcomes, providing global health organisations with a tool to select the most appropriate KM activities to meet specific knowledge needs of an audience. The three levels of outcomes depicted in the model, which are grounded in behavioural theory, show the progression in the behaviour change process, or in this case, the knowledge use process, from raising awareness of and using the new knowledge to contributing to better health systems and behaviours of the public, and ultimately to improving the health status of communities and individuals. The KM4GH Logic Model makes a unique contribution to the global health field by helping health professionals plan KM activities with the end goal in mind.

The Future of the Information Systems Discipline: A Response to Walsham

2012 ◽  
Vol 27 (2) ◽  
pp. 96-99 ◽  
Author(s):  
Salvatore T. March ◽  
Fred Niederman
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Human Mind ◽  
Look Ahead ◽  
New Knowledge ◽  
The Future ◽  
Other Information ◽  
The Right

We must look ahead at today's radical changes in technology, not just as forecasters but as actors charged with designing and bringing about a sustainable and acceptable world. New knowledge gives us power for change: for good or ill, for knowledge is neutral. The problems we face go well beyond technology: problems of living in harmony with nature, and most important, living in harmony with each other. Information technology, so closely tied to the properties of the human mind, can give us, if we ask the right questions, the special insights we need to advance these goals. Herbert A. Simon (2000)

Time and space problems in the text of epos

2020 ◽  
Vol 60 (11) ◽  
pp. 143-146
Author(s):  
Parvana Ismayil Pashayeva ◽  
Keyword(s):  
Key Words ◽  
Time Pass ◽  
Time And Space ◽  
Physical Time ◽  
The Past ◽  
The Future ◽  
Time Changes

The article deals with the problems of introducing of time, time changes and the time-place relations as well. Artistic time is distinguished by belonging of an artistic time to the past in the artistic text, and in epos texts as well. In such kinds of texts one can meet with the changing of situations and various forms of substitutions of grammatical time. Speech moment can be used in defining of criteria for the present, past and the future times in epos texts. And speech moment is being connected with the physical time. Grammatical time comes into effect as a result of time pass components of physical time changings of course. Key words: time, place, epos, artistic time, grammatical time

Othering Time: Strategies of attunement to non-human temporalities

APRIA Journal ◽  
2021 ◽  
Vol 3 (2) ◽  
pp. 75-83
Author(s):  
Alice Smits
Keyword(s):  
Ethics Of Care ◽  
Life Forms ◽  
Ecological Crisis ◽  
Time And Space ◽  
Deep Time ◽  
Curatorial Practice ◽  
Time Zones ◽  
The Future ◽  
Opening Up ◽  
Epistemological Framework

In her article 'Othering Time: Strategies of Attunement to Non-Human Temporalities,' art curator and researcher in the field of art and ecology Alice Smits delves into artistic practices that tune into deep time and non-human time zones. Starting from the viewpoint that our current ecological crisis is in need of developing an ethics of care towards generations far into the future and life forms extremely different to ours, she discusses art and aesthetic knowledge as particularly well suited for experimentation with new stories and sensibilities about our place in time. Making use of geologist Marcia Bjornerud's concept of 'timefulness,' the article focuses on several art projects by Rachel Sussman, Katie Paterson and Špela Petrič, whose works engage in developing a more time-literate sensibility that aims to understand how our everyday lives are shaped by processes that vastly predate us. Underlining changing ways of understanding of time and space by opening up to what is referred to in the title as 'othering time,' art opens up as a discourse in its own right that can interrogate the sciences as a specific epistemological framework that is in need of revision. The author concludes with a few references to how these artistic practices change her own curatorial practice.

Building the Arrow of Time… Over Time: A Sequence of Brain Activity Mapping Imagined Events in Time and Space

2018 ◽  
Vol 29 (10) ◽  
pp. 4398-4414 ◽  
Author(s):  
Baptiste Gauthier ◽  
Karin Pestke ◽  
Virginie van Wassenhove
Keyword(s):  
Brain Activity ◽  
Brain Regions ◽  
Spatial Task ◽  
Brain Response ◽  
Time And Space ◽  
Time Resolved ◽  
The Future ◽  
Spatial Dimensions ◽  
Future Events ◽  
Neural Signatures

Abstract When moving, the spatiotemporal unfolding of events is bound to our physical trajectory, and time and space become entangled in episodic memory. When imagining past or future events, or being in different geographical locations, the temporal and spatial dimensions of mental events can be independently accessed and manipulated. Using time-resolved neuroimaging, we characterized brain activity while participants ordered historical events from different mental perspectives in time (e.g., when imagining being 9 years in the future) or in space (e.g., when imagining being in Cayenne). We describe 2 neural signatures of temporal ordinality: an early brain response distinguishing whether participants were mentally in the past, the present or the future (self-projection in time), and a graded activity at event retrieval, indexing the mental distance between the representation of the self in time and the event. Neural signatures of ordinality and symbolic distances in time were distinct from those observed in the homologous spatial task: activity indicating spatial order and distances overlapped in latency in distinct brain regions. We interpret our findings as evidence that the conscious representation of time and space share algorithms (egocentric mapping, distance, and ordinality computations) but different implementations with a distinctive status for the psychological “time arrow.”

scholarly journals Knowledge management at Ukrainian industrial enterprises in the context of innovative development

2020 ◽  
Vol 12 (3) ◽  
pp. 43-56
Author(s):  
Sergii Illiashenko ◽  
Yuliia Shypulina ◽  
Nataliia Illiashenko ◽  
Olena Gryshchenko ◽  
Anna Derykolenko
Keyword(s):  
Knowledge Management ◽  
Swot Analysis ◽  
Innovative Development ◽  
Competitive Advantages ◽  
Review System ◽  
Industrial Enterprises ◽  
Sources Of Knowledge ◽  
New Knowledge ◽  
The Eu ◽  
Number Of Firms

AbstractThe research aimed to identify promising areas and outline problems associated with the transition of Ukrainian industrial enterprises towards advanced innovative development based on information and knowledge and to formulate recommendations for improving the knowledge management and commercialisation at these enterprises. The study used several methods for analysis, including a literature review; system, structural and statistical analyses; SWOT analysis; the inference method; and interpretation. The research efforts resulted in systemised major sources of knowledge in an enterprise and types of their utilisation. The performed analysis found the key ways to obtain and commercialise knowledge used by Ukrainian industrial enterprises. The results were compared with data of the EU countries. The analysis produced strengths and weaknesses of the existing knowledge management system used in Ukrainian enterprises. Strengths: growth in the number of enterprises producing new knowledge and implementing marketing and organisational innovations; intensified patent activity; and a rational structure of innovation-active enterprises by their size. Weaknesses: the new knowledge structure does not meet the needs of enterprises; an insignificant and unstable share of innovation-active enterprises in the total number of firms; and insignificant sales volumes of patents. The research revealed that Ukrainian enterprises had the potential ability to produce and commercialise new knowledge effectively and to use it as the basis to form, strengthen and implement relative competitive advantages, which would contribute to the innovative growth of the Ukrainian economy as a whole. Recommendations were designed for the formation of prerequisites necessary to improve the efficiency of knowledge management in the context of conditions required for the innovative development of domestic enterprises. The obtained results can be used as an information base for evaluating the system of knowledge production and commercialisation at Ukrainian enterprises to enhance the management and identify promising areas for innovative development.

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

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