Knowledge Management
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Published By IGI Global

9781599049335, 9781599049342

2011 ◽  
pp. 3261-3275
Author(s):  
Daniel Xodo ◽  
Héctor Oscar Nigro
Keyword(s):  

Management greatly depends on knowledge, and its detection, creation, transmission, and number of intangibles play a fundamental role in success.


2011 ◽  
pp. 3159-3174
Author(s):  
Nilmini Wickramasinghe

In today’s knowledge-based economy, sustainable strategic advantages are gained more from an organization’s knowledge assets than from its more traditional types of assets, namely, land, labor, and capital. Knowledge, however, is a compound construct, exhibiting many manifestations of the phenomenon of duality such as subjectivity and objectivity as well as having tacit and explicit forms. Overlooking this phenomenon of duality in the knowledge construct has not only led many knowledge management initiatives to stumble but has also resulted in the discussion of the apparent contradictions associated with knowledge management in the IS literature as well as numerous discussions and debates regarding the “nonsense of knowledge management.” It is the thesis of this chapter that a full appreciation of the phenomenon of duality is indeed necessary to enable inquiring organizations to reach the state of wisdom and enlightenment.


2011 ◽  
pp. 3105-3115
Author(s):  
Rick L. Wilson ◽  
Peter A. Rosen ◽  
Mohammad Saad Al-Ahmadi

Knowledge management (KM) systems are quite diverse, but all provide increased access to organizational knowledge, which helps the enterprise to be more connected, agile, and effective. The dilemma faced when using a KM system is to balance the goal of being knowledge-enabled while being knowledge-secure (Cohen, 2003; Lee & Rosenbaum, 2003).


2011 ◽  
pp. 3031-3039
Author(s):  
Jeremy Aarons

This article surveys and explores the relationship between epistemology and knowledge management (KM). Epistemology is the branch of philosophy concerned with the nature and extent of human knowledge (Klein, 1998b). Knowledge management is clearly deeply indebted to many ideas derived from epistemology. Much of the seminal work in KM discusses epistemology in a fair amount of detail, and explicitly appeals to insights from epistemology in developing a theoretical account of KM. In particular, the groundbreaking works by Sveiby (1994, 1997, 2001), Nonaka (1994), and Nonaka and Takeuchi (1995) make explicit appeal to the philosophical insights in epistemology, which has provided the groundwork for much of their pioneering work in knowledge management. One would thus expect there to be a fairly intimate connection between epistemology and knowledge management. The relationship between these two fields, however, is far from straightforward.


2011 ◽  
pp. 3022-3030 ◽  
Author(s):  
Syed Z. Shariq ◽  
Morten Thanning Vendelo

When people solve complex problems, they bring knowledge and experience to the situation, and as they engage in problem solving they create, use, and share tacit knowledge. Knowing how context emerges and transforms is central if we want to understand how people create, use, and share tacit knowledge. Consequently, this article focuses on the three questions: What is context? How does context emerge and transform? What is the relationship between context and tacit knowledge sharing?


2011 ◽  
pp. 3004-3012 ◽  
Author(s):  
Dov Te’eni

All organizations depend on communication. Communication is the exchange of information between two or more people with the intent that the sender’s message be understood and considered by the receivers in their cognition, affect, and behavior. As organizations are designed for action, most organizational communication eventually leads to action and to working relationships between actors. Indeed, communication plays a pivotal role in organizations and may even be seen as the foundation for most organizational action (Galbraith, 1977; Weick, 1979).


2011 ◽  
pp. 2991-2996
Author(s):  
Angela Lacerda Nobre

The growth in importance of communities within organisational settings is a sign of a change in paradigm. When management and organisational theory introduce the critical notion of communities, in parallel to the concepts of collaborative work and of knowledge sharing, there is an internal revolution going on. Therefore, communities of practice theory (Lave & Wenger, 1991; Wenger, 1999; Wenger, McDermott & Snyder, 2002; Brown & Duguid, 1991) has a critical role to play in today’s development of management and organisation theory. At a broader level, there is an ongoing metamorphosis that is highly visible through the vertiginous development of technology, the globalisation of markets, and the acceleration of the increase in complexity. Equally important are the less visible, and thus harder to acknowledge, changes in the way we think, reason, communicate, and construct our image of ourselves and of the world. The changes brought by the knowledge society of the information age (Kearmally, 1999) triggered the development of theoretical approaches to management. Among these, knowledge management and organisational learning have developed. These theories have acknowledged the importance of information and communication technology within organisations, and have explored alternative insights into mainstream management approaches. The knowledge management and organisational learning sub-disciplines represent an innovation effort that affect areas of organisational life which had been marginalised or ignored under traditional management theory. Communities of practice is the single most important example. Therefore, communities of practice represent a critical aspect of the present understanding of the complexity of organisational life. Within the broad and varied development of organisational theories, semiotic learning emerges as a particular approach to organisational learning. Semiotic learning may be described as a dynamic practice. It incorporates theoretical contributions from social philosophy and adapts them to a specific approach to facilitate learning at the organisational level. It is a learning and development tool for action at the organisational level. The central aspect of the semiotic learning approach is the focus on the quality of community life at the organisational level. Through a semiotic learning approach to organisational learning and development, it is possible to intensify and to unleash the true potential of current challenges at personal, organisational, and societal levels. By focusing on the social practices, structures, and processes which underlay human interaction, and by calling attention to the way we construct ourselves and our image of the world through those interactions, it enables the development of a rationale that supports collaborative as well as transformative forms of work and learning.


2011 ◽  
pp. 2965-2975
Author(s):  
Gil Ariely

Knowledge management (KM) and intellectual capital (IC) are not one and the same, and although some overlap is apparent, the relationship is far from trivial and requires exploration. Some intellectual capital such as brand is not knowledge, and some knowledge that cannot be transformed into value is not intellectual capital.


2011 ◽  
pp. 2850-2865
Author(s):  
Murray E. Jennex ◽  
Lorne Olfman

This article proposes a framework for assessing knowledge management system (KMS) success models. The framework uses three criteria: how well the model fits actual KMS success factors, the degree to which the model has a theoretical foundation, and if the model can be used for both types of KMSs. The framework is then applied to four KMS success models found in the literature and is determined to be a useful framework for assessing KMS success models.


2011 ◽  
pp. 2808-2828
Author(s):  
Alexander Berler ◽  
Sotiris Pavlopoulos ◽  
Dimitris Koutsouris

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.


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