Integrating Knowledge Management Services

2011 ◽  
pp. 209-228 ◽  
Author(s):  
Ronald Maier ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Business Strategy ◽  
Business Processes ◽  
Communication Technologies ◽  
It Infrastructure ◽  
Strategic Decisions ◽  
Km Strategy ◽  
Information And Communication ◽  
Software Services

Many organizations have established knowledge management initiatives, but most of them have developed instruments bottom-up, often in parallel and without strategic considerations. Many of those instruments involve information and communication technologies (ICT) which therefore are fragmented and cannot be easily reused outside their original intended organizational unit. This chapter proposes a three-layered service infrastructure that composes services from heterogeneous applications into specific knowledge management (KM) services. The infrastructure supports discovery, call, and provision of KM services from activities within business processes. It argues that integration of KM services in organizations requires alignment of the IT infrastructure, particularly its knowledge-oriented part, with the KM portion of business strategy, that is, KM strategy. This alignment can be achieved by introducing a service infrastructure that uses the concept of KM service in order to connect the customer-oriented materialization of strategic decisions on a conceptual level, that is, business processes, with their technical counterpart on the ICT level, that is, software services.

Knowledge Management in Smart Organizations

2011 ◽  
pp. 101-135
Author(s):  
Shirley Chan
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Value Creation ◽  
Communication Technologies ◽  
Strategic Decisions ◽  
Management Perspective ◽  
Information And Communication ◽  
Continual Learning ◽  
Management Theories

This chapter looks at the deployment of appropriate information and communication technologies in helping smart organizations to manage knowledge. Taking a management perspective, smart organizations can be regarded as those that can make smart strategic decisions and put into practice such managerial principles as value creation, continual learning, embracing uncertainty, and empowerment. Making good decisions would involve gathering and synthesizing the appropriate knowledge—knowledge about the market, products, suppliers, customers, competitors, and others. Different schools of knowledge management theories and the related technologies will be discussed. The author hopes that understanding the knowledge management technologies and related practices would assist researchers and practitioners in gaining some insights into managing the knowledge required for making smart decisions in organizations.

Integrated Modeling

2011 ◽  
pp. 420-430
Author(s):  
Thomas Hadrich ◽  
Ronald Maier
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Process Modeling ◽  
Business Strategy ◽  
Business Processes ◽  
Knowledge Work ◽  
Organizational Structures ◽  
Modeling Approaches ◽  
Information And Communication ◽  
Process Oriented

Modeling is a key task in order to analyze, understand, and improve business processes and organizational structures, and to support the design, implementation, and management of information and communication technologies in general and knowledge management systems (KMSs) in particular. Process-oriented knowledge management (Maier, 2004; Maier & Remus, 2003) is a promising approach to provide the missing link between knowledge management (KM) and business strategy, and to bridge the gap between the human-oriented and technology-oriented views (e.g., Hansen, Nohria, & Tierney, 1999; Zack, 1999). However, existing modeling approaches for business processes, including their extensions for KM, still lack concepts to support knowledge work, which is often unstructured, creative, and learning and communication intensive. Recently, the activity theory has been proposed to provide concepts to analyze knowledge work (e.g., Blackler, 1995), but it has not yet been integrated with business process modeling for designing KM initiatives and KMSs. The following sections analyze the characteristics of knowledge work, distinguish important perspectives for modeling in KM, and discuss extensions of process modeling approaches including activity modeling. Then, the process-oriented and the activity-oriented perspectives on knowledge work are compared and connected by means of the concept of knowledge stance.

Knowledge Management in Smart Organizations

2011 ◽  
pp. 3385-3408
Author(s):  
Shirley Chan
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Value Creation ◽  
Communication Technologies ◽  
Strategic Decisions ◽  
Management Perspective ◽  
Information And Communication ◽  
Continual Learning ◽  
Management Theories

This chapter looks at the deployment of appropriate information and communication technologies in helping smart organizations to manage knowledge. Taking a management perspective, smart organizations can be regarded as those that can make smart strategic decisions and put into practice such managerial principles as value creation, continual learning, embracing uncertainty, and empowerment. Making good decisions would involve gathering and synthesizing the appropriate knowledge—knowledge about the market, products, suppliers, customers, competitors, and others. Different schools of knowledge management theories and the related technologies will be discussed. The author hopes that understanding the knowledge management technologies and related practices would assist researchers and practitioners in gaining some insights into managing the knowledge required for making smart decisions in organizations.

