Knowledge Management Systems

2011 ◽  
pp. 181-205 ◽  
Author(s):  
Dick Stenmark ◽  
Rikard Lindgren
Keyword(s):  
Knowledge Management ◽  
Design Theory ◽  
Work Practice ◽  
Knowledge Work ◽  
Critical Issue ◽  
Lessons Learned ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Simple Question ◽  
The Relationship

This chapter is motivated by one simple question: Why do so many knowledge management systems (KMS) fail when implemented in organizational knowledge work practice? Indeed, imbalance between the desire for accurate content and the workload required to achieve this still appears to be a critical issue, resulting in KMS of little use for organizational members. Hence, KMS maintenance is an important research subject. With the objective to contribute recommendations for how to integrate KMS with everyday knowledge work, we apply general lessons learned from development of groupware applications as a theoretical lens to analyze empirical experiences of three implemented and evaluated KMS. Theorizing the relationship between the recommendations developed and extant KMS design theory, the chapter offers implications for IS research and practice.

Stages of Information Systems in E-Government for Knowledge Management

2011 ◽  
pp. 270-280
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Police Officers ◽  
Growth Models ◽  
Knowledge Work ◽  
Management Systems ◽  
Financial Crime ◽  
Knowledge Management Systems ◽  
Knowledge Intensive ◽  
Direction Information

A stage model for knowledge management systems in policing financial crime is developed in this chapter. Stages of growth models enable identification of organizational maturity and direction. Information technology to support knowledge work of police officers is improving. For example, new information systems supporting police investigations are evolving. Police investigation is an information-rich and knowledge-intensive practice. Its success depends on turning information into evidence. This chapter presents an organizing framework for knowledge management systems in policing financial crime. Future case studies will empirically have to illustrate and validate the stage hypothesis developed in this paper.

Towards Understanding the Successful Adoption of Blog-Based Knowledge Management Systems

2010 ◽  
pp. 486-495 ◽  
Author(s):  
Joowon Park ◽  
Sooran Jo ◽  
Junghoon Moon
Keyword(s):  
Knowledge Management ◽  
Corporate Culture ◽  
Symbolic Interaction ◽  
Critical Issue ◽  
Organizational Knowledge ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Setting ◽  
The World ◽  
Intellectual Power

Knowledge has been recognized as a valuable resource for organizational activities. As businesses are entering the world of Web 2.0, knowledge sharing is widely regarded as a critical issue in the area of organizational knowledge management (KM). Recently, organizations have started adopting blog-based knowledge management systems (KMS) with encouraging results. Used as a tool for sharing organizational knowledge, blogging can aggregate the intellectual power of individual members, serve as innovative KMS, and lead to the creation of a trust-based corporate culture. However, despite the increasing adoption of blogs by organizations, a theoretical framework for understanding a blog-based KMS has not been developed. This chapter attempts to present a framework for understanding a blog-based KMS in an organizational setting, grounded in a socio-psychological approach and the application of social identity and symbolic interaction theories.

MEASURING THE CONTRIBUTIONS OF KNOWLEDGE MANAGEMENT SYSTEMS TO THE STRATEGIC COMPETITIVENESS OF ORGANIZATIONS: A REVIEW AND A MODEL

2010 ◽  
Vol 07 (02) ◽  
pp. 89-107 ◽  
Author(s):  
ELIE GEISLER
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Absorptive Capacity ◽  
Knowledge Systems ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Multi Stage ◽  
Intermediate Outcomes ◽  
Stage Process ◽  
The Relationship

Why and how do Knowledge Management Systems (KMS) contribute to the strategic competitiveness of organizations? This paper reviews the literature and proposes a model in which KMS is viewed from three different perspectives: (1) crucial resource; (2) driver of absorptive capacity; and (3) innovation adopted by the organization. The paper critiques the method used by KMS researchers whereby co-variation of KMS and competitiveness is utilized to study the relationship between these variables. The model proposed here is a multi-stage process. The successful use of KMS generates intermediate outcomes that in turn impact the organization and produces improved strategic competitiveness. The different approaches to KMS and the stage-process allow for the unique attributes of knowledge systems, different from information systems. The advantages and limitations of the model are discussed.

Stages of Knowledge Management Systems

2007 ◽  
pp. 71-93
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Stage Model ◽  
Organizational Evolution ◽  
Multistage Model ◽  
Storage And Retrieval ◽  
Management Technology ◽  
It Applications

Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications to support and enhance the organizational processes of knowledge creation, storage and retrieval, transfer, and application (Alavi & Leidner, 2001). The knowledge management technology stage model presented in this chapter is a multistage model proposed for organizational evolution over time. Stages of knowledge management technology are a relative concept concerned with IT’s ability to process information for knowledge work. The knowledge management technology stage model consists of four stages (Gottschalk, 2005). When applied to law enforcement in the following chapters, the stages are labeled officer-to-technology, officer-to-officer, officer-to-information, and officer-to-application.

scholarly journals Culture-Free or Culture-Bound? A Boundary Spanning Perspective on Learning in Knowledge Management Systems

2011 ◽  
pp. 3297-3314
Author(s):  
Robert M. Mason
Keyword(s):  
Knowledge Management ◽  
Boundary Spanning ◽  
Management Systems ◽  
Cultural Dimension ◽  
Knowledge Management Systems ◽  
Evolutionary Changes ◽  
Shared Culture ◽  
Relationship Of ◽  
Conceptual Foundations ◽  
The Relationship

Knowledge management systems (KMSs) have been criticized as having a North American bias. The cultural dimension of KMSs, particularly the relationship of learning and culture in KM projects, are rarely discussed. This paper addresses these concerns in a review of the conceptual foundations for KM and by examining implementations of KM projects. Despite the evolutionary changes in how KM is viewed, KMSs, as they have been designed, implemented, and reported, do not appear to provide for cultural diversity among users. Instead, the reports of KMSs indicate that such systems seek to create and maintain a homogeneous organizational culture, and the adoption of such a shared culture appears to be a prerequisite for success. The paper discusses KMSs as systems that exhibit boundary spanning objects and processes in three different categories, and an analysis of reported projects reveals that boundary spanning across national and ethnic boundaries is rare.

