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Knowledge Life Cycle (knowledge + life_cycle)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Knowledge Life Cycle, Knowledge Inventory, and Knowledge Acquisition Strategies,

DECISION SCIENCES, Issue 1 2010
Andrew N. K. Chen
ABSTRACT For a knowledge- and skill-centric organization, the process of knowledge management encompasses three important and closely related elements: (i) task assignments, (ii) knowledge acquisition through training, and (iii) maintaining a proper level of knowledge inventory among the existing workforce. Trade-off on choices between profit maximization in the short run and agility and flexibility in the long term is a vexing problem in knowledge management. In this study, we examine the effects of different training strategies on short-term operational efficiency and long-term workforce flexibility. We address our research objective by developing a computational model for task and training assignment in a dynamic knowledge environment consisting of multiple distinct knowledge dimensions. Overall, we find that organizational slack is an important variable in determining the effectiveness of training strategies. Training strategies focused on the most recent skills are found to be the preferred option in most of the considered scenarios. Interestingly, increased efficiencies in training can actually create preference conflict between employees and the firm. Our findings indicate that firms facing longer knowledge life cycles, higher slack in workforce capacity, and better training efficiencies actually face more difficult challenges in knowledge management. [source]

A blueprint for the implementation of process-oriented knowledge management

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2003
Ulrich Remus
Process-oriented Knowledge Management aims at the integration of business processes and knowledge management. In order to provide knowledge for value adding activities within the business processes KM instruments and KM systems have to be adapted to business and knowledge processes. In detail, KM instruments such as content management, skill management, lessons learned, and communities have to be assigned to KM activities and processes. Models and patterns that describe generic pKM processes can build a blueprint for the implementation and support the stepwise integration of business processes into the knowledge life cycle. The introduction of a pKM becomes more efficient, as the flexibility is increased and the complexity is reduced. In this paper the authors show the essential elements of a blueprint developed during the implementation of a pKM in a large transaction bank. The blueprint describes the essential knowledge structures, activities, processes and instruments on different layers of abstraction in the context of a continuous knowledge life cycle. Copyright © 2003 John Wiley & Sons, Ltd. [source]

Knowledge Life Cycle, Knowledge Inventory, and Knowledge Acquisition Strategies,

DECISION SCIENCES, Issue 1 2010
Andrew N. K. Chen
ABSTRACT For a knowledge- and skill-centric organization, the process of knowledge management encompasses three important and closely related elements: (i) task assignments, (ii) knowledge acquisition through training, and (iii) maintaining a proper level of knowledge inventory among the existing workforce. Trade-off on choices between profit maximization in the short run and agility and flexibility in the long term is a vexing problem in knowledge management. In this study, we examine the effects of different training strategies on short-term operational efficiency and long-term workforce flexibility. We address our research objective by developing a computational model for task and training assignment in a dynamic knowledge environment consisting of multiple distinct knowledge dimensions. Overall, we find that organizational slack is an important variable in determining the effectiveness of training strategies. Training strategies focused on the most recent skills are found to be the preferred option in most of the considered scenarios. Interestingly, increased efficiencies in training can actually create preference conflict between employees and the firm. Our findings indicate that firms facing longer knowledge life cycles, higher slack in workforce capacity, and better training efficiencies actually face more difficult challenges in knowledge management. [source]