Knowledge Cybernetics

2010 ◽  
pp. 191-216 ◽  
Author(s):  
Maurice I. Yolles
Keyword(s):  
Knowledge Management ◽  
Complex Systems ◽  
Communicative Action ◽  
Normal Science ◽  
Useful Knowledge ◽  
Knowledge Processes ◽  
Science Approach ◽  
New Form

Knowledge cybernetics is part of complex systems, and a post-normal science approach principally concerned with the development of agents like autonomous social collectives that survive through knowledge and knowledge processes. Deriving from epistemological antecedents created by Stafford Beer and explored through notions of ontology by Eric Schwarz, a new form of knowledge management arises that is connected with the notions of Marshall and her new radical classifications for knowledge. These ideas can be closely associated with concepts of lifeworld and the ideas of communicative action by Habermas, and leads to a useful knowledge cybernetic framework. This has the capacity to relate to and develop a variety of what might be thought of as otherwise disparate theories that can ultimately be expressed in terms of knowledge.

scholarly journals NURSING RESEARCH GROUPS: COMPLEX SYSTEMS FOR THE KNOWLEDGE MANAGEMENT

2018 ◽  
Vol 22 ◽  
Author(s):  
Ítalo Rodolfo Silva ◽  
Joséte Luzia Leite ◽  
Maria Auxiliadora Trevizan ◽  
Thiago Privado da Silva ◽  
Isabel Amélia Costa Mendes
Keyword(s):  
Knowledge Management ◽  
Complex Systems ◽  
Nursing Research ◽  
Research Groups

A Critical Review of Organizing Knowledge Management for Innovation

2022 ◽  
Vol 8 (2) ◽  
pp. 7-15
Author(s):  
Asa Romeo Asa ◽  
Harold Campbell ◽  
Johanna Pangeiko Nautwima
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Diffusion Of Innovation ◽  
Business Intelligence ◽  
Network Dynamics ◽  
Knowledge Networks ◽  
External Knowledge ◽  
Knowledge Processes ◽  
Wide Range ◽  
Integrated Knowledge

This study critically reviews the literature that demonstrates the relevance of knowledge management process and business intelligence, as well as the challenges arising when it comes to organising for innovation in today’s business organisations. Hence, the to attain desired innovation it is important to integrate business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Hence, importance of integrating business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Organisations’ innovation dynamics and knowledge processes that lead competitive advantage of organisations are examined. Literature points that many organisations rely on individual employees’ knowledge and skills. As a result, information systems that enable knowledge management (KM) as a critical tool for gaining a competitive advantage (Campbell, 2012). The seminal argument in this study is that knowledge diffusion and knowledge externalities are the main drive of increase in economy. As a result, this is expected to be a win-win value proposition for such organisations integrating business intelligence and knowledge management. However, owing to changing business conditions and the rapidity of technological development, as well as the rising expenses involved with carrying out R&D operations in many of these organisations, maintaining competitive advantage through internal R&D alone is becoming increasingly challenging. The importance of innovation processes and network dynamics in the context of Integrated Knowledge Networks is explored, which provide feasible possibilities for utilising innovation as an interactive process as well as knowledge processes for creating business intelligence in organisations. Due to the challenges of organising for innovation, the organisations figured to rely on “Open innovation” approach to intentionally seek out unique knowledge and information outside of their organisational bounds. This study also discusses the challenges that organisations hurdle on in managing inter-organizational cooperation because of external knowledge sourcing techniques (Campbell, 2009). This is due, in part, to the fact that they span a wide range of organisations, people, and resources, as well as the interactions that exist between them. The creative processes and network dynamics are facilitated by an architecture that blends organisational and technical aspects in Integrated Knowledge Networks. Hence, the study focuses on twofold to sourcing external knowledge in particular: learning from international business environments and corporate venturing strategy for corporate incubators.