Integrated Modeling

2011 ◽  
pp. 2559-2569
Author(s):  
Thomas Hadrich ◽  
Ronald Maier
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Process Modeling ◽  
Business Strategy ◽  
Business Processes ◽  
Knowledge Work ◽  
Organizational Structures ◽  
Modeling Approaches ◽  
Information And Communication ◽  
Process Oriented

Modeling is a key task in order to analyze, understand, and improve business processes and organizational structures, and to support the design, implementation, and management of information and communication technologies in general and knowledge management systems (KMSs) in particular. Process-oriented knowledge management (Maier, 2004; Maier & Remus, 2003) is a promising approach to provide the missing link between knowledge management (KM) and business strategy, and to bridge the gap between the human-oriented and technology-oriented views (e.g., Hansen, Nohria, & Tierney, 1999; Zack, 1999). However, existing modeling approaches for business processes, including their extensions for KM, still lack concepts to support knowledge work, which is often unstructured, creative, and learning and communication intensive. Recently, the activity theory has been proposed to provide concepts to analyze knowledge work (e.g., Blackler, 1995), but it has not yet been integrated with business process modeling for designing KM initiatives and KMSs. The following sections analyze the characteristics of knowledge work, distinguish important perspectives for modeling in KM, and discuss extensions of process modeling approaches including activity modeling. Then, the process-oriented and the activity-oriented perspectives on knowledge work are compared and connected by means of the concept of knowledge stance.

Integrated Modeling

2011 ◽  
pp. 251-258 ◽  
Author(s):  
Thomas Hadrich ◽  
Ronald Maier
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Process Modeling ◽  
Business Strategy ◽  
Business Processes ◽  
Knowledge Work ◽  
Organizational Structures ◽  
Modeling Approaches ◽  
Information And Communication ◽  
Process Oriented

Modeling is a key task in order to analyze, understand, and improve business processes and organizational structures, and to support the design, implementation, and management of information and communication technologies in general and knowledge management systems (KMSs) in particular. Process-oriented knowledge management (Maier, 2004; Maier & Remus, 2003) is a promising approach to provide the missing link between knowledge management (KM) and business strategy, and to bridge the gap between the human-oriented and technology-oriented views (e.g., Hansen, Nohria, & Tierney, 1999; Zack, 1999). However, existing modeling approaches for business processes, including their extensions for KM, still lack concepts to support knowledge work, which is often unstructured, creative, and learning and communication intensive. Recently, the activity theory has been proposed to provide concepts to analyze knowledge work (e.g., Blackler, 1995), but it has not yet been integrated with business process modeling for designing KM initiatives and KMSs. The following sections analyze the characteristics of knowledge work, distinguish important perspectives for modeling in KM, and discuss extensions of process modeling approaches including activity modeling. Then, the process-oriented and the activity-oriented perspectives on knowledge work are compared and connected by means of the concept of knowledge stance.

IMPROVING THE EFFECTIVENESS OF TEACHERS USING ICT

2020 ◽  
Vol 4 (11) ◽  
pp. 42-50
Author(s):  
Z. I. SHAKHBANOVA ◽  
◽  
Z. YARMETOV ◽  
◽  
Keyword(s):  
Information And Communication Technologies ◽  
Business Processes ◽  
Communication Technologies ◽  
International Markets ◽  
Educational Process ◽  
Traditional Teaching ◽  
Management Tools ◽  
Effective Work ◽  
Traditional Teaching Methods ◽  
Information And Communication

The article will consider information and communication technologies used in business processes, inter-preted for effective work in the educational process, of a teacher with students. Also, the article will describe several business management tools that have worked well in the Russian market: Bitrix24 and the Planfix management system. The author analyzes the entities that contribute to increasing the profit of enterprises having these automated information systems that will be used as enhancing the effectiveness of students, that is, students and the teacher will be considered as clients and the company negotiating through CRM or ERP systems. Since it is such cooperation that sets them apart and leads them to the leaders in the Russian and international markets. An analysis of 30 students divided into two groups will be conducted. A teacher works with one group using an unconventional method, using business tools, while the process proceeds in the other with traditional teaching methods. The key objective of this study is to show related aspects of the functioning of ICTs that are subtle to business processes in the education system. Since a growing number of universities are instilling their teachers to work on various cloud systems, for example, DGUNH has a Cisco platform that allows teachers to track students' actions at various intervals.

