Designing E-Mail for Knowledge Management in Distributed Organizations

2011 ◽  
pp. 1030-1041
Author(s):  
Linda Leung ◽  
Tania Humphreys ◽  
Alastair Weakley
Keyword(s):  
Knowledge Management ◽  
Distributed Organizations ◽  
E Mail

Designing E-Mail for Knowledge Management in Distributed Organizations

2010 ◽  
pp. 26-37
Author(s):  
Linda Leung ◽  
Tania Humphreys ◽  
Alastair Weakley
Keyword(s):  
Knowledge Management ◽  
Organizational Knowledge ◽  
Asynchronous Communication ◽  
Software Applications ◽  
Distributed Organizations ◽  
History Of ◽  
The Individual ◽  
E Mail ◽  
Information And Knowledge Management

E-mail has become so ubiquitous that it has surpassed existing only as a tool of asynchronous communication. E-mail has contributed to the rise of the distributed organization that is widely dispersed across nodes and locations. Email is being used in diverse ways and for an increasing range of unintended purposes. This chapter charts the history of e-mail, from early investigations of handling e-mail overload, to a review of software applications designed to ameliorate unanticipated outcomes. It suggests that while e-mail has been appropriated for information and knowledge management, there has been minimal analysis of this beyond the individual. By presenting a case study of a distributed organization, detailing the process by which e-mail was leveraged for organizational knowledge through the design of an application that enabled visualization of e-mail data, this research shows e-mail technology can become a core repository of corporate knowledge.

Knowledge management measures: an empirical investigation of Indian cement industry

2019 ◽  
Vol 26 (3) ◽  
pp. 734-752 ◽  
Author(s):  
Manish Dave ◽  
Kanhaiya Singh ◽  
Arya Kumar ◽  
Sachin Kumar
Keyword(s):  
Knowledge Management ◽  
Value Chain ◽  
Management Practices ◽  
Reliability And Validity ◽  
Cement Industry ◽  
Sales Managers ◽  
Management Tools ◽  
Content Type ◽  
Management Measures ◽  
E Mail

Purpose The purpose of this paper is to develop knowledge management constructs comprising of KM processes and KM practices through marketing and sales to derive competitive advantage (CA) in the cement industry. Design/methodology/approach A thorough and detailed analysis of the literature was carried out to develop the measures for KM practices, KM processes and their impact on CA. A total of 65 variables affecting competitiveness in the form of questionnaire were developed. The questionnaire was administered through e-mail to 962 territory sales managers (TSM) and equivalent employed in the marketing and sales function of the cement organizations in India. A total of 121 valid and complete responses were received, representing a response rate of 12.6 percent. The factor analysis was carried out on the data collected to establish reliability and validity of the measures. Findings A total of seven constructs pertaining to knowledge management practices and processes and competitiveness that comprises of 65 variables have been developed. The statistical results establish that the constructs and the variables considered in the study are reliable and valid. Research limitations/implications The sample of respondents for developing constructs consisted of TSM and equivalent employed in the marketing and sales function of cement companies in India. Research scope can be enhanced in the future study by including middle and senior level managers in cement companies to better diagnose and understand perception of KM initiatives across different levels in the cement industry. The work can also be extended to incorporate inbound logistics and procurement that directly contributes to the overall value chain to have a holistic perspective. Practical implications The measures developed in this study would be effective management tools for the implementation of knowledge management initiatives in the marketing and sales function to ascertain their level of implementation and impact on the competitiveness. Originality/value This study is probably the first of its kind in India to provide KM measures combined for practices and processes to understand the relationship with competitiveness in cement companies pertaining to marketing and sales function. It provides valuable insights as a strategic tool for investing in KM initiatives.

Portals for Knowledge Management

2011 ◽  
pp. 795-800
Author(s):  
Lorna Uden ◽  
Marja Naaranoja
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Business Processes ◽  
Explicit Knowledge ◽  
Economic Resource ◽  
Meaningful Information ◽  
Personal Belief ◽  
Embedded Knowledge ◽  
The Difference ◽  
E Mail

Knowledge is often defined to be meaningful information. Knowledge is derived from information. What makes the difference between data and information is their organisation, and what makes the difference between information and knowledge is their interpretation (Bhatt, 2001). It is defined as a dynamic human process of justifying personal belief towards the truth (Nonaka & Takeuchi, 1995). Knowledge can also be defined as know-why, know-how, and know-who, or an intangible economic resource from which future resources will be derived (Rennie, 1999). Knowledge is built from data, which is first processed into information (i.e., relevant associations and patterns). Information becomes knowledge when it enters the system and when it is validated (collectively or individually) as a relevant and useful piece of knowledge to implement in the system (Carrillo, Anumba, & Kanara, 2000). There are three types of knowledge within any organization, individual, group, and enterprise, and that knowledge can be generally classified along the lines of being explicit, embedded, and tacit. Explicit knowledge is knowledge represented in documents, books, e-mail, and databases. Embedded knowledge is organizational knowledge found in business processes, products, and services. Tacit knowledge is undocumented knowledge that is captured during business processes by knowledge workers.

