A Structured Method for Evaluating the Management of a Knowledge Management System Implementation

A knowledge management system (KMS) project transcends functional departments and business partners. The success of KMS implementation is highly contingent upon a well-orchestrated integration of multiple systemic contexts, such as communication channels, user involvement, power structure among stakeholders, corporate culture, project champion, interorganizational networks, etc. These organizational factors are embedded throughout the life cycle of a KMS project and within an organization. Understanding the influences of these organizational factors to the success of KMS projects can provide lessons for systems developers and management to increase the success rate of system implementation. The study is based around AMC, a major Taiwanese motor company faced with the challenge of deploying a knowledge management system. Over a period of 3 years (1999-2002) structured interviews were conducted to examine organizational factors contributing to the success of KMS efforts in AMC. The major emphasis of this chapter is to apply the concepts of structuration theory to assess the interaction of corporate management with users of a knowledge management system. Our findings suggest that management and users must be engaged in a sustained and reciprocal communication method when implementing a KMS. The pattern of communication, power structure, sanction power, and degree of cooperation are dynamically changed during the interaction process. Therefore, it is important to maneuver these factors into a win-win situation for management and users to successfully implement a KMS. Practical implications resulting from this research provide feasible real solutions to improve the relationship between users and management during a KMS implementation. Theoretically, this chapter contributes to the growing body of knowledge management (KM) literature from the structurational theory perspective.

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Implementasi Knowledge Management System Pada Bank Tabungan Negara di Provinsi Sumatera Selatan

Jurnal Ilmiah Informatika Global ◽

10.36982/jig.v10i2.857 ◽

2019 ◽

Vol 10 (2) ◽

Author(s):

Fery Antony

Keyword(s):

Knowledge Management ◽

Management System ◽

Success Factors ◽

Business Processes ◽

Reference Model ◽

Core Competencies ◽

Organizational Factors ◽

Knowledge Management System ◽

Savings Bank ◽

Banking Institutions

ABSTRACTThis study discusses the Implementation of Knowledge Management System (KMS) at the National Savings Bank (BTN) in South Sumatra, as a government bank. Given the role of banks in the economy and the extraordinary level of competition. This research is expected to be a reference in implementing KMS in banking. Banks need KMS to run business processes in the application of expertise in organizations, because KMS is able to improve the bank's core competencies. KMS acts as a liaison in the knowledge provider to broaden and deepen knowledge, contribute to overcoming competition between banks in raising funds to create forms of innovative product services provided to the public. This research is to identify the implementation of KMS in the organization, so it can be seen the success factors of KMS in banking institutions. Data collected by questionnaire, then made a research model. The survey results revealed that the KMS model suitable for use as a reference model for KMS implementation in BTN South Sumatra was influenced by factors, namely KM; organizational factors measurement objectives / specific strategies and leadership support, information technology and service innovation to consumers.Keywords : Implementation KMS, KMS on Banking, KMS Success FactorsABSTRAKPenelitian ini membahas Implementasi Knowledge Management System (KMS) di Bank Tabungan Negara (BTN) di Sumatera Selatan, sebagai Bank pemerintah. Mengingat peran bank dalam perekonomian dan tingkat persaingan yang luar biasa. Penelitian ini diharapkan dapat menjadi referensi dalam mengimplementasikan KMS di perbankan. Bank membutuhkan KMS untuk menjalankan proses bisnis dalam penerapan keahlian dalam organisasi, karena KMS mampu meningkatkan kompetensi inti bank. KMS bertindak sebagai penghubung dalam penyedia pengetahuan untuk memperluas dan memperdalam pengetahuan, berkontribusi untuk mengatasi persaingan antara bank dalam mengumpulkan dana untuk menciptakan bentuk-bentuk layanan produk inovatif yang disediakan untuk publik. Penelitian ini untuk mengidentifikasi implementasi KMS dalam organisasi, sehingga dapat dilihat faktor keberhasilan KMS di lembaga perbankan. Data yang dikumpulkan dengan kuesioner, kemudian dibuat model penelitian. Hasil survei mengungkapkan model KMS yang cocok untuk digunakan sebagai model referensi implementasi KMS di BTN Sumatera Selatan dipengaruhi oleh faktor-faktor, yaitu KM; faktor organisasi tujuan pengukuran / strategi tertentu dan dukungan kepemimpinan, teknologi informasi dan inovasi layanan kepada konsumen.Kata kunci : Implementasi KMS, KMS di Perbankan, Faktor Keberhasilan KMS

