Preliminary Knowledge Management Implementation in the Telco Industry

2011 ◽  
pp. 265-280 ◽  
Author(s):  
Chin Wei Chong ◽  
Siong Choy Chong
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Knowledge Society ◽  
Global Market ◽  
Telecommunication Industry ◽  
Effective Implementation ◽  
Wide Range ◽  
New Knowledge ◽  
Technological Opportunities

This chapter aims to create a unified model capturing and generalising the different arrays of preliminary knowledge management (KM) implementation success factors in the telecommunication industry based on the studies conducted on this sector in Malaysia. The literature and empirical evidence suggest that to become the leading global market players in the new knowledge society, telecommunication organizations are required to have the integration of an effective KM process which consists of construction, embodiment, and deployment. These processes must be supported by five preliminary success factors (clear business strategy; flexible organizational culture; a committed KM Team; and effective implementation of K Audit and K Map) and effective KM strategies, that is, a knowledge sharing culture and a human network, leadership, a wide range of new technological opportunities and increased commitment to measurement.

scholarly journals A Knowledge Management Challenges for Start-Ups: A Framework Proposal

2020 ◽  
Vol 3 (3) ◽  
pp. 248-260
Author(s):  
Theocharis Stylianos Spyropoulos
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Innovation Management ◽  
Technical Information ◽  
Business Environment ◽  
Online Information ◽  
Wide Range ◽  
Start Ups

The study reviews the knowledge management challenges faced by innovative start-ups founders and entrepreneurs. Knowledge management is critical for innovation, since both organisations and individuals face very specific needs: collection of a wide variety of information and data, such as market data and technical information, and a wide range of transformation of these data into applicable knowledge, in the forms of required product specifications, business model, and business strategy. In addition, the business financing and investment ecosystem (especially Banks & Venture Capitals) uses a traditional “business plan” approach for evaluating innovation companies. Furthermore, a wide range of tools (databases, online information, Collaboration Systems, Business Intelligence Systems, ERP & CRM Systems) enable information flow and supports decision making process. To this respect, both academic literature and business experience highlight the need to improve Knowledge Management process both for individuals and organisations engaged in Innovation management. The proposed framework provides academics, entrepreneurs and venture capital companies a new approach for identifying critical success factors knowledge management and further improves decision making in a changing and challenging business environment. Finally the study highlights key areas for further research.

scholarly journals THE IMPACT OF KNOWLEDGE MANAGEMENT ON SUSTAINABLE ACTIVITIES OF HIGHER EDUCATION INSTITUTION

2019 ◽  
Vol 3 ◽  
pp. 17-29
Author(s):  
Ieva Grybauskienė ◽  
Žymantė Jankauskienė ◽  
Erika Kubilienė
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Knowledge Society ◽  
Education Institution ◽  
Academic Community ◽  
Future Market ◽  
Effective Implementation ◽  
Future Behavior ◽  
Trained Staff ◽  
The Impact

The main responsibilities for the European Higher Education Area are based on processes‘ execution through the knowledge, therefore each institution has to evaluate its own knowledge and organize activities implementing these knowledge goals. Knowledge management (KM) is considered one of the main disciplines of the 21st century, which helps organizations to create a competitive advantage, to identify unique knowledge within the organization and to develop further knowledge creation and integration into activities. KM can be analyzed specifically, however it‘s recognized that human resources remain the most important factor, which leads to effective implementation of the stages of KM. Preparing trained staff for the knowledge society and economy, who are able to assess the benefits and importance of knowledge, higher education institutions (HEI) shape the future behavior of future market players, define the need for future competences and values. Following this example, it‘s useful to analyze, how KM processes are integrated into the academic community and which role the KM plays in the development of HEI‘s activity and competence.

A comparative perspective of knowledge management via social media: India and China

2015 ◽  
Vol 22 (2) ◽  
pp. 93-114 ◽  
Author(s):  
Michelle Liu ◽  
Pramila Rao
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Management Practices ◽  
Current Knowledge ◽  
Global Market ◽  
Comparative Perspective ◽  
Content Type ◽  
Wide Range ◽  
Depth Analysis ◽  
India And China

Purpose – This research paper aims to showcase current knowledge management (KM) practices via social media that is being adopted by organizations in India and China. India and China are considered leading economies in today’s global market. Any understanding of management practices in these countries will help practitioners in doing businesses in these nations. Design/methodology/approach – This conceptual paper analyzes KM practices in India and China using an in-depth analysis of the extant literature to provide a comparative perspective of KM policies in these two economies. This paper has used a wide range of scholarly and non-scholarly databases from ABI Global Inform to Business Source Complete to Google Scholar among others. Findings – This research offers valuable insights into characteristic KM trends followed by Indian and Chinese firms. This paper also highlights different approaches adopted by these two cultures in managing their KM practices. The study also provides hypotheses that can be tested by potential scholars. This paper also offers theoretical models to understand this concept better. Practical implications – This paper also provides implications for practice by identifying guidelines for global managers. These frameworks might serve as preliminary parameters for practitioners planning to establish KM practices in India and China. Originality/value – This paper compares and contrasts KM practices in one of the two largest BRIC (Brazil, Russia, India and China) economies which have not been addressed in the literature before. It also combines two theoretical frameworks from different fields (information technology and human resource management) providing a richer viewpoint on the subject.

