scholarly journals A Survey of Epistemology and its Implications on an Organisational Information and Knowledge Management Model

2010 ◽  
pp. 95-124 ◽  
Author(s):  
Ah-Lian Kor ◽  
Graham Orange
Keyword(s):  
Knowledge Management ◽  
Information Sharing ◽  
Cognitive Science ◽  
Knowledge Creation ◽  
Management Model ◽  
Individual Group ◽  
Related Literature ◽  
Types Of Knowledge ◽  
Individual Knowledge ◽  
Information And Knowledge Management

This is a theoretical chapter which aims to integrate various epistemologies from the philosophical, knowledge management, cognitive science, and educational perspectives. From a survey of knowledge-related literature, this chapter collates diverse views of knowledge. This is followed by categorising as well as ascribing attributes (effability, codifiability, perceptual/conceptual, social/personal) to the different types of knowledge. The authors develop a novel Organisational Information and Knowledge Management Model which seeks to clarify the distinctions between information and knowledge by introducing novel information and knowledge conversions (information-nothing, information-information, information-knowledge, knowledge-information, knowledge-knowledge) and providing mechanisms for individual knowledge creation and information sharing (between individual-individual, individual-group, group-group) as well as Communities of Practice within an organisation.

scholarly journals Design, measurement and analysis of a Knowledge Management model in the context of a Mexican University

Innovar ◽  
2016 ◽  
Vol 26 (59) ◽  
pp. 21-34 ◽  
Author(s):  
Gibrán Rivera González ◽  
Igor Antonio Rivera González
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Human Resources ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Model Fit ◽  
Management Model ◽  
Leadership Culture ◽  
Measurement And Analysis ◽  
Question Survey

The paper aims to design and apply a Knowledge Management (KM) model within the context of a Higher Education (HE) institution in Mexico. The model is composed of six enablers: leadership, culture, structure, human resources, information technologies and measurement, which facilitate the processes of knowledge creation, storage, transfer and application. A 53-question survey applied to thirty-six (36) people allowed to evaluate the degree of development and implementation of knowledge enablers and processes. Objectivity, reliability and overall model fit were assessed.

Business Processes and Knowledge Management

2011 ◽  
pp. 471-476 ◽  
Author(s):  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Technological Change ◽  
Knowledge Creation ◽  
Business Processes ◽  
Practical Interest ◽  
Types Of Knowledge ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Different Types ◽  
The Future

Knowledge has been a subject of interest and inquiry for thousands of years since at least the time of the ancient Greeks, and no doubt even before that. “What is knowledge” continues to be an important topic of discussion in philosophy. More recently, interest in managing knowledge has grown in step with the perception that increasingly we live in a knowledge-based economy. Drucker (1969) is usually credited as being the first to popularize the knowledge-based economy concept by linking the importance of knowledge with rapid technological change in Drucker (1969). Karl Wiig coined the term knowledge management (hereafter KM) for a NATO seminar in 1986, and its popularity took off following the publication of Nonaka and Takeuchi’s book “The Knowledge Creating Company” (Nonaka & Takeuchi, 1995). Knowledge creation is in fact just one of many activities involved in KM. Others include sharing, retaining, refining, and using knowledge. There are many such lists of activities (Holsapple & Joshi, 2000; Probst, Raub, & Romhardt, 1999; Skyrme, 1999; Wiig, De Hoog, & Van der Spek, 1997). Both academic and practical interest in KM has continued to increase throughout the last decade. In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management can be implemented, advocating a process-based route. An explanation follows of how people, processes, and technology need to fit together for effective KM, and some examples of this route in use are given. Finally, there is a look towards the future.

Knowledge Creation, Management, and Dissemination in Impact Communities

2018 ◽  
pp. 22-36
Author(s):  
Ana Melro ◽  
Lídia Oliveira
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Good Practices ◽  
Single Person ◽  
Individual Knowledge ◽  
The Individual

This chapter's mission is to reflect on the steps taken by knowledge (creation, management, and dissemination) in an impact community (IC). Also, it aims to analyze how this knowledge can be capitalized by the IC itself, as well as other ICs, through the replication of good practices. To this end, importance is attached to several stages of the existence of knowledge in an IC: 1) individual knowledge, which each single person carries and integrates into an IC when he/she becomes a member; 2) the combination of all the individual knowledge, which forces one to think in a knowledge management; 3) the moments of knowledge sharing; and 4) the internal and external dissemination of this knowledge. These last two dynamics—sharing and dissemination—result in a replication and multiplication of existing knowledge in an IC.