Motivation in Online Communities

2011 ◽  
pp. 334-337 ◽  
Author(s):  
Patrick Waterson
Keyword(s):  
Knowledge Management ◽  
Online Communities ◽  
Online Community ◽  
Large Scale ◽  
Shared Knowledge ◽  
Face To Face ◽  
Computer Mediated ◽  
Exchange Information ◽  
The Subject ◽  
E Mail

The subject of how to encourage people to share their knowledge has long been a theme within the domain of knowledge management. Early studies showed that company employees, for example, are often reluctant to share their knowledge (e.g., Ciborra & Patriota, 1998). A number of possible reasons exist for why this takes place, including: lack of personal incentives to share expertise; an organizational culture that does not reward or encourage sharing; and lack of trust that shared knowledge will be put to good use (e.g., fear of exploitation). Research identifying these types of barriers to effective knowledge management is well established (e.g., Brown & Duguid, 2000); however, within the context of online communities it is more recent. The term “online community” tends to be applied in a general sense to refer to large-scale groups that regularly exchange information through mechanisms such as e-mail, weblogs, discussion lists and Wikis. These types of communities can take a variety of forms, some of which mix face-to-face contact with computer-mediated interaction (e.g., some types of “communities of practice,” CoPs), while others are more likely to be wholly online and involve people who have never met (e.g., “networks of

How library practitioners view knowledge management in libraries

2009 ◽  
Vol 30 (8/9) ◽  
pp. 643-656 ◽  
Author(s):  
Roknuzzaman ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Information Technologies ◽  
Ways Of Knowing ◽  
Holistic Approach ◽  
Content Type ◽  
Secondary Sources ◽  
E Mail ◽  
Role Of Information ◽  
Practical Implications

PurposeThe main purpose of this paper is to explore library practitioners' views of knowledge management (KM) and its incorporation into library practice.Design/methodology/approachThe study is based on the review of literature available in secondary sources, and the result of interviews of ten library practitioners worldwide. The respondents are purposively selected from the participants' lists of two international conferences held in 2008. The interviews were conducted through e‐mail using a short, structured, and open‐ended questionnaire.FindingsThe ways of knowing and degrees of understanding of KM concepts among the library practitioners are varied. But the most library practitioners have focused on a shallow perception of KM for its incorporation into library practice – dealing with only explicit information and/or knowledge. This study also finds some of the reasons for responding to KM, e.g. increasing value of knowledge in the knowledge economy, role of information technologies, opportunities for improved library practices.Research limitations/implicationsThe study is limited in its scope, conducting interviews of only ten library practitioners worldwide, and hence, generalization may not be derived from the findings.Practical implicationsThe paper suggests that library practitioners need to broaden their understanding, change their traditional mindset, and to apply a holistic approach of KM system design and library practice, focusing on both explicit and tacit knowledge.Originality/valueThe paper investigates the original views of library practitioners regarding KM in libraries.

scholarly journals Pengembangan Knowledge Management System dengan Teknik Information Retrieval

2021 ◽  
Vol 7 (1) ◽  
Author(s):  
Try Atmaja Linggan Jaya ◽  
Mewati Ayub
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Data Sets ◽  
New Employees ◽  
Using Data ◽  
Search For Information ◽  
Business Flow ◽  
E Mail ◽  
Storage Place

Useful data sets can be used as information to solve problems or share knowledge with others. In the case of companies implementing the new system, many input errors, or not knowing the workflow of the program, are experienced repeatedly by the same person or people in the same department. Besides that, with the entry of new employees, it takes time to adapt and how to solve the problem. To solve it, a place is needed to record problems and their solutions, or share knowledge, both for old and new employees as 'First Aid'. Knowledge Management System application is expected to help solve the problems as a place to collect data which contains errors, cause and solving; business flow; user authorization; etc. The data used, using data from a collection of tickets, personal messages or e-mail, and knowledge owned by the user, will be entered into the database as a storage place for knowledge. In the input process, each word will be broken down based on the character 'space', tokenizing, filtering, and VSM and then entered into the database. Users can search for information or knowledge by entering keywords or sentences according to user needs, then the input will be processed by tokenizing, filtering, and calculating the length using VSM. After getting the input length, the results will use the TF-IDF algorithm and cosine similarity, and the system will display the results in list form and see the details if the results from the list are selected.

