The Value of Virtual Networks for Knowledge Management

2009 ◽  
pp. 148-166
Author(s):  
Cesar Camison ◽  
Carlos Devece ◽  
Daniel Palacios ◽  
Carles Camisón-Haba
Keyword(s):  
Knowledge Management ◽  
Economic Impact ◽  
Virtual Networks ◽  
Software Application ◽  
Practical Tool

In this chapter we describe a practical tool useful to managing knowledge in the firm. It has already been introduced and tested in several firms and we have obtained good conclusions about its performance. In this chapter, we combine the modules of the software application with the theoretical functions of Knowledge Management principles. We also develop a list of indicators to measure the effect of implementing SoftKnow in a firm. This is useful to have an economic impact of the introduction of a practical tool based on Knowledge Management. After reading this chapter we think the managers’ perceptions of this type of tool will change, since they will able to assimilate all the impacts and applications of the tool.

Promoting Service Innovation and Knowledge Management in the Hospitality Industry

2020 ◽  
pp. 1308-1335
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Economic Impact ◽  
Hospitality Industry ◽  
Service Innovation ◽  
Business Growth ◽  
Economic Changes ◽  
New Knowledge ◽  
Competency Models ◽  
Strategic Goals

This chapter indicates the overview of hospitality industry; the concept of service innovation; service innovation and customer demand; the importance of service innovation in the hospitality industry; the concept of Knowledge Management (KM); the advanced issues of KM in the hospitality industry; competency models in the hospitality industry; and the importance of KM in the hospitality industry. Service innovation has the potential to create the business growth perspectives, to lead markets that have the economic impact, and to bring about the structural and economic changes in the hospitality industry. KM seeks to make the best use of the knowledge that is available to the hospitality industry, while creating new knowledge in the process. The chapter argues that promoting service innovation and KM has the potential to enhance organizational performance and reach strategic goals in the hospitality industry.

Evaluating an Organisation's Learning Culture Using Learning Histories

2011 ◽  
pp. 185-202 ◽  
Author(s):  
Marcus C. Jefferies ◽  
Chen Swee Eng ◽  
Ralf Zenke
Keyword(s):  
Knowledge Management ◽  
Learning Style ◽  
Business Processes ◽  
Health Sector ◽  
Organisational Learning ◽  
Learning Culture ◽  
Learning History ◽  
Learning Capabilities ◽  
History Of ◽  
Practical Tool

This research describes a recently developed approach to organisational learning known as “learning history”. Learning history involves the analysis and reflection on project experiences and business processes. The learning history of a construction industry organisation is documented and the outcomes of the learning history are used to evaluate the organisation’s methods of acquiring and managing knowledge. This learning history technique is applied in a practical setting to a case study of the Tasmanian State Public Health Sector, Australia. The findings of the learning history are used to evaluate the organisation’s knowledge management in order to evaluate its “learning culture”. The organisation developed new learning capabilities and learning history is a practical tool for organisational learning which can be widely used for knowledge transfer. Fostering knowledge management leads, indirectly, to more efficient and effective processes. In order to sustain the organisation’s learning culture then, improvement of its organisational learning style, the learning process (knowledge management), and its organic learning style is necessary.

Promoting Service Innovation and Knowledge Management in the Hospitality Industry

2017 ◽  
pp. 243-279 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Economic Impact ◽  
Hospitality Industry ◽  
Service Innovation ◽  
Business Growth ◽  
Economic Changes ◽  
New Knowledge ◽  
Competency Models ◽  
Strategic Goals

This chapter indicates the overview of hospitality industry; the concept of service innovation; service innovation and customer demand; the importance of service innovation in the hospitality industry; the concept of Knowledge Management (KM); the advanced issues of KM in the hospitality industry; competency models in the hospitality industry; and the importance of KM in the hospitality industry. Service innovation has the potential to create the business growth perspectives, to lead markets that have the economic impact, and to bring about the structural and economic changes in the hospitality industry. KM seeks to make the best use of the knowledge that is available to the hospitality industry, while creating new knowledge in the process. The chapter argues that promoting service innovation and KM has the potential to enhance organizational performance and reach strategic goals in the hospitality industry.

Organizational Learning and Web 2.0 Technologies

2014 ◽  
pp. 512-528 ◽  
Author(s):  
Neide Santos
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Software Development ◽  
Web 2.0 ◽  
Negative Reaction ◽  
The Internet ◽  
Controversial Issues ◽  
Enterprise 2.0 ◽  
Software Application

The knowledge era redefines companies’ scenarios and workers’ profiles, requiring models and tools for Knowledge Management (KM) and Organizational Learning (OL) to respond to external demands. The growth of the Internet and the emergence of Web 2.0 created the conditions for Enterprise 2.0. This chapter analyzes Web 2.0 usefulness in the workplace and presents a software application for KM and OL that aims to support the software development process in software houses. The conclusion discusses controversial issues related to collaboration and competitive markets and presents some reasons for the apparent negative reaction of companies to adopt systems based on social networks.

scholarly journals Methods of Developing an Interactive E-Manual in the Environment of Creating Mind Maps Mind Manager

2019 ◽  
pp. 72-84
Author(s):  
Ihor Stoianov
Keyword(s):  
Knowledge Management ◽  
Key Words ◽  
Management System ◽  
Knowledge Management System ◽  
Software Application ◽  
Mind Maps ◽  
Practical Recommendations

The article considers the phenomenon of knowledge management, the problem of improving knowledge management system. The practical recommendations for the utilization of mind maps method and their software application (MindManager) in the process of developing interactive e-manuals are given. Key words: knowledge management, mind map, interactive e-manual.

Organizational Learning and Web 2.0 Technologies

2014 ◽  
pp. 1410-1426
Author(s):  
Neide Santos
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Software Development ◽  
Web 2.0 ◽  
Negative Reaction ◽  
The Internet ◽  
Controversial Issues ◽  
Enterprise 2.0 ◽  
Software Application

The knowledge era redefines companies' scenarios and workers' profiles, requiring models and tools for Knowledge Management (KM) and Organizational Learning (OL) to respond to external demands. The growth of the Internet and the emergence of Web 2.0 created the conditions for Enterprise 2.0. This chapter analyzes Web 2.0 usefulness in the workplace and presents a software application for KM and OL that aims to support the software development process in software houses. The conclusion discusses controversial issues related to collaboration and competitive markets and presents some reasons for the apparent negative reaction of companies to adopt systems based on social networks.

The Evolution from Data to Wisdom in Decision-Making at the Level of Real and Virtual Networks

2009 ◽  
pp. 255-277
Author(s):  
Andrew Targowski
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Problem Solving ◽  
Theoretical Analysis ◽  
Computer Applications ◽  
Virtual Networks ◽  
Technology Application ◽  
Management Technology ◽  
Analysis And Synthesis ◽  
Decision Making Processes

This chapter provides theoretical analysis and synthesis of how computer applications are applied in problem-solving and decision-making in practice of real and virtual networks. The defined semantic ladder of cognition units provides the background for the analysis of the evolution of Knowledge Management technology and its applications in problem-solving and decision-making processes. The defined categories of decision-making tasks allow for the categorization of activities in network-oriented collaboration and the review of knowledge technology application in their implementations. Based upon this approach, the review of Knowledge Management technology is synthesized in real and virtual networks. Eventually both kinds of networks are compared by the Knowledge Management application criterion. However, Knowledge Management technology, despite its growing popularity is not the ultimate application, since wisdom not knowledge is the ultimate unit of cognition. Its structure in the civilization context is synthesized. Conclusions for theoreticians and practitioners are offered.

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