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1.
This paper discusses an exploratory investigation of the role of concept mapping techniques for assessing knowledge manager learning needs and developing knowledge management (KM) training programs and courses. The research data were collected using seven concept map templates completed by 13 KM students during a 15-week higher education course. The study found that concept maps can provide a useful real-time feedback mechanism for knowledge managers undergoing structured learning, while enabling instructors to determine what KM practitioners require from their training and education. Additionally, the research showed that knowledge managers require a balance of foundational KM principles, concepts and methods coupled with examples of real-world implementations, tools and measures. The results also identify concept maps as a valuable research and evaluation technique for individuals engaged in the practice and process of training knowledge managers. 相似文献
2.
Knowledge has become the main competitive tool for firms. Just as knowledge is considered as the most important strategic resource, knowledge management (KM) is considered to be critical to a firm’s success. Several attempts have been undertaken to identify and define the different KM processes. From the literature review, four key dimensions stand out as affecting KM processes: knowledge creation, knowledge transfer, knowledge storage/retrieval, and knowledge application. The aim of this paper is to contribute to the KM and value literature by determining the importance of the different processes of KM for increasing value creation and value capture in firms. The context for the research hypotheses is the Spanish banking industry in 2010. The results support a positive relationship between KM and value creation, and between value creation and value capture. 相似文献
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This paper argues that Knowledge Management Technology (KMT) is socially constructed in use based on the affordances and constraints of the technology artefact. Since many Knowledge Management (KM) systems are introduced with vague purposes (such as to improve knowledge sharing) it is therefore their affordances and constraints which strongly shape the socially constructed ‘KMT-in-practice’. The paper argues that knowledge is also socially constructed and that knowledge creation requires an element of surprise and challenge to routine. Using a case study of the British Council's KM programme between 1998 and 2003, the paper explores the social construction of a KMT as it is developed and used; describing how various features afforded by the technology influence its adoption and institutionalisation. The paper concludes by arguing that KMTs-in-practice, which are successful in supporting knowledge creation, must paradoxically remain in a state of neither stabilisation and acceptance, nor abandonment and disuse. Practical implications of how this might be achieved are provided. 相似文献
4.
While most of the research in Knowledge Management (KM) has focused on business communities, there is a breadth of potential applications of KM theory and practice to wider society. This paper explores the potential of KM for rural communities, specifically for those that want to preserve their social history and collective memories (what we call heritage) to enrich the lives of others. In KM terms, this is a task of accumulating and recording knowledge (using KM techniques such as story-telling and communities of practice) to enable its retention for future use (by interested people perhaps through KM systems). We report a case study of Cardrona, a valley of approximately 120 people in New Zealand's South Island. Realising that time would erode knowledge of their community a small, motivated group of residents initiated a KM programme to create a legacy for a wider community including younger generations, tourists and scholars. This paper applies KM principles to rural communities that want to harness their collective knowledge for wider societal gain, and develops a community-based framework to inform such initiatives. As a result, we call for a wider conceptualisation of KM to include motives for managing knowledge beyond business performance to accommodate community (cKM). 相似文献
5.
Over the past 20 years, many researchers and theorists have generated a significant body of literature in the interrelated fields of knowledge management (KM), organizational learning (OL), and knowledge creation (KC). A large body of work generated by proponents of technology as a primary facilitator of KM, OL, and KC supports the expenditure of billions of dollars in information technology infrastructure and knowledge management systems. A separate body of work generated by behaviourists illustrates how organizational culture is a major determinate in the effectiveness of the technology. Ultimately, corporate executives measure success in terms recognizable to financial markets. Yet, an empirical link connecting the interrelated dots needed to provide practical guidance to practitioners and executives remains elusive. This paper summarizes historical and current perspectives within the field and identifies the need for continue empirical research to build a practical construct. 相似文献
6.
This paper addresses tacit-to-explicit knowledge externalization, arguably the most critical, and yet problematic, phase of Nonaka's knowledge creation theory. Specifically, we propose and describe instance-based cognitive mapping (ICM), a unique externalization process that analyzes multiple decision instances using the inductive learning algorithms of artificial intelligence to generate a polynomial representation of the knowledge worker's mental model, explicitly relating how the knowledge worker implicitly selects and weighs key factors in making decisions within a specific problem domain. After reviewing current externalization techniques, we describe the characteristics, and evaluate the advantages, of the ICM process. An exploratory test of the process suggests that inductive learning algorithms, such as the group method of data handling, can be used to discover a reasonable polynomial estimate of a knowledge worker's tacit mental model. This estimate can then be compared with other explicit models and standards, updated with new information and knowledge, and internalized by all interested knowledge workers. 相似文献
7.
