Complexity and Clarity

2010 ◽  
pp. 286-299 ◽  
Author(s):  
Peter Sharp ◽  
Alan Eardley ◽  
Hanifa Shah
Keyword(s):  
Knowledge Management ◽  
Main Theme ◽  
Visual Aids ◽  
Great Problem ◽  
Face To Face ◽  
Km Strategy ◽  
Knowledge Strategy ◽  
Different Parts

Organisations face a great problem. How can they create a knowledge management (KM) strategy that takes account of the complexity of knowledge issues in their organisation and be able to clearly communicate it? This issue, called here the Knowledge Strategy Dilemma, is the main theme of this chapter and is vital for KM success in practice. The authors argue that literature reveals that the Dilemma is one that can be tackled. They also argue that whilst the literature reveals approaches that help address different parts of the Dilemma, the best approach to address it in a coherent way is a KM method called MaKE. MaKE is presented and two of its principles—Traceability and Transparency— are explained. Also visual tools that help implement these principles in practice are critically discussed along with feedback from industry. The principles, when applied, are helpful in tackling the Dilemma with some success. Also, the authors argue that different forms of communication (including face-to-face meetings with visual aids) should be used to address the Dilemma. The question that remains is: are organisations willing to devote the time to do these things in practice?

Organizational Barriers and Facilitators in Embedding Knowledge Strategy

2016 ◽  
pp. 1585-1610 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Goal Attainment ◽  
Barriers And Facilitators ◽  
Organizational Strategy ◽  
Strategy Development ◽  
Organizational Barriers ◽  
Km Strategy ◽  
Knowledge Strategy ◽  
The Subject ◽  
Strategic Imperative

The knowledge that exists within organizations is a sustainable source of competitive advantage. This makes knowledge management a strategic imperative for all. Much has been written on the subject of Knowledge Management (KM), strategy development, and implementation. There are numerous approaches one can take to develop a successful strategy, and there is no one right or wrong way. What ultimately constitutes a successful KM strategy? One that is signed off by management, is resourced, and is allowed to be implemented. Once that is achieved, then one can make all the adjustments needed to ensure strategic alignment with organizational strategy. The value of a KM strategy comes when the strategy is resourced, implemented, and the organization begins to realize the benefits. That is possible only when there is a unified understanding of the organizational barriers and facilitators in embedding knowledge strategy with organizational strategy for successful goal attainment. The objective of this study is to aid researchers in recognizing and understanding the organizational barriers and facilitators in embedding knowledge strategy. This would be indispensable for successful goal attainment in a modern complex economy.

Organizational Barriers and Facilitators in Embedding Knowledge Strategy

2014 ◽  
pp. 149-173 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Knowledge Management ◽  
Goal Attainment ◽  
Barriers And Facilitators ◽  
Organizational Strategy ◽  
Strategy Development ◽  
Organizational Barriers ◽  
Km Strategy ◽  
Knowledge Strategy ◽  
The Subject ◽  
Strategic Imperative

The knowledge that exists within organizations is a sustainable source of competitive advantage. This makes knowledge management a strategic imperative for all. Much has been written on the subject of Knowledge Management (KM), strategy development, and implementation. There are numerous approaches one can take to develop a successful strategy, and there is no one right or wrong way. What ultimately constitutes a successful KM strategy? One that is signed off by management, is resourced, and is allowed to be implemented. Once that is achieved, then one can make all the adjustments needed to ensure strategic alignment with organizational strategy. The value of a KM strategy comes when the strategy is resourced, implemented, and the organization begins to realize the benefits. That is possible only when there is a unified understanding of the organizational barriers and facilitators in embedding knowledge strategy with organizational strategy for successful goal attainment. The objective of this study is to aid researchers in recognizing and understanding the organizational barriers and facilitators in embedding knowledge strategy. This would be indispensable for successful goal attainment in a modern complex economy.

Kids and Diabetes in Schools (KiDS) intervention in India: Participants’ perspectives

2021 ◽  
pp. 001789692110054
Author(s):  
Tina Rawal ◽  
Soumyadeep Bhaumik ◽  
Radhika Shrivastav ◽  
Gaurang P Nazar ◽  
Nikhil Tandon ◽  
...  
Keyword(s):  
School Environment ◽  
Diabetes Management ◽  
Technical Information ◽  
Qualitative Evaluation ◽  
Visual Aids ◽  
Management Skills ◽  
Post Intervention ◽  
Total N ◽  
Face To Face ◽  
Teachers And Parents