ICT Investments and Management for Organizations

2014 ◽  
pp. 544-560
Author(s):  
Georgios N. Angelou ◽  
Anastasios A. Economides
Keyword(s):  
Decision Making ◽  
Real Options ◽  
Information And Communication Technologies ◽  
Business Strategy ◽  
Communication Technologies ◽  
Qualitative Modeling ◽  
Balance Scorecard ◽  
Cost Benefits ◽  
Information And Communication ◽  
Decision Making Model

Developing the Information and Communication Technologies (ICT) strategy that supports the overall organization's business strategy is critical for generating business value. Recognizing the inadequacy of traditional quantitative cost-benefits analysis for evaluating and managing ICT investments, researchers suggest multi-criteria analysis, integrating quantitative and qualitative modeling. This chapter introduces the Balance Scorecard (BS) decision analysis framework and combines it with Real Options (ROs) analysis, in a qualitative and quantitative perspective, for modeling the business flexibility as well as for evaluating and controlling the ICT investments strategy. The multi-criteria ROs modeling applies to all perspectives of the BS framework providing a holistic decision-making model for ICT business.

From Rural Outsourcing to Rural Opportunities

2013 ◽  
pp. 158-173
Author(s):  
Aarti Kawlra
Keyword(s):  
Information And Communication Technologies ◽  
Business Strategy ◽  
Communication Technologies ◽  
Development Project ◽  
Production Model ◽  
Overall Design ◽  
Key Innovation ◽  
Information And Communication ◽  
Set Up ◽  
Production Company

Inspired by the potential of Information and Communication Technologies, henceforth ICTs, for socio-economic development, and supported by a university based technology and business incubator, Rural Production Company, henceforth RPC, was set up in 2007 employing an ICT-mediated distributed production model. This paper reveals how RPC, initially an exploratory project whose key innovation was its Internet kiosk-facilitated model of crafts production and local empowerment, morphed into a social enterprise catering to global demands. The context of innovation provided by the Incubator led to a transformation of an ICT4D (ICT for Development) project into a business venture through the practice of formal and informal questioning at every stage of its implementation. This paper focuses on the iterative method adopted while highlighting the role of the incubator in the overall design and development process of the enterprise. This paper is a reflexive mapping of the organization’s evolution from the original research agenda of outsourcing production cum rural employment, to one that privileges local networks both as a conscious business strategy and as an arena for collaborative change for human development.

The Role of Information and Communication Technologies in Knowledge Management

2008 ◽  
pp. 36-45
Author(s):  
Irma Becerra-Fernandez ◽  
Rajiv Sabherwal
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Complex Processes ◽  
Rapid Changes ◽  
Growth Of Knowledge ◽  
Information And Communication ◽  
Structural Mechanisms ◽  
Role Of Information

Rapid changes in the field of knowledge management (KM) have to a great extent resulted from the dramatic progress we have witnessed in the field of information and communication technology. ICT allows the movement of information at increasing speeds and efficiencies, and thus facilitates sharing as well as accelerated growth of knowledge. For example, computers capture data from measurements of natural phenomena, and then quickly manipulate the data to better understand the phenomena they represent. Increased computer power at lower prices enables the measurement of increasingly complex processes, which we possibly could only imagine before. Thus, ICT has provided a major impetus for enabling the implementation of KM applications. Moreover, as learning has accrued over time in the area of social and structural mechanisms, such as through mentoring and retreats that enable effective knowledge sharing, it has made it possible to develop KM applications that best leverage these improved mechanisms by deploying sophisticated technologies.

A Conceptual Framework for Effective Knowledge Management Using Information and Communication Technologies

2010 ◽  
Vol 1 (2) ◽  
pp. 49-61 ◽  
Author(s):  
Hepu Deng
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Transformation Model ◽  
Information And Communication ◽  
Knowledge Objects ◽  
Multi Method Approach ◽  
Role Of Information

This paper investigates the role of information and communication technologies in enabling and facilitating the conversion of knowledge objects in knowledge management and explores how these roles might be affected in an organization. Such an investigation is based on a critical analysis of the relationships between data, information and knowledge, leading to the development of a transformation model between data, information and knowledge. Using a multi-method approach, in this paper, the author presents a conceptual framework for effective knowledge management in an organization. The author discusses the implications of the proposed framework for designing and developing knowledge management systems in an organization.

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