Managing Requirements Elicitation Knowledge using a Spatial Hypertext Wiki

2011 ◽  
pp. 68-83
Author(s):  
Carlos Solis ◽  
Nour Ali
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Requirements Elicitation ◽  
Conversion Process ◽  
Management Tools ◽  
Prioritization Process ◽  
Knowledge Types ◽  
Requirements Negotiation ◽  
Knowledge Management Tools

Wikis have been widely used as knowledge management tools. However, most of them do not support the conversion process of knowledge in an appropriate way. Specifically, they do not support brainstorming and creativity techniques, which are needed to convert tacit knowledge into explicit. This chapter presents how a wiki tool called the Spatial Hypertext Wiki (ShyWiki) can be used for supporting collaborative requirements elicitation following the knowledge creation spiral of Nonaka. The knowledge conversions in the spiral (socialization, externalization, combination, and internalization) and the knowledge types in each conversion are related to different activities in requirements elicitation, which can be performed through ShyWiki. ShyWiki allows stakeholders to collaborate by creating, brainstorming, structuring and reorganizing requirements contained in notes. In this way, the requirements negotiation and prioritization process can be done through the wiki pages which are seen as virtual boards that hold hypertext notes.

scholarly journals KM Tools : Making Connections

2021 ◽  
Author(s):  
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Knowledge Base ◽  
Development Programs ◽  
Engineer Research ◽  
Management Tools ◽  
Experimental Knowledge ◽  
Development Center ◽  
Knowledge Management Tools ◽  
The U.S

Knowledge management is vital to successfully executing research and development programs within the U.S. Army Engineer Research and Development Center (ERDC). Experimental knowledge management initiatives over the years led to discoveries about the best ways to store and access ERDC’s vast knowledge base. This document highlights several of the effective knowledge management tools that evolved from these discoveries, helping you to find and share knowledge!

The Creation of a Context to Knowledge Management and Innovation

2018 ◽  
pp. 383-396
Author(s):  
Rodrigo Dos Santos Costa
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Central Axis ◽  
The Internet ◽  
Information Economy ◽  
Public Data ◽  
And Storage ◽  
The Web

In spite of a contemporary discussion about the management of knowledge and the deep use of technologies focused on architecture, organization and knowledge detection based on organization inner data analysis, as well as public data available on the internet, it is necessary a critic look above the organization knowledge creation processes even as the load of tacit knowledge there is in an organization. It is observed that the evolution of technologies, such as mobile computing, the web, besides the architecture of the computers and their ability of handling and storage data, has brought to the information economy or the age of knowledge, diverting focus on people, the central axis of organizational knowledge, and their ability to reason, infer, make decisions, and above them all the processes of knowledge creation focused on the collaborative solution of problems and generation of innovation based on the socialization of knowledge.

TQM and Knowledge Management

2017 ◽  
pp. 236-263 ◽  
Author(s):  
Luis Mendes
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Quality Management System ◽  
Conversion Process ◽  
Total Quality ◽  
Knowledge Based ◽  
Strategic Approach

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.

A Knowledge Strategy Oriented Framework for Classifying Knowledge Management Tools

2009 ◽  
pp. 1-16
Author(s):  
Gianluca Elia
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Strategy ◽  
General Framework ◽  
Knowledge Management System ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Implementation Phase ◽  
Knowledge Strategy ◽  
Knowledge Management Tools

Many classifications and taxonomies of knowledge management tools highlight mainly specific characteristics and features of a single tool, by ignoring the holistic and systematic dimension of the classification, and the explicit elements of linking with the knowledge management strategy. This chapter aims at proposing a general framework that integrates the technological side of knowledge management with the strategic one. Thus, this framework could represent a powerful instrument to guide knowledge engineers in the implementation phase of a knowledge management system, coherently with strategical choices for knowledge management. Chapter is articulated in two main parts: the first one is focused on reminding some relevant approaches to knowledge management (Hoffmann 2001; Skyrme 2000; Ruggles 1997; Radding 1998; Maier 2002); the second part presents the framework, with a detailed description of its components.

