Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2009 ◽  
pp. 86-107
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2011 ◽  
pp. 820-841
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

The Launch of Web-based Collaborative Decision Support at NASA

2008 ◽  
pp. 113-125
Author(s):  
Irma Becerra-Fernandez ◽  
Matha Del Alto ◽  
Helen Stewart
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Makers ◽  
Web Based ◽  
Management Platform ◽  
Individual Person ◽  
Mission Critical ◽  
Multiple Domains ◽  
Collaborative Decision

Today, organizations rely on decision makers to make mission-critical decisions that are based on input from multiple domains. The ideal decision maker has a profound understanding of specific domains coupled with the experience that allows him or her to act quickly and decisively on the information. Daily, decision makers face problems and failures that are too difficult for any individual person to solve; therefore, teams are now required who share their knowledge in spontaneous collaborations. Since requisite expertise may not all reside in the same organization, nor be geographically colocated, virtual networked teams are needed. This chapter presents a case study describing the development and use of Postdoc, the first Web-based collaborative and knowledge management platform deployed at NASA.

The Readiness of IDSC to Adopt Knowledge Management

2003 ◽  
pp. 239-262
Author(s):  
Ahmed A.K. Hussein ◽  
Khaled Wahba
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Memory ◽  
High Turnover ◽  
Business World ◽  
Competitive Edge ◽  
Common Mistake ◽  
Corporate Memory ◽  
Egyptian Government ◽  
The Brain

Over the last two years Knowledge Management has become the latest hot topic in the business world. Companies are realizing that their competitive edge is mostly the brain power or intellectual capital of their employees and management. Many organizations are drowning in information, but starving for knowledge. In order to stay ahead of the pack, organizations must leverage their knowledge internally and externally to survive. Knowledge management is believed to be the current savior of organizations. Creative and innovative people form the core of any organization. In turn, those people form the corporate memory. The Information Decision Support Center for the Cabinet of Ministers for the Egyptian Government (IDSC) faces a problem of employees’ high turnover rate (17%), which threatens to cause IDSC to lose its memory. One common mistake many organizations make when they implement KM initiatives is to place too much emphasis on the technological aspect of KM and ignore the human resources aspects. IDSC developed a knowledge management system called the Organizational Memory (http://www.home.idsc.gov.eg/), but ignored the human factor of KM. The purpose of this chapter is to test the readiness of employees and managers working at IDSC to adopt knowledge management. Human issues were clearly shown to outweigh any technology constraints, and views of managers and employees differed to some extent. It is recommended that these human and managerial concerns be addressed if KM is to be successful in organizations.

Identifying key knowledge area in the professional services industry: a case study

2004 ◽  
Vol 8 (6) ◽  
pp. 131-150 ◽  
Author(s):  
Gabriel Cepeda Carrión ◽  
José Luis Galán González ◽  
Antonio Leal
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Professional Services ◽  
Exploratory Case Study ◽  
Critical Knowledge ◽  
Knowledge Area ◽  
Services Industry

The purpose of this exploratory case study is to determine how an enterprise can identify and measure a key resource capability (critical knowledge area) to enhance competitive advantage, in the context of the emerging field of knowledge management. On the basis of the literature on resource capabilities and strategic management, the term critical knowledge area has been formulated as a label for a key resource capability.

Productivity Impacts from Using Knowledge

2005 ◽  
pp. 344-357
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Nuclear Power ◽  
Knowledge Worker ◽  
Organizational Memory ◽  
Longitudinal Case Study ◽  
Knowledge Use ◽  
Data Points ◽  
The Impact ◽  
The Relationship

This is a longitudinal case study that explored the relationship between use of organizational memory and knowledge, knowledge management, and knowledge worker productivity within the engineering group at a nuclear power plant. Three data points were taken over five years. The group used a knowledge management system (KMS) and it was found that the system improved effectiveness/productivity of the organization. The organization had not identified measures for determining productivity improvements, so the key results of the case study are models showing the impact of knowledge use on productivity.

The Launch of Web-Based Collaborative Decision Support at NASA

2010 ◽  
pp. 218-230 ◽  
Author(s):  
Irma Becerra-Fernandez ◽  
Martha Del Alto ◽  
Helen Stewart
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Decision Makers ◽  
Web Based ◽  
Management Platform ◽  
Individual Person ◽  
Mission Critical ◽  
Multiple Domains ◽  
Collaborative Decision

Today, organizations rely on decision makers to make mission-critical decisions that are based on input from multiple domains. The ideal decision maker has a profound understanding of specific domains coupled with the experience that allows him or her to act quickly and decisively on the information. Daily, decision makers face problems and failures that are too difficult for any individual person to solve; therefore, teams are now required who share their knowledge in spontaneous collaborations. Since requisite expertise may not all reside in the same organization, nor be geographically colocated, virtual networked teams are needed. This chapter presents a case study describing the development and use of Postdoc, the first Web-based collaborative and knowledge management platform deployed at NASA.

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