Distributed “Knowing in Practice” in Workshare Contexts

2020 ◽  
pp. 222-246
Author(s):  
Lakshmi Goel
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Qualitative Case Study ◽  
Knowledge Management System ◽  
Knowledge Management Systems ◽  
Distributed Work ◽  
Technological Factors ◽  
Geographically Dispersed ◽  
Set Up

Many companies set up operations offshore and complete projects by 'worksharing' where responsibilities are split between geographically dispersed offices. This chapter looks at how knowledge management systems facilitate practices essential for collaborative, distributed work. A qualitative case study is conducted at a large multinational engineering, procurement, and construction (EPC) company that has successfully implemented a knowledge management system. The study uses the framework of 'knowing in practice' to the context of worksharing. This chapter contributes to the practice by providing specific suggestions that can be implemented from a social technical perspective to facilitate worksharing, specifically, suggesting technological factors and efforts needed by users and managers in facilitating worksharing. This chapter contributes to research by applying the lens of 'knowing in practice' to the context of worksharing.

Distributed ‘Knowing in Practice' Enabled by Knowledge Management Systems

2017 ◽  
Vol 13 (4) ◽  
pp. 56-72
Author(s):  
Lakshmi Goel
Keyword(s):  
Knowledge Management ◽  
Qualitative Case Study ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Distributed Work ◽  
Technological Factors ◽  
Geographically Dispersed ◽  
Set Up

Many companies set up operations offshore and complete projects by ‘worksharing' where responsibilities are split between geographically dispersed offices. This article looks at how knowledge management systems facilitate practices essential for collaborative, distributed work. A qualitative case study is conducted at a large multinational engineering, procurement and construction (EPC) company that has successfully implemented a knowledge management system. The study uses the framework of ‘knowing in practice' to the context of worksharing. This article contributes to the practice by providing specific suggestions that can be implemented from a social technical perspective to facilitate worksharing. Specifically, suggesting technological factors, and efforts needed by users and managers, in facilitating worksharing. This article contributes to research by applying the lens of ‘knowing in practice' to the context of worksharing.

Human Resource Development as a Knowledge Management System

2016 ◽  
pp. 1-19 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Knowledge Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Resource Development ◽  
Point Of View ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Transfer Of Knowledge

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

Retaining Organizational Knowledge: A Case Study of an Australian Construction Company

2002 ◽  
Vol 01 (02) ◽  
pp. 119-129 ◽  
Author(s):  
Lesley Pek Wee Land ◽  
Malcolm Land ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Future Research ◽  
Construction Company ◽  
Concrete Form ◽  
Structure Knowledge

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

scholarly journals Why People Keep Using Knowledge Management Systems: A Causal Analysis of Continuance Behavior

2022 ◽  
Vol 19 (3) ◽  
pp. pp237-254
Author(s):  
Eric Tucker ◽  
Timothy Kotnour
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Structural Equation ◽  
Online Survey ◽  
Knowledge Management System ◽  
Management Systems ◽  
Coefficient Of Determination ◽  
Equation Modeling ◽  
Knowledge Management Systems ◽  
Continuous User

This study examines the factors that cause a person to become a continuous user of a knowledge management system by examining continuance behavior. Continuance behavior is the decision to continue using a product after initial use. The data for this study were obtained using an online survey. The results were analyzed using partial least squares structural equation modeling. Six main hypotheses were developed which resulted in the evaluation of fourteen hypotheses. The results show that the technological features of a knowledge management system positively influence a user’s evaluation with limited influence from the system’s community features. The results produced a 58% coefficient of determination for knowledge management systems continuance intention and 37% for knowledge management systems continuance behavior. This investigation serves as a foundation for further research on the continuance usage of knowledge management systems. It addresses the needs of practitioners by examining which conditions they can manage to increase the purposeful use of their organizations’ knowledge management systems. The study also addresses the needs of academia by expanding the literature on continuance behavior of knowledge management systems.

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