Objectives: The purpose of this study was to assess the experience and satisfaction of teachers and parents of children with and without diabetes, with the Kids and Diabetes in School (KiDS) intervention. Project KiDS aimed to foster a safe and supportive school environment to encourage the management of type 1 diabetes and prevention of type 2 diabetes. Design: This qualitative evaluation involved semi-structured, face-to-face, in-depth interviews with a purposive sample of 35 respondents, including teachers and parents of children with and without diabetes attending the selected schools at 1 and 3 months post-intervention implementation. In total, n = 5 schools (3 government and 2 private) were selected out of 15 schools in which the KiDS project was implemented. Methods: In total, 65 interviews were conducted in two rounds. The sample comprised teachers ( n = 20 in round 1; n = 18 in round 2), parents of children with diabetes ( n = 3 in both the rounds) and parents of children without diabetes ( n = 15 in round 1; n = 6 in round 2) attending five schools. Data were analysed using the thematic framework method. Results: Teachers reported gaining new knowledge as a result of the KiDS intervention. They felt more confident in assisting children with diabetes. Suggestions to strengthen the KiDS resource pack were the inclusion of case studies and audio-visual aids. Parents of children with diabetes reported that the project reinforced information and improved diabetes management skills. Their suggestions for strengthening KiDS materials included the provision of additional technical information. The parents of children without diabetes reported that the resource pack aided a better understanding of diabetes and clarified myths and misconceptions. Suggestions for strengthening the pack included the regular reinforcement of information on diabetes among children. Conclusion: Findings support the upscaling of KiDS work elsewhere in India through the engagement of multiple stakeholders to promote the management and prevention of diabetes in school.

Achieving structured knowledge management with a novel online group decision support system

2020 ◽  
pp. 026666692096984
Author(s):  
Wesley Shu ◽  
Songquan Pang ◽  
Minder Chen
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Ad Hoc ◽  
Group Decision Support System ◽  
Face To Face ◽  
Knowledge Conversion ◽  
Group Problem Solving ◽  
The People ◽  
Mixed Factorial Design ◽  
Better Than

Knowledge management (KM) is a complicated process that involves socialization, externalization, combination, and internalization and requires close collaboration among the people involved. Although Nonaka proposed the SECI (Socialization, Externalization, Combination, Internalization) model and the concept of Ba, which provides a process-oriented view of knowledge creation and transfer, practicing it is rather ad hoc. COVID-19 has provided a chance for practitioners to find a new method for KM. In this study, we adapted a group problem-solving system called TeamSpirit and structured it as a Ba for the SECI model. We then compared TeamSpirit with two other implementations of Ba, email and face-to-face communication, to evaluate their effects on knowledge externalization, knowledge combination, and knowledge internalization. Then, we evaluated whether these knowledge-conversion processes could improve knowledge acquisition and intention to share knowledge. A 3 × 2 mixed factorial design experiment was conducted. The results show that (a) TeamSpirit was better than the others, and face-to-face was better than email for each of the three knowledge conversion processes (externalization, combination, and internalization) and (b) the better the team’s knowledge conversion process lead, the stronger its knowledge acquisition and knowledge-sharing intention.

scholarly journals Knowledge Management for Fostering Biostatistical Collaboration within a Research Network: The RTRN Case Study

2018 ◽  
Vol 15 (11) ◽  
pp. 2533
Author(s):  
Jae Lee ◽  
Jung Sung ◽  
Daniel Sarpong ◽  
Jimmy Efird ◽  
Paul Tchounwou ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Needs Assessment ◽  
Research Collaboration ◽  
Knowledge Exchange ◽  
Research Network ◽  
Outreach Program ◽  
Face To Face ◽  
Strategic Approach ◽  
Challenges And Opportunities ◽  
Collaborative Engagement

Purpose: While the intellectual and scientific rationale for research collaboration has been articulated, a paucity of information is available on a strategic approach to facilitate the collaboration within a research network designed to reduce health disparities. This study aimed to (1) develop a conceptual model to facilitate collaboration among biostatisticians in a research network; (2) describe collaborative engagement performed by the Network’s Data Coordinating Center (DCC); and (3) discuss potential challenges and opportunities in engaging the collaboration. Methods: Key components of the strategic approach will be developed through a systematic literature review. The Network’s initiatives for the biostatistical collaboration will be described in the areas of infrastructure, expertise and knowledge management and experiential lessons will be discussed. Results: Components of the strategic approach model included three Ps (people, processes and programs) which were integrated into expert management, infrastructure management and knowledge management, respectively. Ongoing initiatives for collaboration with non-DCC biostatisticians included both web-based and face-to-face interaction approaches: Network’s biostatistical capacities and needs assessment, webinar statistical seminars, mobile statistical workshop and clinics, adjunct appointment program, one-on-one consulting, and on-site workshop. The outreach program, as a face-to-face interaction approach, especially resulted in a useful tool for expertise management and needs assessment as well as knowledge exchange. Conclusions: Although fostering a partnered research culture, sustaining senior management commitment and ongoing monitoring are a challenge for this collaborative engagement, the proposed strategies centrally performed by the DCC may be useful in accelerating the pace and enhancing the quality of the scientific outcomes within a multidisciplinary clinical and translational research network.