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A Theoretical Model and Framework for Understanding Knowledge Management System Implementation

Journal of Organizational and End User Computing ◽

10.4018/joeuc.2007100101 ◽

2007 ◽

Vol 19 (4) ◽

pp. 1-21 ◽

Cited By ~ 11

Author(s):

Tom Butler ◽

Ciara Heavin ◽

Finbarr O’Donovan

Keyword(s):

Knowledge Management ◽

Theoretical Model ◽

Management System ◽

Knowledge Management System ◽

System Implementation

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Knowledge management practicesin oil companies

Open Education ◽

10.21686/1818-4243-2018-6-27-38 ◽

2019 ◽

Vol 22 (6) ◽

pp. 27-38

Author(s):

Yu. A. Bezginova ◽

T. A. Garanina ◽

D. V. Kudryavtsev ◽

A. Yu. Pleshkova

Keyword(s):

Knowledge Management ◽

Corporate Culture ◽

Management System ◽

Management Practices ◽

Oil And Gas ◽

Intangible Assets ◽

Lessons Learned ◽

Knowledge Management System ◽

Oil Companies ◽

Domestic Practice

The purpose of the study.In the economy of the 21st century, knowledge is the main source of obtaining sustainable competitive advantages of enterprises, and knowledge management (KM) is the main mechanism for ensuring and maintaining it. People and knowledge they possess, know-how, ability to innovate, trust relationships with customers and partners, and other intangible assets are becoming the most important sources of development for an organization. KM is traditionally carried out with the help of the following components: information technology, organizational processes and structures, corporate culture and people. In addition, there are complex tools of KM, which usually combine several KM components: a library of documents (knowledge base, corporate memory), communities of practice, lessons learned, etc. The purpose of this study is to illustrate the application of KM practices in companies in the oil industry of the Russian Federation.Materials and methods.This article used the analysis of secondary data sources, and also reviewed in detail two cases, describing KM in the activities of oil companies in Russia. In order to understand at what stage is the development of the knowledge management system (KMS) in oil companies of Russia it’s necessary to compare the use of KM tools in foreign and domestic practice, this paper is based on information, provided in open sources. Observations are formed and the most prominent examples of the use of KM tools are indicated.Results.The article provides an overview of KM tools, examples of their use in the oil and gas industries, and also examined the domestic practice of their use, based on cases of Russian oil companies. Examples of the use of KM tools, based on technologies and employees in foreign and Russian oil companies are pre-sented. On the example of cases of two well-known Russian oil companies, the stages of formation and de-velopment of knowledge management system in a company were considered, specific practices of KM, which appeared in companies at the respective stages of KMS development, were presented, as well as fea-tures of KM in each company.Conclusion.For a number of reasons, oil companies are advocates of the proactive use of KM systems. In the course of the analysis, the trends of KM in the oil sector of the Russian economy were identified: com-plexity of use, poor acceptance of innovations, not related to production/technological processes, the begin-ning of the emergence of a policy of active knowledge sharing, a move towards creating a flexible KM sys-tem. This article will draw the attention of Russian managers to the issue of knowledge management and other intangible assets and identify management practices that will help Russian companies to successfully develop and compete, based on their intellectual capital. The article will also be of interest for specialists in knowledge management and practitioners from related fields.

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Innovative Potential of Personnel as a Factor of Competitiveness of the Organization

Management of the personnel and intellectual resources in Russia ◽

10.12737/2305-7807-2021-10-2-31-35 ◽

2021 ◽

pp. 31-35

Author(s):

I. Ivanov ◽

Lyubov' Orlova ◽

S. Ivanov

Keyword(s):

Knowledge Management ◽

Corporate Culture ◽

Management System ◽

Knowledge Management System ◽

Corporate Universities ◽

Continuous Growth ◽

Organic Part ◽

Corporate Memory ◽

Key Competencies ◽

Innovative Potential

The article deals with the formation and development of the innovative potential (IP) of an organization based on knowledge management. It is emphasized that of all the qualities that characterize this potential, the most important is the company's ability to self-development, to form its key competencies and dynamic abilities. It is indicated that the named competencies and abilities should be formed within the framework of the knowledge management system (KMS) created in the organization. At the same time, the specified system should be an organic part of an innovative business model formed in the company, which, in turn, should be built into the corporate culture and corporate memory of the company. The role of corporate universities in the creation of an effective KMS is noted. It is emphasized that a successfully functioning knowledge management system is a guarantee of continuous growth of the innovative potential and competitiveness of the organization.

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