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Knowledge Management Processes (knowledge + management_process)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	80%

Selected Abstracts

An Empirical Study of the Effect of Knowledge Management Processes at Individual, Group, and Organizational Levels,

DECISION SCIENCES, Issue 2 2003
Rajiv Sabherwal
ABSTRACT To enhance our understanding of knowledge management, this paper focuses on a specific question: How do knowledge management processes influence perceived knowledge management effectiveness? Prior literature is used to develop the research model, including hypotheses about the effects of four knowledge management processes (internalization, externalization, socialization, and combination) on perceived individual-level, group-level, and organizational-level knowledge management effectiveness. The study was conducted at the John F. Kennedy Space Center of the National Aeronautics and Space Administration using a survey of 159 individuals and two rounds of personal interviews. Structural equation modeling was performed to test measurement and structural models using the survey data. The emergent model suggests that internalization and externalization impact perceived effectiveness of individual-level knowledge management. Socialization and combination influence perceived effectiveness of knowledge management at group and organizational levels, respectively. The results also support the expected upward impact in perceived effectiveness of knowledge management, from individual to group level, as well as from group level to organizational level. The study's limitations and implications for practice and future research are described. [source]

On the way to the future: The knowledge-based enterprise

HUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 1 2005
Irena K. Hejduk
The knowledge employees, who constitute intellectual capital of contemporary organizations, are the essence of 21st century enterprises. Utilization of such intellectual capital requires making changes in the enterprise's organizational culture to implement efficient and effective knowledge management processes. The concept of knowledge management as a business tool is discussed, and definitions and classification of contemporary knowledge management strategies and techniques are provided herein. © 2005 Wiley Periodicals, Inc. Hum Factors Man 15: 5,14, 2005. [source]

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]

A new dominant logic and its implications for knowledge management: a study of the Finnish food industry

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2001
Malin Brännback
In this paper changes that have occurred in the Finnish food industry are studied in terms of changes in the dominant logic of the industry. These changes in the dominant logic impact knowledge management processes. The drivers of the changes in the food industry are both technological and market-based. Biotechnology is turning a traditionally low-technology industry into a high-technology industry through the introduction of ,functional foods'. Knowledge relevant in the traditional food industry is becoming dated and future business success will be dependent on a firm's ability to create and capitalize on new knowledge. Copyright © 2001 John Wiley & Sons, Ltd. [source]