scholarly journals Critical success factors in a project handover and use stages: The case of the gambling industry in Antioquia (Colombia)

2020 ◽  
Author(s):  
Diego Alejandro Quintero-Ríos ◽  
Silvia Teresa Morales-Gualdrón
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Empirical Evidence ◽  
Critical Success Factors ◽  
Success Factors ◽  
Knowledge Management System ◽  
Gambling Industry ◽  
Critical Success ◽  
New Knowledge ◽  
Different Types

This research explores the Critical Success Factors (CSF) for the handover and use stages of projects in the case of one of the most important companies in the gambling sector in Antioquia (Colombia). It develops a model with seven categories and an instrument that measures perception regarding success factors. The results show a difference between successful and unsuccessful projects for all the categories that were analyzed. However, the categories Project Efficiency and Benefit Realization are the main critical success factors. It also confirms that success factors differ according to the perspective of each type of stakeholder: sponsors, managers, project team, customers, and end users. This study contributes empirical evidence for critical success factors in project management from four perspectives: 1) at the handover and use stages; 2) from the perspective of different stakeholders; 3) in the gambling industry; and 4) in a developing country, such as Colombia. Finally, it can be concluded that the value that is given to new knowledge and experiences in successful and unsuccessful projects is an opportunity to create a knowledge management system, which allows to generate a favorable culture for the development of different types of projects in the company.

How do organizations implement an effective LSS initiative? A qualitative study

2020 ◽  
Vol 27 (5) ◽  
pp. 1657-1681
Author(s):  
Michael Sony ◽  
Jiju Antony ◽  
Subhash Naik
Keyword(s):  
Qualitative Study ◽  
Business Strategy ◽  
Success Factors ◽  
Research Question ◽  
Lean Six Sigma ◽  
Selection Strategy ◽  
Management Support ◽  
Continuous Training ◽  
Content Type ◽  
Effective Implementation

PurposeLean Six Sigma (LSS) is one of the most popular and widely used business improvement methodologies. However, many organizations discontinue LSS despite a plethora of studies on the critical success factors. The purpose of this study is to answer the research question how do organizations implement an effective LSS initiative?Design/methodology/approachQualitative study is conducted on managers working in companies using LSS for a long time. The data were analysed using Colaizzi method.FindingsTwelve factors were identified which were responsible for the effective implementation of LSS. They are financial performance, organization-wide LSS culture, organization-wide innovation culture, continuous training and retraining of employees on LSS, continuous top management support, linking LSS to business strategy, linking LSS to the customer, project selection strategy, communication, recognition and compensation systems, social benefits and green benefits.Originality/valueThis is the first study to investigate the effective implementation of LSS initiative in the organization.

Developing a measurement instrument of knowledge management implementation in the Iranian oil industry

Kybernetes ◽  
2018 ◽  
Vol 47 (10) ◽  
pp. 1874-1905 ◽  
Author(s):  
Behzad Ghasemi ◽  
Changiz Valmohammadi
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Relevant Literature ◽  
Measurement Instrument ◽  
Oil Industry ◽  
Successful Implementation ◽  
Content Type ◽  
Road Map ◽  
Top Managers

Purpose The purpose of this paper is to develop a measurement instrument toward knowledge management (KM) implementation in the Iranian oil industry. Design/methodology/approach Based on an in-depth study of the relevant literature, the critical success factors (CSFs) related to the sub-factors were identified. Then, exploratory and confirmatory factor analysis was used to validate the instrument. Finally, based on the developed instrument, the KM implementation was evaluated in the subsidiaries of the Iranian oil industry. Findings The obtained results reveal the 13 factors as follows: human resource management; KM processes; information technology; business strategy; intellectual capital; KM system; executive practices of KM; management information system; culture; partnership and cooperation with business partners; KM road map; leadership commitment and support; and organizational environment. Research limitations/implications As this study was conducted in the Iranian oil industry, cautious should be taken regarding the generalizability of the results. Practical implications The proposed instrument can help policymakers and top managers of the subsidiaries of Iranian oil industry in successful implementation and measurement of their KM practices. Originality/value Identification and measurement of the CSFs of KM implementation through developing a comprehensive instrument in the context of the Iranian oil industry.