Enterprises in both the public and private sector undertake knowledge management (KM) initiatives through which they hope to engender a new, more adaptive and flexible culture of learning and innovation in their organisations. Creative activities involving social learning and innovation are, however, more common in less formal entities such as communities of practice at work and community service organisations in civil society. This paper presents the results and implications of collaborative research into the understanding, development and evaluation of socio-technical systems (STS) designed to mobilise collective knowledge in diverse community settings. The research concerns information and communication technologies (ICT)-mediated activities of communities in the broader civil society and also those in formal organisations. The paper describes and critically evaluates a set of three STS that have the potential to support the collective knowledge of innovative groups, teams and networks, which can all be considered forms of community. The findings could be of strategic value to business, government and community service organisations initiating KM programmes aimed at using collective learning to support innovation. 相似文献
8.
The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organization's problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives. 相似文献
9.
Continuous reinvention of the organization through learning is a key feature of knowledge management (KM). Responsive change requires the development of organizational structures, processes and cultures that foster the capability to create and learn new knowledge, while abandoning dated knowledge and business processes no longer appropriate to the business environment. The business drivers of past success risk promoting complacency and failure to adapt responsively to environmental change, making the strategic quality of continuous responsive adaptive change a critical and elusive business success factor. On-going adaptability requires the learning and synthesis of a set of capabilities, or metacapabilities that contribute the kinds of skills and knowledge that underlie the process of change and core competency building. Merging metacapabilities with a value chain-specific core competency will allow all three strategic qualities – value creation, difficult to imitate and responsive adaptive change – to be satisfied. In very complex and dynamic environments management should pay consideration to the structures that facilitate the development of a learning culture capable of redefining functions and organizational purpose in response to the environmental changes. What is required is a learning structure that allows for the questioning of the organizational paradigm relative to the business environment, stimulates and supports the development of metacapabilities while providing the larger aligning supportive context that is process focused at a system level. Community of practice, a key KM application, may be one potentially useful metaphor for describing such a structure. 相似文献
10.
This paper reports the findings from a survey conducted in Australia to explore current practices relating to knowledge management (KM) and intellectual capital (IC). A systematic approach in the form of the intellectual capital web guided the research. Findings revealed that KM was perceived to be more about developing knowledge culture than about managing organisational processes and structure. IC was perceived to be more about human capital than about customer capital and organisational capital. It can therefore be concluded that human capital holds the greatest importance for KM and IC. However, when facilitators for knowledge creation and knowledge sharing were rated, organisation structure was perceived to be more important than organisational culture and information technology. For KM practices, participants indicated that more attention was paid to training and developing employees and less to measurement and reward and incentive issues. The importance of aligning the management of IC and KM was perceived to be more important than the difficulty of doing so. 相似文献
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Knowledge is distributed unevenly through most enterprises. Hence, flows of knowledge (e.g., across time, people, locations, organizations) are critical to organizational efficacy and performance under a knowledge-based view of the firm. However, supported principally by narrative textual theory in the emerging knowledge management (KM) field, the researcher has difficulty describing how different kinds of knowledge will flow through various parts of an organization. This causes difficulty also for predicting the effects of alternate approaches to dispersing knowledge that ‘clumps’ in various areas. This problem is also manifest for the KM professional, who lacks clear theory or tools to anticipate how any particular information technology or other managerial intervention may enhance or impede specific knowledge flows in the enterprise. In this expository article, we build upon a steady stream of research in computational organization theory to develop agent-based models of knowledge dynamics. This work draws from emerging theory for multidimensional representation of the knowledge-flow phenomenon, which enables the dynamics of enterprise knowledge flows to be formalized and emulated through computational models. This approach provides the means for knowledge-flow processes to be visualized and analyzed in new ways. Computational experimentation enables the performance of many alternate process designs and technological interventions to be compared through examination of dynamic models, before committing to a specific approach in practice. We illustrate this research method and modeling environment through semi-formal representation and agent-based emulation of several knowledge-flow processes from the domain of software development. We also outline key directions for the new kinds of KM research and practice elucidated by this work. 相似文献
13.
This paper provides a systematic review of the literature on knowledge management (KM) in small and medium enterprises (SMEs) and SME networks. The main objective is to highlight the state-of-the-art of KM from the management point of view in order to identify relevant research gaps. The review highlights that in recent years the trend of papers on the topic is growing and involves a variety of approaches, methodologies and models from different research areas. The vast majority of papers analysed focus on the topic of KM in the SME while there are only few papers analysing KM in networks populated by SMEs. The content analysis of the papers highlights six areas of investigation from which were derived ten research questions concerning three perspectives: the factors affecting KM; the impact of KM on firm’s performance; the knowledge management systems. 相似文献
14.