Determinants Of Knowledge Management Success In Public Companies In Kenya

2021 ◽  
Vol 8 (3) ◽  
pp. 522-538
Author(s):  
Zammary Jepkorir Sacho ◽  
Thomas A. Senaji
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Overall Response Rate ◽  
Response Rate ◽  
Leader Behavior ◽  
Primary Data ◽  
Public Companies ◽  
Knowledge Strategy ◽  
Descriptive Survey

In a knowledge economy, the need to ensure knowledge management success is imperative because it determines the success of an organization. Consequently, in order to improve and sustain their competitive advantage, many companies are also exploring the field of knowledge management. We examined factors that influence knowledge management success, namely organizational culture, knowledge strategy, information technology and leader behavior using a descriptive survey of 216 low, middle and top-level managers from public companies in Kenya based in Nairobi. Primary data was collected using structured questionnaires. The overall response rate was 72 percent. Descriptive statistics were used to summarize the analyzed survey data into frequencies and means. The findings were that organizational culture (β = 0.185, t = 5.436, p < 0.001), knowledge strategy (β = 0.368, t = 9.622, p < 0.001), information technology (β = 0.338, t = 9.247, p < 0.001) and leader behavior (β = 0.187, t = 4.764, p < 0.001) had a positive and significant influence on knowledge management success. Based on these findings, it is recommended that organizations have a knowledge strategy and enhance their information technology because these were found to have the greatest influence on knowledge management success.

A Vertical Approach to Knowledge Management

2012 ◽  
pp. 216-227
Author(s):  
Karsten Jahn ◽  
Peter Axel Nielsen
Keyword(s):  
Knowledge Management ◽  
Software Process ◽  
Management Strategies ◽  
Software Process Improvement ◽  
Tool Support ◽  
Enterprise System ◽  
Software Companies ◽  
Practical Concern ◽  
Management Perspective ◽  
Different Parts

Software process improvement is a practical concern in software companies today and it has been addressed in research. Part of this research has applied a knowledge management perspective. Researchers point out that two different strategies exist where a mixture is difficult to maintain: Personalization (focus on people and their collaboration) and codification (focus on documents and their accessibility). This paper addresses different knowledge management problems of a software company and how they can be alleviated. A prototype, which distinguishes between different organizational levels (e.g., software managers and software developers) and applies different knowledge management strategies, was built. It consists of a wiki and an enterprise system. This article shows how each part of the system focuses on one of the strategies and describes the differences for tool support. This combination could be beneficial because the connection between the two different parts of the prototype works. Further implications for practitioners are explained.

Knowledge Management in Agile Methods Context

2014 ◽  
pp. 1675-1709
Author(s):  
Zaidoun Alzoabi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Agile Methods ◽  
Face To Face ◽  
Informal Knowledge ◽  
Extensive Documentation ◽  
Development Processes ◽  
Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

Knowledge Management Strategy as a Chance of Small and Medium-Sized Enterprises

2017 ◽  
pp. 577-607
Author(s):  
Andrea Bencsik ◽  
Tímea Juhász
Keyword(s):  
Knowledge Management ◽  
Multinational Companies ◽  
Financial Capital ◽  
Knowledge Management Strategy ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Knowledge Based Economy ◽  
Practical Research ◽  
Future Challenges ◽  
A Current

This chapter shows how SMEs can compete with multinational companies. This chapter was written on the basis of practical research results. In this research, Hungarian and Slovakian SMEs were investigated from the view of a knowledge-based economy. The question was how they can face future challenges. The researchers wanted to know how SMEs handle their chance which is hidden in their way of thinking about a knowledge strategy. As a result, these companies seem to be afraid, uncertain, and think their success is only luck or a current incident. They live a “fly by night” existence, and they do not feel the importance of development, of studying, of knowledge; they run after work and money. These enterprises feel that they have to survive, and to this, they need money and financial capital. Therefore, knowledge and studying fall behind.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2005 ◽  
pp. 104-129 ◽  
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

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