Barriers to Successful Knowledge Management

2011 ◽  
pp. 315-321 ◽  
Author(s):  
Alexander Richter ◽  
Volker Derballa
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Theory And Practice ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
High Expectations ◽  
Extensive Analysis ◽  
Factors Of Production ◽  
Number Of Publications

Knowledge and Knowledge Management (KM) are gaining more and more attention in theory and practice. This development can be observed by an increasing number of publications since the 1990s, addressing the question of how knowledge in organizations can be organized and managed (Davenport & Prusak, 1998; Nonaka & Takeuchi, 1995). It is argued that knowledge is becoming the pre-eminent source of competitive advantage compared to the traditional factors of production, labour, capital and land. This theoretical discourse is accompanied in practice by an increasing number of KM initiatives. In many cases however, the results of those KM implementation projects have not lived up to the high expectations associated with them. Reasons for that are manifold. In this article, we will present the results of an extensive analysis of KM literature identifying the major barriers to KM. Those barriers represent current challenges during any holistic KM implementation that includes knowledge management systems (KMS).

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 14-22
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

Strategically-Focused Enterprise Knowledge Management

2011 ◽  
pp. 1216-1222
Author(s):  
Robert J. Mockler ◽  
Dorothy G. Dologite
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Management Process ◽  
Knowledge Management Systems

This chapter describes the characteristics and types of strategically focused knowledge management systems and the key conditions affecting their development and success. The discussion, which is based around company examples, focuses on various strategic management uses of these systems. The knowledge management process is designed to increase profitability and competitive advantage in the marketplace.

Conceptual Confusions in Knowledge Management and Knowledge Management Systems

2003 ◽  
pp. 12-24 ◽  
Author(s):  
Michael Boahene ◽  
George Ditsa
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Hierarchical Relationship ◽  
Management Literature ◽  
Data Flood ◽  
Conceptual Confusion

Knowledge Management and Knowledge Management Systems are slowly but surely capturing the attention of many organisations in a quest for competitive advantage. Like many other computing fads before them, there is no shortage of recipes by its proponents. This chapter discusses the emerging discipline of Knowledge Management in computing and explains the concepts underlying Knowledge Management Systems that will lead to a better development and implementation of these systems. In particular, it tackles the conceptual confusion about data, information, and knowledge, which appears to be finding its way into the Knowledge Management literature. The terms, ‘capta’ (Checkland, Howell, 1998) and ‘constructed data’ (Flood, 1999), are used in analysing these concepts to clear some of the confusion surrounding them. The use of these terms also highlights our (the IT community) taking for granted assumptions about the hierarchical relationship and the more insightful emergent relationships.

Organizational Culture

2011 ◽  
pp. 115-128 ◽  
Author(s):  
Paul J. McBride
Keyword(s):  
Social Media ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Previous Literature ◽  
Social Knowledge ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Culture Development ◽  
Build Systems

This chapter describes how and why organizational culture is paramount towards endeavors of social knowledge and knowledge management systems. Previous literature is discussed and ideas presented to give an underlying understanding of organizational culture and knowledge management and how the two interact. It is argued that a culture based on honesty, trust, and openness is best suited for knowledge management. Cultures will ebb and flow as they evolve. It becomes important for managers to take notice when this occurs. Learning is essential to developing cultures as it molds the participants inside the organization. Organizations that employ social media to aid in culture development will build systems of knowledge management that are based on proper culture that will inevitably lead to competitive advantage.

Mobile Knowledge Management

2009 ◽  
pp. 197-205
Author(s):  
Volker Derballa ◽  
Key Pousttchi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Processes ◽  
Management Science ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Network Access ◽  
Knowledge Support ◽  
Fixed Line ◽  
Line Network

Whereas knowledge management (KM) has gained much attention in the field of management science and practice as the eminent source of competitive advantage (e.g., Davenport & Prusak, 1998; Drucker, 1993; Nonaka & Takeuchi, 1995; Probst, Raub, & Romhardt, 2003), one issue has been largely neglected: The aspect of mobility. Conventional solutions for knowledge management systems (KMSs) have in common that they are designed for stationary workplaces and consequently require the corresponding infrastructure—that is, personal computers and fixed-line network access. Thus, they do not cater for business processes in which workers move around in or outside the premises. The result is that knowledge support for mobile workers is often rather restricted, once a task has to be performed outside of the office.

Knowledge Sharing

2011 ◽  
pp. 73-80 ◽  
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Knowledge sharing (KS) is critical to organizations that wish to use their knowledge as an asset to achieve competitive advantage. Knowledge management systems (KMSs) can be primary enablers of knowledge sharing in an organization.

A Framework for Understanding the Complementary Roles of Information Systems and Knowledge Management Systems

2014 ◽  
Vol 4 (3) ◽  
pp. 39-55 ◽  
Author(s):  
Sana Bent Aboulkacem Guetat ◽  
Salem Ben Dhaou Dakhli
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Competitive Advantage ◽  
Critical Role ◽  
Integrated Approach ◽  
Scientific Discipline ◽  
Management Systems ◽  
Management Approach ◽  
Knowledge Management Systems ◽  
Sustainable Competitive Advantage

Knowledge is nowadays an essential resource for modern organizations to support sustainable competitive advantage. Many authors point out that as knowledge is created, disseminated, and applied, it contributes to value creation within organizations by enhancing their capabilities to respond to pressures from the external environment. To acknowledge the critical role of knowledge in modern organizations, knowledge management has emerged as a scientific discipline. However, the dominant view of knowledge management is technology-oriented and considers this activity primarily as an integrated approach to identifying, retrieving, capturing, storing and sharing organization's information assets. This mechanistic and technology-oriented view of knowledge management is the main cause of the failure of many knowledge management systems built within modern organizations. It is thought that the well-established technology oriented knowledge management approach has to be improved in order to facilitate building effective knowledge management systems which help modern organizations in their search of continuous and sustainable competitive advantage. This paper proposes a framework - based on the Popper's three worlds' theory - which helps understand the complementary roles of information systems and knowledge management systems.

Knowledge Sharing

2010 ◽  
pp. 914-923 ◽  
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Knowledge Management Systems

Knowledge sharing (KS) is critical to organizations that wish to use their knowledge as an asset to achieve competitive advantage. Knowledge management systems (KMSs) can be primary enablers of knowledge sharing in an organization.

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