Communication Technology and Knowledge Management

2018 ◽  
Author(s):  
Jeffrey Treem
Keyword(s):  
Knowledge Management ◽  
Communication Technology ◽  
Management Practices ◽  
Communication Technologies ◽  
Memory Systems ◽  
Management Systems ◽  
Alternative View ◽  
Knowledge Management Systems ◽  
Theoretical Frameworks ◽  
The Relationship

In recent years, organizations have greatly increased their use of communication technologies to support knowledge management initiatives. These technologies, commonly referred to as knowledge management systems, are adopted in the hope that they will bolster organizations’ access to, and utilization of, knowledge resources. Yet the relationship between communication technology and knowledge management is complicated by ambiguity regarding whether knowledge can be validly captured, stored, and transmitted in an explicit form (as an object) or only exists in applications (as an action). Many scholars argue that reliance on communication technologies for knowledge management aids the ability of organizations to process information, but it has limited benefits for helping individuals gain situated knowledge regarding how best to accomplish work. An alternative view explores the potential of communication technologies to facilitate interaction among knowledgeable actors, which can support ongoing organizational learning. In practice, the use of communication technologies enacts a duality whereby knowledge operates both as an object that organizations and individuals have, and as an applied action that is used to solve situated problems. Numerous theoretical frameworks have been applied to study the relationship between communication technologies and knowledge management, with three of the most prominent being public goods theory, communities of practice, and transactive memory systems theory. Extant research recognizes the diverse ways that communication technologies can support knowledge management practices aimed at either improving the utilization of information in organizations or bolstering opportunities for interpersonal knowledge sharing. Regardless of the position taken regarding the most appropriate and effective ways that communication technology can support knowledge management, organizations hoping to implement knowledge management systems face numerous challenges related to spurring the creation of organizational knowledge, motivating individuals to share knowledge, transferring knowledge among groups, and storing knowledge to allow future retrieval. Furthermore, the breadth and diversity of communication technologies used for knowledge management will continue to expand as organizations explore the potential applications of social media technologies and seek to gain value from increases in available data regarding individuals’ communication and behaviors.

Activity Theory for Knowledge Management in Organisations

2011 ◽  
pp. 201-215
Author(s):  
Lorna Uden
Keyword(s):  
Knowledge Management ◽  
Activity Theory ◽  
Design Theory ◽  
Collaborative Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Processes ◽  
Human Practices ◽  
Cultural Historical Activity

Current approaches to KMS (Knowledge Management Systems) tend to concentrate development mainly on technical aspects, but they ignore social organisational issues. Effective KMS design requires that the role of technologies is supporting business knowledge processes rather than storing data. CHAT (Cultural Historical Activity Theory) can be used as a theoretical model to analyse the development of knowledge management systems and knowledge sharing. Activity theory as a philosophical and crossdisciplinary framework for studying different forms of human practices is well suited for study research within a community of practice such as knowledge management in collaborative research. This chapter shows how activity theory can be used as a kernel theory for the development of a knowledge management design theory for collaborative work.

Stages of Knowledge Management Systems

2011 ◽  
pp. 525-540
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Stage Model ◽  
Organizational Evolution ◽  
Multistage Model ◽  
Storage And Retrieval ◽  
Management Technology ◽  
It Applications

Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications to support and enhance the organizational processes of knowledge creation, storage and retrieval, transfer, and application (Alavi & Leidner, 2001). The knowledge management technology stage model presented in this chapter is a multistage model proposed for organizational evolution over time. Stages of knowledge management technology are a relative concept concerned with IT’s ability to process information for knowledge work. The knowledge management technology stage model consists of four stages (Gottschalk, 2005). When applied to law enforcement in the following chapters, the stages are labeled officer-to-technology, officer-to-officer, officer-to-information, and officer-to-application.

Culture-Free of Culture-Bound? A Boundary Spanning Perspective on Learning in Knowledge Management Systems

2011 ◽  
pp. 42-59
Author(s):  
Robert M. Mason
Keyword(s):  
Knowledge Management ◽  
Boundary Spanning ◽  
Management Systems ◽  
Cultural Dimension ◽  
Knowledge Management Systems ◽  
Evolutionary Changes ◽  
Shared Culture ◽  
Relationship Of ◽  
Conceptual Foundations ◽  
The Relationship

Knowledge management systems (KMSs) have been criticized as having a North American bias. The cultural dimension of KMSs, particularly the relationship of learning and culture in KM projects, are rarely discussed. This paper addresses these concerns in a review of the conceptual foundations for KM and by examining implementations of KM projects. Despite the evolutionary changes in how KM is viewed, KMSs, as they have been designed, implemented, and reported, do not appear to provide for cultural diversity among users. Instead, the reports of KMSs indicate that such systems seek to create and maintain a homogeneous organizational culture, and the adoption of such a shared culture appears to be a prerequisite for success. The paper discusses KMSs as systems that exhibit boundary spanning objects and processes in three different categories, and an analysis of reported projects reveals that boundary spanning across national and ethnic boundaries is rare.

Sign in / Sign up

Export Citation Format

Share Document