A Research Model for Knowledge Management

2011 ◽  
pp. 297-310
Author(s):  
Pamila Dembla ◽  
En Mao
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
The Other ◽  
Research Model ◽  
Careful Planning ◽  
New Knowledge

Knowledge has been identified as the key issue to gaining competitive advantage in any business. A successful company is one that can create new knowledge, disseminate it through its organization, and embody it in its products and services. All this is possible by careful planning and building a culture for creating and sharing knowledge. In this chapter, a research model for KM is suggested. The various components of KM are described in detail so as to explain the process of KM. Then, using the research model as a reference, two case studies, one of Buckman’s laboratories and the other of the Nippon Steel- British Steel alliance, are analyzed to study the process of KM.

Conceptualising a New Knowledge Management Logic Model for Global Health: A Case-Study Approach

2015 ◽  
Vol 14 (02) ◽  
pp. 1550015 ◽  
Author(s):  
Saori Ohkubo ◽  
Sarah V. Harlan ◽  
Naheed Ahmed ◽  
Ruwaida M. Salem
Keyword(s):  
Knowledge Management ◽  
Global Health ◽  
Case Studies ◽  
Health Professionals ◽  
Health Workers ◽  
Logic Model ◽  
Unique Contribution ◽  
Program Outcomes ◽  
New Knowledge ◽  
Health Field

Over the past few decades, knowledge management (KM) has become well-established in many fields, particularly in business. Several KM models have been at the forefront of promoting KM in businesses and organisations. However, the applicability of these traditional KM models to the global health field is limited by their focus on KM processes and activities with few linkages to intended outcomes. This paper presents the new Knowledge Management for Global Health (KM4GH) Logic Model, a practical tool that helps global health professionals plan ways in which resources and specific KM activities can work together to achieve desired health program outcomes. We test the validity of this model through three case studies of global and field-level health initiatives: an SMS-based mobile phone network among community health workers (CHWs) and their supervisors in Malawi, a global electronic Toolkits platform that provides health professionals access to health information resources, and a netbook-based eHealth pilot among CHWs and their clients in Bangladesh. The case studies demonstrate the flexibility of the KM4GH Logic Model in designing various KM activities while defining a common set of metrics to measure their outcomes, providing global health organisations with a tool to select the most appropriate KM activities to meet specific knowledge needs of an audience. The three levels of outcomes depicted in the model, which are grounded in behavioural theory, show the progression in the behaviour change process, or in this case, the knowledge use process, from raising awareness of and using the new knowledge to contributing to better health systems and behaviours of the public, and ultimately to improving the health status of communities and individuals. The KM4GH Logic Model makes a unique contribution to the global health field by helping health professionals plan KM activities with the end goal in mind.

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

Knowledge Management of Healthcare by Clinical-Pathways

2010 ◽  
Vol 09 (02) ◽  
pp. 119-125 ◽  
Author(s):  
Tomoyoshi Yamazaki ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Case Studies ◽  
Knowledge Creation ◽  
Clinical Pathways ◽  
Medical Doctors ◽  
New Knowledge ◽  
Healthcare Process ◽  
Knowledge Intensive

Healthcare is a knowledge-intensive service provided by professionals, such as medical doctors, nurses, and pharmacists. Clinical-pathways are used by many healthcare organisations (HCOs) as a tool for performing the healthcare process, sharing and utilising knowledge from different professionals. In this paper, case studies were performed at two HCOs that use clinical-pathways actively in the healthcare process. Theoretical model construction, sharing, utilisation, and creation of the knowledge by different professionals, were tested by the case study of two HCOs which use clinical pathways actively. The theoretical model was a knowledge creation model which creates new knowledge continuously. In this theoretical model, clinical-pathways are suggested to be an effective tool for knowledge management in healthcare.

Organizations, gender and learning

2018 ◽  
Vol 32 (4) ◽  
pp. 25-27
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
The Other ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizations need to use, create, and share knowledge to gain competitive advantage. Many organizations are traditionally based on a male culture. This means that men are seen as the “norm” and women as the “other.” Women, thus, feel excluded and their voices, opinions, and knowledge go unheard. This can be detrimental to successful organizational learning. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Implementing Knowledge Management

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
Peng Chan ◽  
Dennis Pollard ◽  
Piboon Puriveth
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Management Strategy ◽  
Meta Analysis ◽  
Real Life ◽  
Management Systems ◽  
Knowledge Management Strategy ◽  
Strong Indicator ◽  
Intellectual Assets

The growing reliance on intellectual assets to gain competitive advantage has necessitated the development and implementation of knowledge management systems in order to collect, organize and transfer all of the knowledge accumulated by modern organizations.  This study is presented as a consolidation of previous research performed in this area, and integrates this work with a meta-analysis of two real life case studies.  The corresponding results suggest that the tacit/explicit dimension of knowledge is a strong indicator of the type of knowledge management strategy a given company should follow.