Intranets

2011 ◽  
pp. 439-454
Author(s):  
Goran Vlasic ◽  
Jurica Pavicic ◽  
Zoran Krupka
Keyword(s):  
Knowledge Management ◽  
Knowledge Exchange ◽  
Efficiency Analysis ◽  
Management Tools ◽  
The World ◽  
Business Efficiency ◽  
Working Together ◽  
Project Coordination ◽  
Development And Management ◽  
Knowledge Management Tools

This chapter deals with the importance of intranets as knowledge management tools/media enabling efficient knowledge exchange and development within an organization and the “community” of stakeholders. Communities are analyzed as networked systems of interested parties. The importance of intranets is even more stressed today when most company activities are project based—with project members working together from all over the world. Intranets serve as project coordination support as well as organization functioning generalization through combining different project activities into organizational efficiency analysis. This chapter analyzes possibilities of different approaches to development and management of intranets, and thus of networked people creating a certain networked “community form.” These developments are crucial to virtual workplaces as well as for increasing business efficiency

A learning-by-doing based framework for micro-knowledge management in project contexts

2020 ◽  
Vol 39 (4) ◽  
pp. 529-536
Author(s):  
Ibrian Caramidaru ◽  
Andreea Ionica ◽  
Monica Leba
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Human Resources Management ◽  
Relevant Literature ◽  
Learning By Doing ◽  
Lessons Learned ◽  
Staff Retention ◽  
Management Tools ◽  
Team Members ◽  
Coherent Integration

BACKGROUND: There is a general acknowledgement of projects as sites of knowledge creation, but in multi-project contexts, we witness at times a lack of robust procedures that would ensure harvesting the lessons learned. OBJECTIVE: This paper aims at providing an operational conceptual framework for micro-knowledge management, depicting knowledge as created by individuals performing project activities. METHODS: Documentation on relevant literature and observation of current managerial practices and tools, in order to use the underpinnings of experiential education for managing learning-by-doing knowledge creation. RESULTS: Developing the framework led to identifying the decision-making processes in micro-knowledge management and their correlation with human resources management Secondly - we have shown the need for a coherent integration of knowledge deliverables into the project management tools and practices, especially in the context of the COVID-19 pandemic. CONCLUSIONS: Micro-knowledge management points to a recurrent assessment of the opportunity for micro-knowledge codification and/or staff retention based on tacit professional or biographical knowledge of the project team members. The framework offers a balance between the detachment of knowledge from the owners, in codification, and affirming the irreducible tacit and personal dimensions of learning-by-doing.

Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

Managing Knowledge Diversity in Distributed Organizational Structures

2008 ◽  
pp. 275-298 ◽  
Author(s):  
Claude Paraponaris
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Organizational Structures ◽  
Human Memory ◽  
Management Tools ◽  
Important Conclusion ◽  
Knowledge Diversity ◽  
Knowledge Management Tools ◽  
High Technologies

Knowledge in organizations can be compared with human memory. There is no unique place for creating and conserving knowledge. Knowledge in Multinationals realize it’s potential with various tools of management. The diversity of tools leads to the issue of coordinating levels of management. How managing different tools of KM without disrupting the knowledge creating process? To address this issue we analyses several knowledge management strategies of high technologies industries (computer, telecommunications and pharmacy). In these cases diversity encourages implementation of knowledge management tools. The precision of these tools indicates the firm’s competence in managing and diffusing knowledge. An important conclusion that can be drawn is that several factors (redundancy, diversity, discussion and duration) can reinforce these competences and, in fact: network mechanisms in organization.

Knowledge Management for an Effective Sales and Marketing Function

2010 ◽  
pp. 324-337
Author(s):  
Amit Karna ◽  
Ramendra Singh ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Time Lags ◽  
Information And Communications Technologies ◽  
Management Tools ◽  
Marketing Function ◽  
Sales And Marketing ◽  
Communications Technologies ◽  
Managerial Attention ◽  
External Stakeholders ◽  
Knowledge Management Tools

In the last decade, knowledge management has been receiving managerial attention particularly in the post-Internet era. With advancements in information and communications technologies, the incentives to manage knowledge have far surpassed the costs associated with it. The sales and marketing (S&M) function is one of the important functions in an organization with a unique blend of internal and external stakeholders to cater to. Another unique feature of knowledge management in the S&M function is that it lies on the interface of the organization with its customers. Therefore, information that comes into the organization through sales and marketing employees is often collected, filtered, and assimilated in different forms and with time lags. This chapter is aimed at familiarizing the readers with the importance of managing a continuously churning ocean of knowledge in the S&M function. We address various knowledge management issues and opportunities in the context of S&M and recommend a set of guidelines to enable managers increase the effectiveness of the S&M function by using appropriate knowledge management tools and strategies.

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