The objective of this paper is to investigate the role of knowledge management (KM) in networks participated by small firms. To achieve this objective, the literature on KM in small firms has been reviewed. A research question has been defined and addressed through a questionnaire survey conducted in a small firms network. The findings indicate that the surveyed companies perceive the strategic value of KM and adopt several systems even if its adoption is constrained by a number of barriers. The results suggest that firms investigated need to adopt advanced KM systems to manage knowledge more effectively at network level. The evidences also indicate that the surveyed firms are willing to adopt a platform supporting the sharing and exchange of knowledge in the network with a positive impact on innovation processes and the exploitation of market opportunities. The paper outlines some managerial implications as well as avenues for further research. 相似文献
15.
There is too little agreement on the nature of knowledge management (KM) among researchers and practitioners. This paper addresses the significance of this problem for evaluating KM as a discipline and discusses what to do to facilitate evaluation and to create conditions that will encourage self-organization around the most successful concepts of KM. The paper also presents a conceptual definition and specification of KM, and then uses aspects of it to analyze two primary approaches to KM: the DEC Interruption Approach, and the Background Conditions, or Ecological Approach. It analyzes the DEC Interruption Approach by sketching out an ideal pattern called the Open Enterprise Pattern, and presents an example of it in the Partners Healthcare Case. It then analyzes two contrasting significant examples of the Ecological Approach: the World Bank case, and the Halliburton case. 相似文献
16.
《普罗米修斯》2012,30(1):23-40
Much of the Knowledge Management (KM) literature assumes that all relevant knowledge can be represented as information and 'managed'. But the meaning of information is always context-specific and open to subsequent reinterpretation. Moving over time or between contexts affords scope for new meanings to emerge. Making sense of information signals (speech, body language, tone-of-voice or whatever)--Aand the absence of such signals--Ainvolves dimensions of individual and collective tacit knowledge that are frequently misrepresented or ignored in mainstream KM. By relating power and knowledge to 'rules of the game', it is possible to consider how the contexts in which information is rendered meaningful are bounded, as well as crucially related in the stretch between macro-level processes and micro-level practices. In the knowledge debate, Japan stands as a counterfactual to Anglo-Saxon expectations about formal rules, liberal individualism and market-rational entrepreneurship. While seminal accounts of knowledge creation in Japanese companies impelled the West towards KM, there has been no corresponding KM-boom in Japan. Our interpretation of the processes by which Japanese and Anglo-Saxon practices are situated suggests that KM is limited by the separation of knowledge from power and information from meaning. 相似文献
17.
Knowledge management (KM) impacts have typically been examined on the value of knowledge to organizations but not individuals. This paper uses survey data (186 employees) and qualitative data (300 + employees) at the National Aeronautics and Space Administration to examine the effects of four KM mechanisms (social learning, learning from others through IT, learning from IT, and IT-based knowledge substitution) and common knowledge on the individual and organizational value of knowledge. The results indicate that common knowledge and the two interpersonal mechanisms (social learning, learning from others through IT) enhance the perceived value of knowledge at both levels, but both mechanisms that rely on IT for the knowledge (learning from IT, IT-based knowledge substitution) reduce the perceived knowledge value at one level and have no significant effect at the other level. Further, common knowledge strengthens the positive effects of both interpersonal mechanisms, and weakens the negative effects of IT-based knowledge substitution, on perceived value of knowledge at both levels. 相似文献
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It is often argued that small–medium enterprises (SMEs) do not manage knowledge the same way as large firms, but may need appropriate approaches to capture and exploit external knowledge effectively. This paper compares two opposite approaches to knowledge management (KM): one is called ‘deliberate’ or ‘planned’, and the other ‘emergent’. These approaches are analysed with reference to the management of knowledge pertaining to client–supplier relationships, which are particularly important in the case of small companies providing knowledge-intensive business services (KIBS). A case study of a small KIBS company is illustrated, which has developed two different projects, based on different approaches to KM, for managing knowledge referring to clients. The case shows that, for a small company, an emergent approach to KM can be more suitable than a deliberate one for managing such knowledge. The implications of this result for KM research and practice are then examined. 相似文献
20.
利用Cite SpaceⅡ对从Web of Science数据库检索到的1 156条数据为基础,通过关键词共现网络分析发现,团队知识共享的前沿是:"团队领导"问题、"软件实现"问题、"专家系统"问题、"网络"问题、"健康医学"领域的应用问题"、开发成熟度"问题。通过引文作者网络图谱分析发现:Polanyi M在《隐性维度》、CohenWM《吸收能力:基于学习与创新的新视角》、Nonaka I的《组织知识创造的动态理论》、Grant RM《基于知识理论的企业》等对"知识特性""、知识创造与转化"、"组织学习"以及"组织绩效"等方面的研究等构成了团队知识共享的基础。 相似文献