scholarly journals Enhancing organizational performance in the telecommunication industry in Saudi Arabia

2021 ◽  
pp. 843-848 ◽  
Author(s):  
Yuen Yee Yen ◽  
Ahmed Jafar Salleh Shatta
Keyword(s):  
Saudi Arabia ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Success Factors ◽  
Telecommunications Industry ◽  
Telecommunication Industry ◽  
Successful Implementation ◽  
Management Level ◽  
Insight Into ◽  
Survey Questionnaires

The aim of this study is to provide an insight into the factors that influence the successful implementation of knowledge management and organizational performance in Saudi Arabia’s telecommunications industry. One thousand copies of survey questionnaires were sent to targeted telecommunication organization and they were distributed by hand. Middle management level was chosen to participate in this study due to their importance as stressed by many knowledge management researchers. Out of the 1000 questionnaires distributed, 441 complete questionnaires were successfully collected and used for data analysis. There is still a lack of the knowledge management research in the Saudi Arabia context. The present research focus-es on telecommunication industry in Saudi Arabia. The result of this research will be able to provide an insight into what are the overall perception overall perception of knowledge management and how various knowledge management elements (preliminary success factors, strategies and processes) affect the successful implementation of knowledge management and its organizational performance among the telecommunication organizations in Saudi Arabia. The findings are useful for the telecommunication industry. The present research serves as one of the pioneer studies that focuses on telecommunication industry in Saudi Arabia. The empirical insights from this study contributes to successful implementation of knowledge management in the telecommunication industry in Saudi Arabia.

Knowledge Manageability

2014 ◽  
pp. 1-52
Author(s):  
Albert J. Simard ◽  
Philippe Jourdeuil
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Explicit Knowledge ◽  
Knowledge Society ◽  
Knowledge Work ◽  
New Paradigm ◽  
Work Processes ◽  
Organizational Contexts ◽  
Organizational Environments ◽  
New Knowledge

Although the knowledge society is evolving rapidly, uptake of knowledge management principles and practice in the public sector have lagged well behind that in the private sector. To help overcome this difficulty, the knowledge management mantra that industrial-era cultures must change in order for KM to succeed is reformulated into a new paradigm: Within an existing culture, how can knowledge management increase the value of organizational knowledge and the productivity of knowledge work? The paradigm uses the Cynefin sense-making framework as a foundation for knowledge manageability. Four knowledge manageability regimes are described: authoritative hierarchy (use of explicit knowledge is authorized through organizational decisions), organizational structure (explicit knowledge is codified and interpreted in the context of organizational processes), negotiated agreements (tacit knowledge is exchanged among individuals and within communities to validate new knowledge), and responsible autonomy (innate knowledge is voluntarily used by individuals to create new knowledge). Most organizations use all four regimes, each of which requires a different approach to management. The chapter also describes methods for transferring knowledge across the regions, from creation to application. The knowledge manageability framework encompasses a spectrum from dynamic, unstructured organizational environments to relatively inflexible, highly structured environments. It provides a robust, multi-dimensional framework for managing knowledge and knowledge work across diverse organizational contexts. By avoiding the need to change inherently structured culture and work processes, it greatly reduces the challenges associated with implementing knowledge management in public-sector organizations.

scholarly journals BUSINESS STRATEGY DEVELOPMENT MODEL FOR APPLYING KNOWLEDGE MANAGEMENT IN CONSTRUCTION

2021 ◽  
Vol 27 (4) ◽  
pp. 246-259
Author(s):  
Wedad Abu Adi ◽  
Mohammed Hiyassat ◽  
Natalija Lepkova
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Implementation Process ◽  
Monitoring And Evaluation ◽  
Strategy Development ◽  
Construction Companies ◽  
Start Up ◽  
Proposed Model ◽  
Evaluation Stage

This study aims at developing a knowledge management (KM) model that construction companies can apply for effective knowledge management implementations in their businesses. In developing the proposed model, a mixed methodology of analysing related literature and identifying the gaps in some existing models intended for the construction industry is applied. In addition, a questionnaire and interviews approaches are conducted to prepare, enhance, strengthen and validate the developed model. The major finding of this study is proposing a new KM model – named as BAN model – that fits potential conditions for construction contracting firms, especially enterprises that are small in size and nonadopting KM. The developed model comprises six main stages: (1) preliminary stage; (2) development of an organizational strategy stage; (3) start-up stage; (4) implementation stage; (5) monitoring and evaluation stage; and (6) derivation of short- and long-term KM values. The proposed model is capable of filling and solving the gaps in existing knowledge management models and defining major success factors in KM implementation. The benefits of the proposed model include the enhancement of the KM implementation process, facilitation of the decision-making process, attainment and maintenance of competitive advantages, improvement of innovation, and continuance of effective KM performance.

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