A University Knowledge Management Tool for the Evaluation of the Efficiency and Quality of Learning Resources in Distance e-Learning

2019 ◽  
Vol 15 (4) ◽  
pp. 38-55
Author(s):  
Irena Atanasova
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Management Tool ◽  
Module Structure ◽  
Learning Resources ◽  
Full Time ◽  
Support Tool ◽  
E Learning ◽  
The University

To compete in today's web-based society, virtually every university offers an option for distance e-learning. Universities have developed and maintain up-to-date electronic resources and materials. It is important that these resources are examined and tested from the point of view of the end-users, and to be in accordance with the relevant regulatory requirements and documents. The realization of a well-functioning university knowledge management system includes various software tools for assisting the decision-making process for the four main activities of the universities. In this article, a generic teaching knowledge management module structure, including the full-time and part-time type of learning, and the distance type of e-learning, is proposed. The main goal of the article is the presentation of an expert system concerning learning resources as a part of the university knowledge management system that can be used as a decision support tool for the achievement of competitiveness and sustainable development in some processes related to distance е-learning at the university.

scholarly journals MODEL FOR LINKING AND KNOWLEDGE MANAGEMENT

2020 ◽  
Author(s):  
Nuvia Gisela Martez ◽  
Berta Bonilla ◽  
Edilsa Quintero
Keyword(s):  
Knowledge Management ◽  
Systems Engineering ◽  
Management System ◽  
Computer Systems ◽  
The State ◽  
Knowledge Management System ◽  
State And Society ◽  
Linkage Models ◽  
The University

The research was developed from 2018 with the aim of generating a model that sustainably facilitates the linking and management of knowledge in the university. A bibliographic review on successful linkage models was carried out to contrast with the experiences in the UTP, in addition, a survey was applied to consult the main actors involved in the linkage and knowledge management system. From the analysis of the surveys, the model was designed to manage the knowledge generated in the Faculty of Computer Systems Engineering (FISC) with the potential that the implementation can be replicated in other faculties. The model allows visualizing the opportunities generated by knowledge management not only for students, but also for the Faculty, the UTP, the State and Society.

scholarly journals Can Online Learning Lead to Better Results of Knowledge Acquisition?

2021 ◽  
Author(s):  
Maria-Mădălina Tabarcia ◽  
◽  
Ionel-Sorinel Vasilica ◽  
Madlena Nen ◽  
Mihail Bărănescu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Public Service ◽  
Management System ◽  
Knowledge Management System ◽  
Traditional Learning ◽  
The Public ◽  
Use Of Technology ◽  
E Learning

Implementing a performant knowledge management system in military institutions involves emphasizing the role of the organizational dimension that promotes learning, increasing the quality of employees' work and consolidating managers in these institutions as leaders who encourage learning at all levels. The objectives of knowledge acquisition must be defined in such a way as to improve performance and support the trust of the beneficiary of the public service provided. The development of organizational culture within the institution allows people to adopt new values, attitudes and behaviors. Investing in an efficient knowledge management system involves the development of training and education programs that contribute to improving the skills of employees and knowledge sharing both vertically and horizontally, in order to provide quality public service and create value within the community. Knowledge management can be implemented more efficiently and beneficially in the context of the increasing use of technology in educational activities. Thus, integration of e-learning in knowledge management systems allows the removal of space and time barriers from learning. The question is whether current e-learning systems meet the requirements of knowledge management and provide results comparable to those obtained through traditional learning.

The Impact of Manager Influence Tactics on Innovation Implementation of a Knowledge Management System

2014 ◽  
Vol 6 (4) ◽  
pp. 185-204 ◽  
Author(s):  
Holly Chiu ◽  
Joshua Fogel
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Employee Attitudes ◽  
Influence Tactics ◽  
Learning System ◽  
Knowledge Management System ◽  
Innovation Implementation ◽  
Implementation Phase ◽  
E Learning ◽  
The Impact

Innovations can bring desired benefits to organizations if implemented successfully. Managers are a critical factor for influencing employee attitudes and behavior for adoption of innovations. We study employee (n=237) attitudes and behaviors for 13 different manager influence tactics in the innovation implementation phase of an e-learning system, which is regarded as the knowledge management system, in a manufacturing company in Taiwan. With regard to attitudes toward using the e-learning system, the influence tactics of apprising and collaboration were significantly associated with increased attitudes, while exchange and pressure were significantly associated with decreased attitudes. With regard to two separate behavior outcomes of the number of e-learning courses taken and the number of times online, the influence tactics of coalition, collaboration, and pressure all had significant increased associations; while ingratiation, inspirational appeals, legitimating, and rational persuasion all had significant decreased associations. Also, the influence tactics of apprising and persistence had significant increased associations only for the number of e-learning courses taken. Managers attempting to adopt innovative practices should consider the importance of influence tactics when adopting innovative practices in the corporate workplace.

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