Discovering Implicit Knowledge from Data Warehouses

2011 ◽  
pp. 1208-1215
Author(s):  
M. Mehdi Owrang O.

Today, every corporation faces the problem of how to acquire, store, and share information. Knowledge management (KM) has been introduced to accomplish these tasks (Adams, 2004; Barquin, 2000; Frappaolo & Wilson, 2004). Fundamental to KM is the realization that knowledge exists in two basic forms: explicit and tacit (Adams, 2004; Barquin, 2000; Frappaolo & Wilson, 2004; Orr, 2004). Organizations have data, in the form of operational databases and/or data warehouses, which contain implicit knowledge. Some knowledge believed to be tacit (experiential and intuitive) can be transformed into explicit knowledge. Getting to implicit knowledge requires taking a look at tacit knowledge resources (i.e., domain experts or data warehouses) to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process. Then, it requires implementing that mining/translation process. The majority of an organization’s knowledge is presumed to be tacit. Yet, the majority of the KM applications seem to focus on the explicit knowledge base: working on existing corporate knowledge or making individuals more effective at sharing explicit knowledge (Frappaolo & Wilson, 2004). Efforts have been put in creating an organized explicit knowledge repository, called data warehousing (Bischoff & Alexander, 1997) that is continuously fed and leveraged. Knowledge management is not truly possible without data warehousing (Barquin, 2000). It is the real-time access to an enterprise’s integrated data stores through data warehousing that complements an individual’s tacit knowledge of how something is done. Knowledge discovery is defined as the nontrivial extraction of implicit, previously unknown, and potentially useful information from data (Adriaans & Zantinge, 1996; Agrawal, Imielinski & Swami, 1993; Brachman et al., 1996; Fayyad, 1996; Inmon, 1996). The automatic knowledge acquisition in a nondata warehouse environment has been on the operational databases which contain the most recent data about the organizations. Summary and historical data, which are essential for accurate and complete knowledge discovery, are generally absent in the operational databases. A data warehouse is an ideal environment for rule discovery since it contains the cleaned, integrated, detailed, summarized, historical, and metadata (Bischoff & Alexander, 1997; Inmon, 1996; Meredith & Khader, 1996; Parsaye, 1996). In this article, we are looking at the discovery of implicit knowledge from the data warehouses. Most of the success of knowledge discovery resides in the ability of the system to elicit the right level of detail as well as accuracy from the data warehouse which has the implicit data. We look at the knowledge discovery process on detailed, summary, and historical data. Also, we show how the discovered knowledge from these data sources can complement and validate each other.

Author(s):  
M. Mehdi Owrang O.

Today, every corporation faces the problem of how to acquire, store, and share information. Knowledge management (KM) has been introduced to accomplish these tasks (Adams, 2004; Barquin, 2000; Frappaolo & Wilson, 2004). Fundamental to KM is the realization that knowledge exists in two basic forms: explicit and tacit (Adams, 2004; Barquin, 2000; Frappaolo & Wilson, 2004; Orr, 2004). Organizations have data, in the form of operational databases and/or data warehouses, which contain implicit knowledge. Some knowledge believed to be tacit (experiential and intuitive) can be transformed into explicit knowledge. Getting to implicit knowledge requires taking a look at tacit knowledge resources (i.e., domain experts or data warehouses) to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process. Then, it requires implementing that mining/translation process. The majority of an organization’s knowledge is presumed to be tacit. Yet, the majority of the KM applications seem to focus on the explicit knowledge base: working on existing corporate knowledge or making individuals more effective at sharing explicit knowledge (Frappaolo & Wilson, 2004). Efforts have been put in creating an organized explicit knowledge repository, called data warehousing (Bischoff & Alexander, 1997) that is continuously fed and leveraged. Knowledge management is not truly possible without data warehousing (Barquin, 2000). It is the real-time access to an enterprise’s integrated data stores through data warehousing that complements an individual’s tacit knowledge of how something is done. Knowledge discovery is defined as the nontrivial extraction of implicit, previously unknown, and potentially useful information from data (Adriaans & Zantinge, 1996; Agrawal, Imielinski & Swami, 1993; Brachman et al., 1996; Fayyad, 1996; Inmon, 1996). The automatic knowledge acquisition in a nondata warehouse environment has been on the operational databases which contain the most recent data about the organizations. Summary and historical data, which are essential for accurate and complete knowledge discovery, are generally absent in the operational databases. A data warehouse is an ideal environment for rule discovery since it contains the cleaned, integrated, detailed, summarized, historical, and metadata (Bischoff & Alexander, 1997; Inmon, 1996; Meredith & Khader, 1996; Parsaye, 1996). In this article, we are looking at the discovery of implicit knowledge from the data warehouses. Most of the success of knowledge discovery resides in the ability of the system to elicit the right level of detail as well as accuracy from the data warehouse which has the implicit data. We look at the knowledge discovery process on detailed, summary, and historical data. Also, we show how the discovered knowledge from these data sources can complement and validate each other.


2017 ◽  
Vol 19 (1) ◽  
pp. 17-28 ◽  
Author(s):  
Siew-Phek T. Su ◽  
Ashwin Needamangala

Data warehousing technology has been defined by John Ladley as "a set of methods, techniques, and tools that are leveraged together and used to produce a vehicle that delivers data to end users on an integrated platform." (1) This concept h s been applied increasingly by industries worldwide to develop data warehouses for decision support and knowledge discovery. In the academic sector, several universities have developed data warehouses containing the universities' financial, payroll, personnel, budget, and student data. (2) These data warehouses across all industries and academia have met with varying degrees of success. Data warehousing technology and its related issues have been widely discussed and published. (3) Little has been done, however, on the application of this cutting edge technology in the library environment using library data.


2019 ◽  
Vol 18 (03) ◽  
pp. 953-979 ◽  
Author(s):  
Lingling Zhang ◽  
Minghui Zhao ◽  
Zili Feng

In the era of big data, how to obtain useful knowledge from online news and utilize it as an important basis to make investment decision has become the hotspot of industrial and academic research. At present, there have been research and practice on explicit knowledge acquisition from news, but tacit knowledge acquisition is still under exploration. Based on the general mechanism of domain knowledge, knowledge reasoning, and knowledge discovery, this paper constructs a framework for discovering tacit knowledge from news and applying the knowledge to stock forecasting. The concrete work is as follows: First, according to the characteristics of financial field and the conceptual cube, the conceptual structure of industry–company–product is constructed, and the framework of domain ontology is put forward. Second, with the construction of financial field ontology, the financial news knowledge management framework is proposed. Besides, with the application of attributes in ontology and domain rules extracted from news text, the knowledge reasoning mechanism of financial news is constructed to achieve financial news knowledge discovery. Finally, news knowledge that reflects important information about stock changes is integrated into the traditional stock price forecasting model and the newly proposed model performs well in the empirical analysis of polyester industry.


2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
Author(s):  
Zhixian Yi

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.


2014 ◽  
pp. 1675-1709
Author(s):  
Zaidoun Alzoabi

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.


Author(s):  
Luis Mendes

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.


Author(s):  
Zbigniew Król

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (non-nominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.


Author(s):  
Jill Owen ◽  
Frada Burstein

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.


Author(s):  
Anssi Smedlund

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.


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