Developing Organizational Renewal Capability in the Municipal (City) Organization

2014 ◽  
pp. 151-172
Author(s):  
Anna-Maija Nisula
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Development Process ◽  
Knowledge System ◽  
Performance Excellence ◽  
Enabling Factors ◽  
Organizational Renewal ◽  
Knowledge Processes ◽  
Current State ◽  
Public Sector Organizations

The objective of this chapter is to increase understanding and management of knowledge management in public sector organizations. In this chapter the knowledge management-based assessment and development process of organizational renewal capability is presented, and it is demonstrated in one large municipal (city) organization. The chapter thereby contributes to the discussion of the importance of organizational renewal capability and knowledge management for public organization renewal and for the performance excellence of public sector organizations in general. The development process of organizational renewal capability provides an approach and methods on how organizations can identify the current state of their renewal enabling factors and the related knowledge processes in order to initiate sustained renewal. Thereby, they can learn to utilize and manage their key knowledge processes by viewing their organization as a developing knowledge system.

Managing Information Technology Component of Knowledge Management

2008 ◽  
pp. 2774-2795 ◽  
Author(s):  
Adekunle Okunoye
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Core Competencies ◽  
The Other ◽  
Technology Infrastructure ◽  
Organizational Variables ◽  
Information Technology Infrastructure ◽  
Knowledge Processes ◽  
Organizational Information

Information technology and social-cultural, organizational variables are considered major components to support knowledge processes in knowledge management. These components have to be carefully managed and be supported in balanced proportion for organization to create and retain greater value from their core competencies. The peculiar situation of developing countries, where there is lack of adequate information technology infrastructure, emphasizes the importance of strategic management of organizational information technology. Using a case study, we discuss the possibility of outsourcing the management of the information technology in order to have more focus on the other components in knowledge management.

Social Network Analysis

2011 ◽  
pp. 1460-1469
Author(s):  
David J. Dekker ◽  
Paul H.J. Hendriks
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Development Project ◽  
Knowledge Networks ◽  
Knowledge Processes ◽  
Social Network Structure ◽  
Product Development Project ◽  
Practice Knowledge

In knowledge management (KM), one perspective is that knowledge resides in individuals who interact in groups. Concepts as communities-of-practice, knowledge networks, and “encultured knowledge” as the outcome of shared sense-making (Blackler, 1995) are built upon this perspective. Social network analysis focuses on the patterns of people’s interactions. This adds to KM theory a dimension that considers the effects of social structure on for example, knowledge creation, retention and dissemination. This article provides a short overview of consequences of social network structure on knowledge processes and explores how the insights generated by social network analysis are valuable to KM as diagnostic elements for drafting KM interventions. Relevance is apparent for management areas such as R&D alliances, product development, project management, and so forth.

Cultural Elements of Knowledge Management

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Knowledge Management ◽  
Cultural Context ◽  
Meaning Making ◽  
Organisational Culture ◽  
Collaborative Culture ◽  
Cultural Elements ◽  
Knowledge Processes ◽  
Long Run ◽  
Organisational Values ◽  
Context Shape

Organisational culture is, perhaps not surprisingly, by far the most researched topic in relation to knowledge management to date. It is widely argued that an open, collaborative culture enhances knowledge processes, activities and practices, and that this open culture will help organisations be successful in the long-run (see for example, Du Plessis, 2006; Kathiravelu et al., 2014; Intezari et al., 2017). Organisational values, assumptions, and the cultural context shape what employees believe in, their shared understanding of how things are done in the organisation, as well as their shared language. The process of meaning-making through different knowledge practices is therefore largely shaped by organisational culture and embedded in it (Hislop et al., 2018).

Aligning Knowledge Management with Research Knowledge Governance

2016 ◽  
pp. 488-503
Author(s):  
Isabel Pinho ◽  
Cláudia Pinho
Keyword(s):  
Knowledge Management ◽  
Knowledge Production ◽  
Holistic Approach ◽  
Management Systems ◽  
Informal Networks ◽  
Research Knowledge ◽  
Knowledge Processes ◽  
The People ◽  
Information Management Systems ◽  
Knowledge Governance

Research Knowledge production is the result from knowledge processes that happen at diverse networks spaces. Those spaces are supported by a cascade of systems (Data Management Systems, Information Management Systems, Knowledge Management Systems, Evaluation Systems and Monitoring Systems) that must be aligned to avoid formation of silos and barriers to the flows of information and knowledge. The energy that powers consists of the people and their connections; so there is crucial to understand and govern formal and informal networks. By take a holistic approach, we propose to join benefits of an efficient knowledge management with the implementation of knowledge governance mechanisms in order to improve Research Knowledge production and its impacts.

