ICT and Knowledge Management Systems

2011 ◽  
pp. 1042-1050 ◽  
Author(s):  
Irma Becerra-Fernandez ◽  
Rajiv Sabherwal
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Management Systems ◽  
Complex Processes ◽  
Rapid Changes ◽  
Growth Of Knowledge ◽  
Information And Communication ◽  
Accelerated Growth ◽  
Structural Mechanisms ◽  
Over Time

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.

ICT and Knowledge Management Systems

2011 ◽  
pp. 230-236 ◽  
Author(s):  
Irma Becerra-Fernandez ◽  
Rajiv Sabherwal
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Management Systems ◽  
Complex Processes ◽  
Rapid Changes ◽  
Growth Of Knowledge ◽  
Information And Communication ◽  
Accelerated Growth ◽  
Structural Mechanisms ◽  
Over Time

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.

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.

The Role of Information and Communication Technologies in Knowledge Management

2010 ◽  
pp. 1410-1418
Author(s):  
Irma Becerra-Fernandez ◽  
Rajiv Sabherwal
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Leading Edge ◽  
Communication Technologies ◽  
Dramatic Improvement ◽  
Web Based ◽  
Complex Processes ◽  
Growth Of Knowledge ◽  
Information And Communication ◽  
Structural Mechanisms

Rapid changes in the field of KM have to a great extent resulted from the dramatic progress we have witnessed in the field of information and communication technology (ICT). 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 it represents. 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 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. In this article we focus on the applications that result from the use of the latest technologies used to support KM mechanisms. Knowledge Management mechanisms are organizational or structural means used to promote KM (Becerra- Fernandez, Gonzalez, & Sabherwal, 2004). The use of leading edge ICT (e.g., Web-based conferencing) to support KM mechanisms in ways not earlier possible (e.g., interactive conversations along with instantaneous exchange of voluminous documents among individuals located at remote locations) enables dramatic improvement in KM. We call the applications resulting from such synergy between the latest technologies and social/ structural mechanisms as knowledge management systems. We discuss the topic of KM systems in detail in the next sections.

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

Qualitative Analysis of Semantically Enabled Knowledge Management Systems in Agile Software Engineering

2012 ◽  
pp. 144-164
Author(s):  
Jörg Rech ◽  
Christian Bogner
Keyword(s):  
Knowledge Management ◽  
Software Engineering ◽  
Qualitative Analysis ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Two Phase ◽  
Complex Processes ◽  
Management Processes ◽  
Agile Software Engineering ◽  
Agile Software

In many agile software engineering organizations there is not enough time to follow knowledge management processes, to retrieve knowledge in complex processes, or to systematically elicit knowledge. This chapter gives an overview about the human-centered design of semantically-enabled knowledge management systems based on Wikis used in agile software engineering environments. The methodology – developed in the RISE (Reuse in Software Engineering) project – enables and supports the design of human-centered knowledge sharing platforms, such as Wikis. Furthermore, the paper specifies requirements one should keep in mind when building human-centered systems to support knowledge management. A two-phase qualitative analysis showed that the knowledge management system acts as a flexible and customizable view on the information needed during working-time which strongly relieves software engineers from time-consuming retrieval activities. Furthermore, the observations gave some hints about how the software system supports the collection of vital working experiences and how it could be subsequently formed and refined.

scholarly journals Identified Human Factors in Knowledge Management in the Context of Knowledge Sharing

2021 ◽  
Vol 12 (3) ◽  
pp. 1963-1968
Author(s):  
Oyelami Julius Olusegun Et.al
Keyword(s):  
Knowledge Management ◽  
Standard Deviation ◽  
Human Factors ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Statistical Data Analysis ◽  
Information And Communication ◽  
Strategic Implementation ◽  
Paper Review ◽  
Knowledge Management Practices

With the present and advances in information and communication technology (ICT), sharing knowledge across organisations has become easier and feasible. However, knowledge sharing has been a complex phenomenon over the years and identifying factors that influence knowledge sharing (KS) across organisation has becomes crucial and critical in the recent days. This paper review the effect of culture and behavioural differences as a human factors and the knowledge management practices needed to improve KS in organisations. Data were collected from 7 experts and 50 personnel by questionnaire. The result from the statistical data analysis revealed 15.67 and 3.96 as variance and standard deviation on culture respectively. The variance on behaviour is 8 and its standard deviation is 2.83, this indicate weakness in KS therefore, there is a presence of non- sharing culture and behaviour that discourage knowledge sharing. The findings from this pilot study suggest that, a centralised knowledge management structure without effective human practice towards its policies of sharing, coordination and distribution of knowledge in the context of knowledge management towards knowledge sharingmight fail. For organisation to avoid knowledge holding (KH) and knowledge risk (KR), a mechanism like knowledge sharing strategic implementation plan (KSSIP) can be used as a solution.  

A Dialectic on the Cultural and Political Aspects of Information and Knowledge Sharing in Organizations

2011 ◽  
pp. 104-118
Author(s):  
Dennis Hart ◽  
Leoni Warne
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Cultural Analysis ◽  
The Other ◽  
Knowledge Management Systems ◽  
Organizational Power ◽  
Basic Reason ◽  
Cultural Foundations ◽  
Technological Information ◽  
Ubiquitous Presence

This chapter raises issues concerning information and knowledge sharing in organizations and why such sharing is often difficult to achieve. In particular, it compares an organizational cultural analysis with an organizational political one. The authors believe that the issues raised are not only important but are often insufficiently attended to by practitioners who are attempting to build technological information and knowledge management systems. The driver for the chapter is the fact that despite impressive advances in technology, and its now almost ubiquitous presence in organizations many of the benefits originally expected concerning improved information and knowledge sharing have not materialised as was once confidently expected. One of the authors argues a basic reason for this lies in the lack of attention to the cultural foundations of organizations, while the other contends it is more because matters relating to organizational power and political matters are often misunderstood, overlooked or ignored. These different perspectives are discussed and contrasted in order to tease out the important differences between them and assess the prospects for a synthesis. It is concluded that, while there are important commonalities between the two perspectives, there are also fundamental differences, including concerning what are causes and what are effects and, therefore, how to go about effecting change regarding information and knowledge sharing.

Motivating Knowledge Sharing in Knowledge Management Systems

2011 ◽  
Vol 40 (4) ◽  
pp. 978-1009 ◽  
Author(s):  
Sheng Wang ◽  
Raymond A. Noe ◽  
Zhong-Ming Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems
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