Technologies in Support of Knowledge Management Systems

2010 ◽  
pp. 3686-3694 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Business Processes ◽  
Enterprise Systems ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Capture ◽  
International Conference

Knowledge management systems (KMSs) support the various knowledge management (KM) functions of knowledge capture, storage, search, retrieval, and use. To do this, KMSs utilize a variety of technologies and enterprise systems. This chapter surveys the various technologies and enterprise systems. Specific attention is placed on enterprise systems that integrate KM into organizational business processes, and technologies that enhance the effectiveness of these implementations. The chapter is based primarily on research summarized in Case Studies in Knowledge Management (Jennex, 2005a) and articles published by the Knowledge Management Track at the Hawaii International Conference on System Sciences (HICSS).

Technologies in Support of Knowledge Management Systems

2010 ◽  
pp. 784-796
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Business Processes ◽  
Enterprise Systems ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Knowledge Capture ◽  
International Conference

Knowledge management systems (KMSs) support the various knowledge management (KM) functions of knowledge capture, storage, search, retrieval, and use. To do this, KMSs utilize a variety of technologies and enterprise systems. This chapter surveys the various technologies and enterprise systems. Specific attention is placed on enterprise systems that integrate KM into organizational business processes, and technologies that enhance the effectiveness of these implementations. The chapter is based primarily on research summarized in Case Studies in Knowledge Management (Jennex, 2005a) and articles published by the Knowledge Management Track at the Hawaii International Conference on System Sciences (HICSS).

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 203-229 ◽  
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 571-592
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Knowledge Management and Knowledge Management Systems

2005 ◽  
pp. 105-145
Author(s):  
Deniz Eseryel ◽  
U. Yeliz Eseryel ◽  
W. Allyn
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Integrated Framework ◽  
Effective Dimensions ◽  
Successful Integration

Organizations are fast realizing that knowledge management (KM) is critical to achieve competitive sustainability. However, mere realization that KM is critical does not ensure a smooth road to success. Fifty to seventy percent of KM initiatives reportedly fail. One of the main reasons of this failure is the lack of understanding of effective dimensions of KM implementation. In this chapter, we propose an integrated framework for knowledge management. Special attention is given to how knowledge management systems should be positioned within organizations. Examples of successful integration are provided by three case studies from different organizations.

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.

E-Business Knowledge

2011 ◽  
pp. 70-112
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Customer Value ◽  
Business Processes ◽  
Empirical Studies ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Business Knowledge ◽  
Key Factor ◽  
Research Propositions

This chapter documents some of the links between e-business and knowledge management systems that might be explored in future empirical research. The research propositions in this chapter illustrate the need for a contingent approach to knowledge management systems that are to support e-business. Knowledge management systems successfully supporting and improving e-business performance have to satisfy several requirements. First, they have to support the chosen e-business model(s). Second, they have to cause improvements through redesign of e-business processes. Furthermore, more advanced stage of knowledge management technology in terms of codification strategy will be more powerful and successful. These are some of the research propositions presented in this chapter, which represents a rich knowledge base for future empirical studies. The main objective of a knowledge management system (KMS) is to support the creation, transfer, and application of knowledge in organizations (Feng et al., 2005). Electronic business (e-business) is marketing, buying, selling, delivering, servicing, and paying for products, services, and information across networks linking an enterprise and its prospects, customers, agents, suppliers, competitors, allies, and complementors (Weill & Vitale, 2002). Several researchers emphasize the important role of knowledge management systems in e-business (e.g., El Sawy, 2001; Fahey et al., 2001; Holsapple & Singh, 2000; Malhotra, 2000, 2002; Plessis & Boon, 2004; Singh et al., 2004; Tsai et al., 2005). Garud and Kumaraswany (2005) argue that knowledge has emerged as a strategically significant resource for the firm. Accordingly, knowledge creation and transfer becomes a key factor to gain and sustain a competitive advantage (Sambamurthy & Subramani, 2005). E-business processes can create additional customer value through knowledge creation with customers (Kodama, 2005).

scholarly journals IT-Architecture for Corporate Knowledge Management Systems

2020 ◽  
Vol 15 (14) ◽  
pp. 65
Author(s):  
Zhi-Qin Liu ◽  
Aleksandr Deryagin ◽  
Sergey Glushkov
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
New Technologies ◽  
Complex Structure ◽  
World Market ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Common Elements ◽  
Software Products ◽  
It Architecture

For the efficient implementation of the corporate knowledge management sys-tems, common elements of their IT architecture, functional role as well as other specific features of their use are to be understood. The objective of the research is to identify common elements of IT architecture in the knowledge management systems in the corporate segment. To identify the common elements of the IT ar-chitecture in the knowledge management systems we have used the method of taxonomic classification of knowledge areas with a complex structure based on the example of a comparative analysis of various software products for corporate training, as well as case studies of this issue using the example of enterprises and organizations in China. We have used data from surveys of employees and com-panies as regards the development prospects of the corporate knowledge man-agement systems. The sample scope is 1000 managers of the companies from Eu-rope, the Middle East, Japan and China. For the taxonomic analysis 42 corporate knowledge management systems have been selected, which are used in training and represented in the world market. The integration of new technologies into business processes has caused the demand for new knowledge management sys-tems. Due to analysis results of 42 corporate knowledge management systems for learning, which are represented in the market, we can state that the majority of them have been developed on the grounds of the use of cloud technologies. In the total structure its share makes up almost 83 %, whereas 17 % refers to the rest of the corporate knowledge management systems for learning, as well as their com-bination. The use of obtained research results in practice is supposed if strategic approaches of the implementation of the corporate knowledge management sys-tems at enterprises of China and other countries are justified.

Guidelines for Selecting Appropriate Knowledge Management System Implementation Frameworks

2020 ◽  
Vol 16 (4) ◽  
pp. 81-108
Author(s):  
George Maramba ◽  
Hanlie Smuts
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Knowledge Management System ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Implementation Framework ◽  
Modern Business

The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.

Innovation in New Technology and Knowledge Management

2010 ◽  
pp. 77-93
Author(s):  
Sean Tung-Xiung Wu
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Empirical Data ◽  
New Technology ◽  
Influential Factors ◽  
Management Systems ◽  
Work Place ◽  
Knowledge Management Systems ◽  
New Ideas ◽  
Human Emotions

The research on which this chapter is based monitors the evolution of IT innovations and their effect on human emotions, including longitudinal influential factors, and examines some of the resulting syndromes, which are termed Computer Fear Syndrome (CFS) and User Alienation Syndrome (UAS). The research involves an analysis of the empirical data derived from several case studies and concludes with a funnel model that explains appropriate management action and puts forward new ideas for developing knowledge management systems in a variety of organizations that may alleviate or prevent such syndromes in the work place.

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