A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

2009 ◽  
pp. 1-16
Author(s):  
Gianluca Elia
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Strategy ◽  
General Framework ◽  
Knowledge Management System ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Implementation Phase ◽  
Knowledge Strategy ◽  
Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

scholarly journals Knowledge Management Tools for the ISDS Community of Practice

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
Amy Ising ◽  
Wayne Loschen ◽  
Laura Streichert
Keyword(s):  
Knowledge Management ◽  
Community Engagement ◽  
Community Of Practice ◽  
Small Groups ◽  
Management System ◽  
Knowledge Management System ◽  
Shared Knowledge ◽  
Management Tools ◽  
Knowledge Management Tools ◽  
Improve Access

This roundtable will seek feedback from end-users on the components needed to improve access to the shared knowledge of the ISDS Community of Practice (CoP). Participants will be organized into small groups to brainstorm and document content that could be included in an ISDS knowledge management repository. The small groups will then present summaries to all participants at the end of the session. The larger group will discuss prioritization for the knowledge management system and next steps for community engagement in this endeavor after the conference.

Knowledge of Management Tools and Systems in SMEs

2017 ◽  
pp. 180-203
Author(s):  
Adam Pawliczek ◽  
Miroslav Rössler
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Management System ◽  
Knowledge Management System ◽  
Competitive Intelligence ◽  
Management Tools ◽  
Research Results ◽  
Management Knowledge ◽  
Professional Business ◽  
The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

Corporate Universities As a Tool for Knowledge Management Systems in Enterprises

2019 ◽  
Vol 7 (4) ◽  
pp. 28-31
Author(s):  
Елена Ширинкина ◽  
Elena Shirinkina ◽  
Е. Шарамеева ◽  
E. Sharameeva
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Modern World ◽  
Management Tools ◽  
Corporate Universities ◽  
Global Trends ◽  
The Competitiveness Of Enterprises ◽  
Determining Factor

The relevance of the study is due to the fact that innovations in the knowledge management system are becoming the determining factor in the competitiveness of enterprises in the 21st century. The purpose of this study is to identify and review the main factors influencing the transformation of the role of the knowledge management process in the modern world, and key global trends in corporate training today. The objectives of the research are to find and creatively master information on factors and trends, identify key trends in the knowledge management system, as well as corporate universities as knowledge management tools that influence their formation, prioritization and structured description of the identified factors and trends.

Knowledge Management Strategy Implementation Through Knowledge Ambassadors

2019 ◽  
pp. 193-211 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Active Role ◽  
Vital Role ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Geographically Dispersed ◽  
Effective Integration

The aim of this chapter is to explore and explain how knowledge management strategies are implemented effectively across divisions through the application of change agents in the shape of so-called “knowledge ambassadors.” Knowledge ambassadors can play an active role in supporting knowledge sharing and effective integration of knowledge management strategies. The chapter is based on a three-year longitudinal participative case study of the implementation of a knowledge management strategy across an organization and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices, and in developing a knowledge culture within the organization.

Knowledge of Management Tools and Systems in SMEs

2021 ◽  
pp. 966-989
Author(s):  
Adam Pawliczek ◽  
Miroslav Rössler
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Management System ◽  
Knowledge Management System ◽  
Competitive Intelligence ◽  
Management Tools ◽  
Research Results ◽  
Management Knowledge ◽  
Professional Business ◽  
The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

The Impact of Manager Influence Tactics on Innovation Implementation of a Knowledge Management System

2014 ◽  
Vol 6 (4) ◽  
pp. 185-204 ◽  
Author(s):  
Holly Chiu ◽  
Joshua Fogel
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Employee Attitudes ◽  
Influence Tactics ◽  
Learning System ◽  
Knowledge Management System ◽  
Innovation Implementation ◽  
Implementation Phase ◽  
E Learning ◽  
The Impact

Innovations can bring desired benefits to organizations if implemented successfully. Managers are a critical factor for influencing employee attitudes and behavior for adoption of innovations. We study employee (n=237) attitudes and behaviors for 13 different manager influence tactics in the innovation implementation phase of an e-learning system, which is regarded as the knowledge management system, in a manufacturing company in Taiwan. With regard to attitudes toward using the e-learning system, the influence tactics of apprising and collaboration were significantly associated with increased attitudes, while exchange and pressure were significantly associated with decreased attitudes. With regard to two separate behavior outcomes of the number of e-learning courses taken and the number of times online, the influence tactics of coalition, collaboration, and pressure all had significant increased associations; while ingratiation, inspirational appeals, legitimating, and rational persuasion all had significant decreased associations. Also, the influence tactics of apprising and persistence had significant increased associations only for the number of e-learning courses taken. Managers attempting to adopt innovative practices should consider the importance of influence tactics when adopting innovative practices in the corporate workplace.

Toward a More Pragmatic Knowledge Management

2012 ◽  
pp. 327-346
Author(s):  
Steven Cavaleri
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Superior Performance ◽  
Pragmatic Approach ◽  
Knowledge Management Strategy ◽  
Management Processes ◽  
Scientific Principles ◽  
Business Approach ◽  
Pragmatic Knowledge

Managers often conceive knowledge management processes in ways that unduly limit its potential. Toyota has avoided falling into this narrow paradigm trap by creating its own version of knowledge management that is well suited to its culture. They have woven their knowledge management strategy together with process improvement and innovation methods. Toyota’s knowledge management system is a theoretically sound, yet practical, business approach built on a set of scientific principles based on a philosophy known as Pragmatism. This chapter examines how Pragmatic principles used by Toyota can achieve superior innovation results. The chapter concludes by explaining why the Pragmatic approach delivers superior performance at lower cost than conventional knowledge management methods.

Implications of Knowledge Management Adoption Within Higher Education Institutions

2021 ◽  
pp. 307-351
Author(s):  
Fadzliwati Mohiddin ◽  
Heru Susanto ◽  
Fahmi Ibrahim
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Management System ◽  
Higher Education Institutions ◽  
Knowledge Management System ◽  
Organizational Level ◽  
User Perception ◽  
Management Tools ◽  
Research Outcomes ◽  
Quantitative And Qualitative Methods

The aim and objective of this research is to get a better understanding on the knowledge management system (KMS) practices and perception within higher education institutions (HEIs). This research will focus on three main aspects. The first aspect will be on identifying management tools used at the organizational level. Second, will be the supportive and hindrance factors on the adoption of KMS and the user perception and practices of KMS in the institution. A mix of methodologies is adapted to generate findings for this research. Both quantitative and qualitative methods will be used for this research through a questionnaire approach. The questionnaire is constructed in such a way that closed-ended questions and open-ended questions are included. The research has led to several important outcomes for the implementation of KMS in HEIs. This study has proposed a conceptual framework and support from other research outcomes (i.e., identification of the management tools used, the support and barriers for implementation, and user perception and practices for the KMS implementations).

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