Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2020 ◽  
pp. 150-168
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Developing Countries ◽  
Knowledge Management ◽  
Management Process ◽  
Healthcare Industry ◽  
Extensive Data ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

scholarly journals The Role of Knowledge Management Process and Intellectual Capital as Intermediary Variables between Knowledge Management Infrastructure and Organization Performance

10.28945/4088 ◽  
2018 ◽  
Vol 13 ◽  
pp. 279-309 ◽  
Author(s):  
Shadi Abualoush ◽  
Ra'ed Masa'deh ◽  
Khaled Bataineh ◽  
Ala'aldin Alrowwad
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Industrial Sector ◽  
Future Research ◽  
Organization Performance ◽  
Management Process ◽  
Management Capability ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Aim/Purpose: The objective of this study was to assess the interrelationships among knowledge management infrastructure, knowledge management process, intellectual capital, and organization performance. Background: Although knowledge management capability is extensively used by organizations, reaching their maximum financial and non-financial performances has not been fully researched. Therefore, organizations need to optimize their performance by exploiting knowledge management capability through the accumulation of intellectual capital, where the new competitiveness is shifting from tangible to intangible resources. Methodology: This study adopted a positivist philosophy and deductive approach to accomplish the main goal of this research. Moreover, this research employed a quantitative approach since this study is concerned with causal relationship between variables. A questionnaire-based survey was designed to evaluate the research model using a convenience sample of 134 employees from the food industry sector in Jordan. Surveyed data was examined following the structural equation modeling procedures. Contribution: This study highlighted the potential benefits of applying the knowledge management capabilities, intellectual capital, and organizational performance to the food industrial sector in Jordan. Future research suggestions are also provided. Findings: Results indicated that knowledge management infrastructure had a positive effect on knowledge management process. In addition, knowledge management process impacted positively intellectual capital and organization performance and mediated the relationship between knowledge management infrastructure and intellectual capital. However, knowledge management infrastructure did not positively associate to organization performance. Recommendations for Practitioners: The current model is designed to help managers and decision makers to improve their management capabilities as well as their organization financial and non-financial performance through exploiting the organizational knowledge management infrastructure and intellectual capital approaches. Recommendation for Researchers: Our findings can be used as a base of knowledge to conduct further studies about knowledge management capabilities, intellectual capital, and organization performance following different criteria and research procedures. Impact on Society: The designed model highlights a significant organizational performance approach that can influence Jordanian food industrial sector positively. Future Research: The current designed research model can be applied and assessed further in other sectors including banking and industrial sectors across developed and developing countries. Also, we suggest that in addition to focusing on knowledge management process and intellectual capital as mediating variables, future research could test our findings in a longitudinal study and examine how to affect financial and non-financial performance.

scholarly journals A Knowledge Management Challenges for Start-Ups: A Framework Proposal

2020 ◽  
Vol 3 (3) ◽  
pp. 248-260
Author(s):  
Theocharis Stylianos Spyropoulos
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Innovation Management ◽  
Technical Information ◽  
Business Environment ◽  
Online Information ◽  
Wide Range ◽  
Start Ups

The study reviews the knowledge management challenges faced by innovative start-ups founders and entrepreneurs. Knowledge management is critical for innovation, since both organisations and individuals face very specific needs: collection of a wide variety of information and data, such as market data and technical information, and a wide range of transformation of these data into applicable knowledge, in the forms of required product specifications, business model, and business strategy. In addition, the business financing and investment ecosystem (especially Banks & Venture Capitals) uses a traditional “business plan” approach for evaluating innovation companies. Furthermore, a wide range of tools (databases, online information, Collaboration Systems, Business Intelligence Systems, ERP & CRM Systems) enable information flow and supports decision making process. To this respect, both academic literature and business experience highlight the need to improve Knowledge Management process both for individuals and organisations engaged in Innovation management. The proposed framework provides academics, entrepreneurs and venture capital companies a new approach for identifying critical success factors knowledge management and further improves decision making in a changing and challenging business environment. Finally the study highlights key areas for further research.

KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2017 ◽  
Vol 19 (3) ◽  
pp. 24-41
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Process ◽  
Healthcare Industry ◽  
Healthcare Information Systems ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

scholarly journals Water resources data, models and decisions: international expert opinion on knowledge management for an uncertain but resilient future

2018 ◽  
Vol 21 (1) ◽  
pp. 32-44 ◽  
Author(s):  
Sarah Ward ◽  
D. Scott Borden ◽  
Amos Kabo-bah ◽  
Abdul Nasirudeen Fatawu ◽  
Xavier Francis Mwinkom
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Water Resources ◽  
Capacity Planning ◽  
River Flow ◽  
Data Models ◽  
Data Availability ◽  
Planning Under Uncertainty ◽  
Water Resources Systems ◽  
Wide Range

Abstract Assessing the resilience of water resources systems requires knowledge of properties and performance, which depends on data availability and use within models and decision making. Connections between data, models and decision making are crucial to plan for uncertainty and invest in interventions. To explore international perceptions of these connections, we conducted a three-round Delphi survey with an expert panel (see Supplementary material, available with the online version of this paper). Consensus and divergence existed within and between countries on ability to manage data, modelling and decision making, with the most consensus seen on use of hydrometric databases. There was a wide range of models and tools utilised by participants and a shift occurred between first and second rounds to a preference for trying new modelling. There was consensus between and within all countries that every data type was important. River flow data consistently scored highest. Access to data and models primarily impacted evaluating future capacity, planning under uncertainty, policy implementation and conflict resolution. The panel called for reviewing existing and developing new policy, collaborative research and available funding all focusing on water resources data-model-decision integration. Findings offer a strategic view on knowledge management regarding connections between data, models and decision making through identification of consensus areas for future focus and dissensus areas for reprioritisation.

We are from Knowledge Sharing Culture

2007 ◽  
Vol 32 (3) ◽  
pp. 369-374 ◽  
Author(s):  
K. P. Naachimuthu
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Present Article ◽  
Knowledge Economy ◽  
Daily Living ◽  
Knowledge Assets ◽  
Collective Wisdom ◽  
Critical Resource ◽  
Use Of Knowledge

With the emergence of knowledge economy, organizational knowledge is rapidly being recognized as a critical resource. Increasingly, organizations are trying to manage these knowledge assets to support their strategic business objectives. In the process, a concept known as ‘Knowledge Management’ (KM), has come into wide use to describe the development of tools, processes, systems, structures and cultures explicitly to improve the creation, sharing and use of knowledge critical for decision making. There are individuals in every organization who want to share and communicate knowledge and also those who prefer to keep their knowledge a private asset. ‘Sharing, leverage and reuse of knowledge should become a part of organizational culture to tap its collective wisdom. The present article is an attempt to bring to notice of how management and knowledge sharing were part and parcel of our culture, practiced since thousands of years and it also stresses that we need to inculcate them and then follow in our daily living.

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