A Knowledge Management Model for Patterns

2010 ◽  
pp. 694-703
Author(s):  
Panjak Kamthan ◽  
Terrill Fancott
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Past Experience ◽  
Industrial Engineering ◽  
Management Model ◽  
Future Research ◽  
Subsequent Discussion

The reliance on the knowledge garnered from past experience can be crucial for solving problems that occur in any development (Pólya, 1945). A pattern (Buschmann, Henney, & Schmidt, 2007) is a type of conceptually reusable knowledge that has been found useful in various domains of interest (Rising, 2000). For novices, patterns have served as means of guidance; for experts, they have served as means of reference. There are a number of viewpoints of a pattern, and views emanating from these viewpoints (Kamthan, 2010). The interest in this article is to formulate an understanding of a pattern from the perspective of knowledge management. This understanding can, in turn, be useful for communicating a pattern to both humans and machines in a number of ways including publishing a pattern, disseminating a pattern, and using a pattern. The rest of the article is organized as follows. First, the background and related work necessary for subsequent discussion is outlined. Then, relevant stakeholders of a pattern are identified and, based on a process for knowledge creation and transfer that originated in industrial engineering, a knowledge management model for a pattern is proposed. Next, challenges and directions for future research are outlined. Finally, concluding remarks are given.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 641-648
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 239-245 ◽  
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

Applying Knowledge Management in Higher Education: The Creation of a Learning Organisation

2003 ◽  
Vol 02 (04) ◽  
pp. 353-359 ◽  
Author(s):  
Kostas Metaxiotis ◽  
John Psarras
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Economic Importance ◽  
Learning Organisation ◽  
Computer Information Systems ◽  
Key Concepts ◽  
Individual Knowledge ◽  
The Creation

Knowledge Management (KM) has recently received considerable attention in the computer information systems community and is continuously gaining interest by industry, enterprises and academia. As we are moving into an era of "knowledge capitalism", knowledge management in combination with information management will play a fundamental role towards the success of transforming individual knowledge into organizational knowledge. Higher education (HE) institutions are in the knowledge business, since they are involved in knowledge creation, dissemination and learning. The increasing economic importance of knowledge, which nowadays redefines the links among education, work and learning, makes the role of KM in HE crucial. In this framework, this paper presents the key concepts of human-computer interaction in knowledge management, discusses their applicability to HE and proposes the creation of learning organisations in HE institutions, as an innovative way to apply KM to HE.

scholarly journals Propuesta De Modelo De Gestión De Información Y Conocimiento En El Marco De Un Observatorio Turístico Cantonal En La Ciudad De Riobamba

2017 ◽  
Vol 13 (2) ◽  
pp. 51
Author(s):  
Diana Paola Salazar Andrade ◽  
Catalina Margarita Verdugo Bernal ◽  
Natalia Geoconda Zambrano Cuadro ◽  
Otto Fernando Balseca ◽  
Mayra Elizabeth Cáceres Mena ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Strategic Alliances ◽  
Strategic Decision ◽  
Management Model ◽  
Public And Private ◽  
Construction Of Knowledge ◽  
Tourism Sector ◽  
International Tourist ◽  
Information And Knowledge Management

We present a sustainable management model capable of delivering timely products and services demanded by public and private tourism stakeholders. The case study is for the strategic decision-making of the tourism sector in Riobamba County, Ecuador, within the framework of a Tourism Observatory as a means of information management. Other cases of information management related to tourism and literature on national and international tourist observatories were analyzed. Locally, information gaps were identified through personal interviews with actors in the sector. The preferred organizational structure follows the Red Model, which uses the construction of knowledge as a barometer of quality, an opportunity for investment, market research, learning spaces and exchange of experiences. It also presents the profile of services and products that will be offered by the observatory, flow of processes, financing alternatives and strategic alliances for its operation. Our research demonstrates the willingness of tourism stakeholders to move from information management to knowledge management. It is concluded that our Information and Knowledge Management Model could be promoted in the future as an alternative to address real problems in information management. We recommend implementing our Information and Knowledge Management Model because it demonstrates a contribution to the generation of unique and transferable knowledge among tourism stakeholders. It is indispensable for stakeholder institutions to work in coordination with joint responsibility for the success of the Tourism Observatory.

Knowledge Creation, Management, and Dissemination in Impact Communities

2019 ◽  
pp. 809-823
Author(s):  
Ana Melro ◽  
Lídia Oliveira
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Good Practices ◽  
Single Person ◽  
Individual Knowledge ◽  
The Individual

This chapter's mission is to reflect on the steps taken by knowledge (creation, management, and dissemination) in an impact community (IC). Also, it aims to analyze how this knowledge can be capitalized by the IC itself, as well as other ICs, through the replication of good practices. To this end, importance is attached to several stages of the existence of knowledge in an IC: 1) individual knowledge, which each single person carries and integrates into an IC when he/she becomes a member; 2) the combination of all the individual knowledge, which forces one to think in a knowledge management; 3) the moments of knowledge sharing; and 4) the internal and external dissemination of this knowledge. These last two dynamics—sharing and dissemination—result in a replication and multiplication of existing knowledge in an IC.

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