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Knowledge Management Systems (knowledge + management_system)
Selected AbstractsDIPKIP: A CONNECTIONIST KNOWLEDGE MANAGEMENT SYSTEM TO IDENTIFY KNOWLEDGE DEFICITS IN PRACTICAL CASESCOMPUTATIONAL INTELLIGENCE, Issue 1 2010Álvaro Herrero This study presents a novel, multidisciplinary research project entitled DIPKIP (data acquisition, intelligent processing, knowledge identification and proposal), which is a Knowledge Management (KM) system that profiles the KM status of a company. Qualitative data is fed into the system that allows it not only to assess the KM situation in the company in a straightforward and intuitive manner, but also to propose corrective actions to improve that situation. DIPKIP is based on four separate steps. An initial "Data Acquisition" step, in which key data is captured, is followed by an "Intelligent Processing" step, using neural projection architectures. Subsequently, the "Knowledge Identification" step catalogues the company into three categories, which define a set of possible theoretical strategic knowledge situations: knowledge deficit, partial knowledge deficit, and no knowledge deficit. Finally, a "Proposal" step is performed, in which the "knowledge processes",creation/acquisition, transference/distribution, and putting into practice/updating,are appraised to arrive at a coherent recommendation. The knowledge updating process (increasing the knowledge held and removing obsolete knowledge) is in itself a novel contribution. DIPKIP may be applied as a decision support system, which, under the supervision of a KM expert, can provide useful and practical proposals to senior management for the improvement of KM, leading to flexibility, cost savings, and greater competitiveness. The research also analyses the future for powerful neural projection models in the emerging field of KM by reviewing a variety of robust unsupervised projection architectures, all of which are used to visualize the intrinsic structure of high-dimensional data sets. The main projection architecture in this research, known as Cooperative Maximum-Likelihood Hebbian Learning (CMLHL), manages to capture a degree of KM topological ordering based on the application of cooperative lateral connections. The results of two real-life case studies in very different industrial sectors corroborated the relevance and viability of the DIPKIP system and the concepts upon which it is founded. [source] Mechanisms for knowledge management systems effectiveness: an exploratory analysisKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2005Hind Benbya Knowledge management systems (KMS) have been implemented in many organizations, yet little research exists to guide their successful development and implementation in practice. In fact, while some firms achieve successful outcomes with regard to their IT endeavours, others continue to fall victim to the technology productivity paradox. Further, little is known about the diversity of both systems and organizations that have successfully implemented them. This article, through an analysis of successful case studies of knowledge management systems, explores the underlying mechanisms under which knowledge management systems effectiveness is most likely to occur. The findings imply that three categories of mechanisms constitute important preconditions for knowledge management systems effectiveness; they range from cultural to structural and managerial mechanisms. Copyright © 2005 John Wiley & Sons, Ltd. [source] Organizational learning as an organization development intervention in six high-technology firms in Taiwan: An exploratory case studyHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2007Bella Ya-Hui Lien Organizational learning (OL) is about how individuals collect, absorb, and transform information into organizational memory and knowledge. This case study explored how six high-technology firms in Taiwan chose OL as an organization development intervention strategy. Issues included how best to implement OL; how individuals, teams, and organizations learn; and the extent to which OL activities contributed to organizational performance. Five themes emerged as findings: (1) using language with which employees are familiar, (2) implementing OL concepts that are congruent with employees' work or personal life, (3) putting individual learning first and diffusing it to team learning and organizational learning, (4) using the knowledge management system to create an opportunity for individuals, teams, and the organization to learn, and (5) linking OL to organizational strategy to improve organizational performance. [source] End-user access to multiple sources: incorporating knowledge discovery into knowledge managementINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 4 2002Katharina Morik The End-User Access to Multiple Sources,Eams system,integrates given information sources into a knowledge management system. It relates the world of documents with the database world using an ontology. The focus of developing the Eams system is on the acquisition and maintenance of knowledge. Hence, in both worlds, machine learning is applied. In the document world, a learning search engine adapts to user behaviour by analysing the click-through-data. This eases the personalization of selecting appropriate documents for users and does not require further maintenance. In the database