scholarly journals Continuing professional development for college teachers in Bangladesh

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Md. Hafiz Iqbal ◽  
Shamsun Akhter Siddiqie ◽  
Shamsun Naher
Keyword(s):  
Professional Development ◽  
Knowledge Management ◽  
Administrative Support ◽  
Research Work ◽  
Empirical Evaluation ◽  
Continuing Professional Development ◽  
Cluster Sampling ◽  
College Level ◽  
College Teachers ◽  
E Mail

Purpose: Continuing Professional Development (CPD) is a fundamental issue for knowledge management in teaching. Teachers get more benefits from it because of the opportunities for participation in training, workshops, seminars, symposiums, mentoring programs, research work, coaching, and others.  This study explores college teachers’ perceptions about CPD at the college level for knowledge management and lifelong learning and identifies the factors that contribute to designing CPD. Methodology: An organizational case study with mixed methods and a multistage cluster sampling technique were applied to carry out this research. Because of the COVID-19 pandemic, college teachers’ face-to-face appointments were converted to e-mail communication to capture data. Findings: Of the 63 scheduled appointments, 37 (58.73%) respondents sent their responses via e-mail. For proper empirical evaluation, we used the non-parametric Mann–Whitney and Shapiro–Wilk tests. Tested and confirmed result of the study suggested that age, subject, length of service, gender, in-house training, necessary skills, administrative support, networking capacity, and online facility are the important contributors to CPD and knowledge management. Implications of the study: The facts and findings of our study are very important for policymakers and stakeholders to formulate appropriate policies. 

scholarly journals Sharing, Evaluating and Organizing E-mail: The KM-Mail Approach Towards a Platform for Enterprise-Wide Knowledge Management

2017 ◽  
Vol 1 (1) ◽  
pp. 69-83
Author(s):  
K.G. Lim ◽  
Y.N. Cheah
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Significant Role ◽  
Knowledge Economy ◽  
Discussion Groups ◽  
The Internet ◽  
Alternative Strategies ◽  
Web Based ◽  
Management Platform ◽  
E Mail

Knowledge is gaining importance in the world's economy, and the Internet is playing a significant role in the knowledge economy especially with knowledge sharing tools such as web-based and e-mail discussion groups. Present discussion groups have weaknesses in their effectiveness in knowledge sharing and reuse in many enterprises. To address these weaknesses, alternative strategies can be employed to enhance the knowledge menagement capabilities of the Internet in general and e-mail in particular. We present a novel knowledge management-based e-mail (KM-Mail) framework that capitalizes on the ubiquitous utilization of e-mail for knowledge sharing and reuse. We will also outline a mechanism to allow the evaluation and organization of knowledge shared via e-mail. Finally, we discuss the incorporation of KM-Mail into a wider enterprise-wide knowledge management platform.

An Intranet within a Knowledge Management Strategy

2011 ◽  
pp. 2221-2226
Author(s):  
Udo Richard Averweg
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Information Dissemination ◽  
Mail Survey ◽  
Internet Technology ◽  
Primary Focus ◽  
The Right ◽  
Method Of Evaluation ◽  
The Cost ◽  
E Mail

An Intranet (or internal Web) is a network designed to serve the internal informational needs of an organisation (e.g., a municipality) using Internet concepts and tools (Averweg, 2007; Turban, McLean & Wetherbe, 2004). The cost effi- ciency of utilizing Internet technology has opened the door for organizations to use this same technology to share information within the organization (Botha, 2004). Information technology (IT) thus plays an important role in organizations. Given that advances in IT have made it easier to acquire, store and disseminate knowledge than ever before, many organizations are employing IT to facilitate sharing and integration of knowledge (Kankanhalli, Tanudidjaja, Sutanto & Tan, 2003). An Intranet is an application of technology within an organization for the purpose of information dissemination, communication, integration, and collaboration (Telleen, 1997). Knowledge Management (KM) describes “the primary focus of these efforts has been developing new applications of information technology to support digital capture, storage, retrieval and distribution of an organization’s explicitly documented knowledge” (Zack, 1999). In this chapter it is argued that, when aligned, organizational strategy and technical resources (e.g., IT) provide a sound framework to support KM within an organization. However, the question arises as to whether an organization is making the best investment in its IT resources and whether it is managing knowledge in the right way. One technical IT resource in an organization is an Intranet. Every major organizational process should be regularly evaluated and the evaluation should be purposeful and completed (Debowski, 2006). One method of evaluation is a survey. Debowski (2006) suggests that survey “evaluations take a number of forms … and may be conducted via telephone, e-mail or mailouts”. In this study the evaluation selected by the author is e-mail since the purpose and benefits of an e-mail survey justify the cost.

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