			Home About us Contact

Knowledge Management Activities (knowledge + management_activity)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Elucidation and decisional risk in a multi-criteria decision based on a Choquet integral aggregation,a cybernetic framework

JOURNAL OF MULTI CRITERIA DECISION ANALYSIS, Issue 5-6 2005
J. Montmain
Abstract The authors are developing multi-criteria Decision-making support systems (DMSS) for project teams in charge of selecting a technical solution among alternatives. They propose a cybernetic framework to emphasize the link between decision-making (DM) and knowledge management processes in such projects. These DMSSs rely on the tracking of the accompanying knowledge production of long-term decisional processes by a collective with many actors. Based on knowledge-production management, this paper explains how to design decisional risk evaluation, monitoring and control aids and traceability functions for strategic choices and logical argumentation. The DMSS is seen as a recommender system for the project manager. Each possible solution involved in the decision-making process (DMP) is evaluated by means of a set of criteria. The evaluation results from an interpretation of the knowledge items in terms of satisfaction scores of the solutions according to the considered criteria. Aggregating these partial scores provides a ranking of all the possible solutions by order of preference. As criteria are sometimes interacting, the aggregation has to be based on adapted operators, i.e. Choquet integrals. Evaluating possible solutions by the knowledge contained in the knowledge base (KB) opens the way to automating the argumentation of the project team's decisions: the argumentation principle underlying this approach is based naturally on coupling a knowledge dynamical management system (KDMS) with the DMSS. The DMSS also evaluates the decisional risk that reflects the eventuality of a wrong selection due to the insufficiency of available knowledge at a given time in order to adopt a reliable solution. Decisional risk assessment corresponds to sensitivity analyses. These analyses are then exploited to control the decisional risk in time: they enable to identify the crucial information points for which additional and deeper investigations would be of great interest to improve the stability of the selection in the future. The knowledge management of a collective project is represented as a control loop: the KDMS is the actuator, the risk accompanying the decision is the controlled variable and is strongly linked to the entropy of the KB managed by the KDMS. Each of the three phases,intelligence, design, choice,of the DMP is identified to a function of the control loop: actuator, process and regulator. This cybernetic framework for decision has its origin in knowledge management activities for a great-scale project,the EtLD project of the French Atomic Commission (CEA) that concerns the management of high-level long-life radioactive waste in France. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Knowledge management in secondary care: a case study

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2010
Krystin Zigan
The purpose of this research is to analyse the knowledge management activities of a university hospital and to examine what impact contextual factors have on these activities. For this research, a case study approach was chosen, encompassing 22 semi-structured interviews with managers and front-line staff from different organisational levels. The findings describe how at the top management level, knowledge management activities were neglected while at departmental level, such activities were purposefully undertaken. This suggests that knowledge management activities can be effectively implemented at departmental level without having the support and strategic objective of the top management of the hospital. The findings further show that factors, such as the effective utilisation of other intangible resources, such as social capital, highly contribute to the effectiveness of knowledge management activities. The paper shows some limitations due to the qualitative nature of the research with regard to sample size and the subjectivity of the interpretations. The paper proposes that knowledge management activities can be implemented in organisations, when having the right attitude of staff who support its implementation. The paper enhances the understanding of the meaning of knowledge management in the context of healthcare organisations. The paper further provides insights into contextual factors that influence the success of knowledge management initiatives. Copyright © 2010 John Wiley & Sons, Ltd. [source]

Knowledge management in the US army

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2003
Anthony Lausin
Knowledge management has long been a staple activity of the United States Army. While there is a tendency to describe the US Army's knowledge management activities as a phenomenon made possible by technology, in fact knowledge management in the US Army is as old as the US Army itself. Drawing on secondary sources and personal experiences, the goal of this paper is to discuss the US Army knowledge management from the perspective of the US Army's organizational structure. We postulate that much can be learnt from how the US Army organizes for effective and efficient knowledge management. Copyright © 2003 John Wiley & Sons, Ltd. [source]

A knowledge management perspective to evaluation of enterprise information portals

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2002
Yong Jin Kim
The paper develops conceptual criteria for evaluating Enterprise Information Portal (EIP) systems in the context of knowledge management activities such as knowledge integration and application. The criteria have been drawn from an Activity theory perspective consisting of actors, community, object, tools, rules, and division of labor. It then discusses the characteristics of several commercial EIPs and evaluates one major commercial EIP in the context of the framework. Copyright © 2002 John Wiley & Sons, Ltd. [source]