scholarly journals Capitalising Experiential Knowledge for Guiding Construction Procurement Selection

2012 ◽  
Vol 5 (1) ◽  
pp. 32-40 ◽  
Author(s):  
Thomas Ng ◽  
Chris Luu ◽  
Martin Skitmore
Keyword(s):  
Knowledge Management ◽  
Decision Support ◽  
Construction Project ◽  
Experiential Knowledge ◽  
Decision Makers ◽  
Management Model ◽  
Case Based Reasoning ◽  
Useful Knowledge ◽  
Procurement System ◽  
Case Based

Capitalising useful knowledge for construction procurementselection (CPS) decisions would provide a valuable asset to clientorganisations, as the successful/unsuccessful experience wouldhelp decision-makers avoid the occurrence of similar errors andensure the most suitable procurement system is employed fora construction project. As a result, there is a need to examinethe potential for developing a knowledge management model tocapture and reuse experiential knowledge to guide CPS decisions.This paper begins by identifying a suitable approach for managingCPS knowledge. This is followed by a discussion of the knowledgerequired for CPS decision support. A prototype knowledgemanagementmodel is developed, using the case-based reasoning(CBR) approach, and a mechanism for the retrieval and reuse ofknowledge for guiding CPS decisions is elucidated. The resultsindicate that CBR is a suitable tool for formulating the procurementselection parameters and selecting a suitable procurementsystem for a construction project. This is primarily becausethe CBR approach is flexible enough to allow closely matchinghistoric cases to be retrieved as well as enabling the decisionmakerto adapt the proposed solution based on the predominantcharacteristics of the client, project and external environmentpertinent to the current project.

Classifying Knowledge Maps

2011 ◽  
pp. 116-142 ◽  
Author(s):  
Martin J. Eppler
Keyword(s):  
Knowledge Management ◽  
Future Research ◽  
Knowledge Map ◽  
Knowledge Mapping ◽  
Knowledge Maps ◽  
Useful Knowledge ◽  
Types Of Knowledge ◽  
Management Processes ◽  
Research Questions ◽  
Reference Knowledge

This chapter looks at graphic strategies to reference knowledge and to make it more accessible through interactive knowledge maps. It discusses pragmatic ways of classifying knowledge maps to give an overview of their application contexts and formats. In the chapter, we show where and how the term knowledge map has been previously used and which criteria must be met in a sound and useful knowledge map classification that can support knowledge management processes and strategies. Various classification principles are presented and discussed. A table then matches map formats to knowledge management purposes and knowledge-related contents in order to serve as a selection and organizing framework. Examples of some of the main types of knowledge maps are presented to illustrate the varieties of knowledge mapping present in the classification. The article concludes by discussing its limitations and future research questions in the area of knowledge mapping.

Understanding the Behavior of Knowledge Management Pathways

2010 ◽  
pp. 261-271
Author(s):  
Jose Manuel Cárdenas Medina ◽  
Mauro de Mesquita Spinola
Keyword(s):  
Knowledge Management ◽  
Small Firms ◽  
Social Memory ◽  
Transfer Of Knowledge ◽  
Knowledge Based ◽  
Knowledge Processes ◽  
Market Report ◽  
Close Observation ◽  
Mind Set ◽  
Market Distance

Within small-size firms, it is too difficult to understand how the process of knowledge transfer happens. It is through a close observation of their mind-set and ethos that it is possible to construct a conceptual map of their transfer of knowledge processes. Within the present case; the relations among footwear manufacturers enabled the generation and sharing of knowledge. Thus, this chapter seeks to introduce the behavior of knowledge management and its source by studying the social behavior of micro-entrepreneurs from Peru and Brazil that create relationships, practice communities and other forms of knowledge sharing. Best knowledge-based practices emerged from the adaptation and imitation from others. Three ways were recognized: distance-to-market; distance-to-consumer, and inner circle. And, three ways of social memory creation within the core of the small-firms were observed: memory of product, market report and social memory.

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