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

MANAGING CONCERN KNOWLEDGE IN SOFTWARE SYSTEMS

2011 ◽  
Vol 21 (07) ◽  
pp. 957-987
Author(s):  
IMED HAMMOUDA ◽  
KAI KOSKIMIES ◽  
TOMMI MIKKONEN
Keyword(s):  
Knowledge Management ◽  
Knowledge Representation ◽  
Software Development ◽  
Tacit Knowledge ◽  
Case Studies ◽  
Software Systems ◽  
Development Projects ◽  
Prototype Tool ◽  
New Knowledge ◽  
Role Based

Knowledge representation, acquisition, and sharing in software development projects is challenging due to the involvement of different kinds of stakeholders and large heterogeneous repositories of artifacts. In this paper, we argue that the concept of a concern can be used to facilitate the management of knowledge concerning the various system artifacts. Concerns represent pieces of knowledge pertaining to various viewpoints and interests of the stakeholders. In order to represent concerns, we propose the use of a non-intrusive role-based mechanism called a fragment. Using this mechanism, tacit knowledge can be made explicit by mapping stakeholders interests to artifact repositories, concern-based queries can be addressed to the repositories, and concerns can be combined to produce new knowledge. A concern-based prototype tool environment for knowledge management has been built and used for evaluating the approach in the context of industrial case studies.

scholarly journals The Role of Knowledge Management in Development Projects

2011 ◽  
Vol 10 (04) ◽  
pp. 315-326 ◽  
Author(s):  
Paul Oluikpe ◽  
Muhammad Sohail ◽  
Frank Odhiambo
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Management Practices ◽  
Project Success ◽  
Operational Efficiency ◽  
Development Projects ◽  
New Knowledge ◽  
Knowledge Management Practices ◽  
Completion Times

The paper investigates the role of knowledge management in enabling project success, innovation, completion times, operational efficiency and the generation of new knowledge in development projects. Four projects in Uganda, Nigeria, and Cote d'Ivoire were used as case studies. The objective was to explore the nature of knowledge management practices in these projects in order to see how they could be improved. The research found that knowledge management is a significant factor in speeding up completion times, achieving project success, innovation, operational efficiency and the generation of new knowledge. Knowledge sharing practices were identified within case studies and difficulties relating to managing knowledge generated during the project were highlighted.

scholarly journals Knowledge Management and the Governmental Organisations

2020 ◽  
Vol 9 (3) ◽  
pp. 75
Author(s):  
Rahil Asadi ◽  
Larisa Mihoreanu ◽  
Vasilica Georgiana Radu
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Management System ◽  
Scale Up ◽  
Decision Makers ◽  
Knowledge Management System ◽  
The Other ◽  
Financial Assets ◽  
Intellectual Assets ◽  
Individual Knowledge

Abstract.Nowadays, the concept of Knowledge Management is gradually being recognized in governmental establishments which are seeking to deploy their own knowledge management system and make the most of their existing knowledge in policymaking, by creating and maintaining a competitive advantage in the domestic and international environment.For an organisation, the intellectual assets and individual knowledge are as important as the other physical and financial assets. Knowledge is a primary resource featured to provide a competitive advantage to any organization that recognises and incorporates it efficiently in its processes.This article aims to review the value of knowledge management, the pillars by describing its cycle and highlighting its importance for governmental organisations. The obstacles and difficulties of implementing and deploying knowledge management in government organisations with suggested solutions that are also discussed.In conclusion, recommendations for decision makers are presented to enhance the efficiency of the knowledge management implementation and scale up the gain of a lasting competitive advantage within national and international environments.

Requirements Engineering Based on Knowledge Management: Theoretical Aspects and a Practical Proposal

2017 ◽  
Vol 27 (08) ◽  
pp. 1199-1233 ◽  
Author(s):  
Karla Olmos-Sánchez ◽  
Jorge Rodas-Osollo
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Case Studies ◽  
Requirements Engineering ◽  
Requirements Elicitation ◽  
Management Perspective ◽  
Practical Proposal ◽  
Full Knowledge ◽  
Unstructured Information

Despite significant advances in requirements engineering, the problem of eliciting the appropriate and correct requirements persists, partly due to the difficulties to transfer and transform knowledge. In this paper, the final revised version of a requirements elicitation strategy based on a full knowledge management perspective is presented. We assume that a knowledge management perspective is a useful approach for addressing certain inherent problems of requirements elicitation; especially in domains characterized by informal and unstructured information and where domain specialists use large amounts of tacit knowledge to solve everyday situations. Our motivation is to give competitive advantage to any business that faces the challenge of eliciting requirements to design products, find solutions or structure its own valuable knowledge. The promising results of applying the strategy to different real case studies provide empirical insights about the usefulness and value of the strategy.

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