world, knowledge discovery in databases (KDD) bridges the gap between the ,ne granularity of relational databases and the actual information needs of users. KDD extracts knowledge from data and, therefore, allows the knowledge management system to make good use of already existing company data,without further acquisition or maintenance. A graphical user interface provides users with a uniform access to document collections on the Internet (Intranet) as well as to relational databases. Since the ontology generates the items in the user interface, a change in the ontology automatically changes the user interface without further efforts. The Eams system has been applied to customer relationship management in the insurance domain. Questions to be answered by the system concern customer acquisition (e.g. direct marketing), customer up- and cross-selling (e.g. which products sell well together), and customer retention (here, which customers are likely to leave the insurance company or ask for a return of a capital life insurance). Documents about other insurance companies and demographic data published on the Internet contribute to the answers, as do the results of data analysis of the company's contracts. Copyright © 2003 John Wiley & Sons, Ltd. [source] Personalized recommendation with adaptive mixture of markov modelsJOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 12 2007Yang Liu With more and more information available on the Internet, the task of making personalized recommendations to assist the user's navigation has become increasingly important. Considering there might be millions of users with different backgrounds accessing a Web site everyday, it is infeasible to build a separate recommendation system for each user. To address this problem, clustering techniques can first be employed to discover user groups. Then, user navigation patterns for each group can be discovered, to allow the adaptation of a Web site to the interest of each individual group. In this paper, we propose to model user access sequences as stochastic processes, and a mixture of Markov models based approach is taken to cluster users and to capture the sequential relationships inherent in user access histories. Several important issues that arise in constructing the Markov models are also addressed. The first issue lies in the complexity of the mixture of Markov models. To improve the efficiency of building/maintaining the mixture of Markov models, we develop a lightweight adapt-ive algorithm to update the model parameters without recomputing model parameters from scratch. The second issue concerns the proper selection of training data for building the mixture of Markov models. We investigate two different training data selection strategies and perform extensive experiments to compare their effectiveness on a real dataset that is generated by a Web-based knowledge management system, Livelink. [source] Knowledge sharing and decision making in the peace corpsKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2010Engels Gilbert The Peace Corps has over 7,800 volunteers serving in 70 countries. These volunteers bring a broad array of skills and experiences to their posts and they acquire valuable additional knowledge on the job,knowledge that is often lost when a volunteer retires after the customary two years of service. While the Peace Corps is aware of the value of this knowledge and attempts to create conditions in which it can be shared, a case study conducted by one of the authors found that there currently is no formal strategy to manage the flow of information and knowledge between different members of the organization. This is unfortunate since the ability to effectively capture and share information and knowledge could significantly ease the jobs of volunteers, increase their productivity, and improve morale. We develop a framework for knowledge management in a volunteer organization such as the Peace Corps where quick personnel turnover hampers traditional approaches to knowledge management. We articulate a set of computer and non-computer-based mechanisms in terms of procedures, policies, and IT tools to capture, share and transform data and information into usable knowledge. We conclude by proposing a knowledge management system based on these prescriptions that could be used in the Peace Corps or other similar, largely volunteer, organizations with a rapid turnover of personnel. Disclaimer: The Peace Corps had no connection with this project. The views in this report reflect only the personal views of the authors, and do not in any way describe or reflect the official views or position of the Peace Corps. Copyright © 2010 John Wiley & Sons, Ltd. [source] Senior Management Support in the New Product Development ProcessCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2001Jorge Gomes This paper studies the relationship between senior management support to new product development activities by means of a quantitative and qualitative analysis of questionnaire and interview data collected in the United Kingdom and the Netherlands. The quantitative analysis showed that there is a small to medium association between senior management support to new product development and project performance in the dimensions of time, cost, and end product quality. The qualitative analysis suggests that these weak links could be explained by separating the influence of senior management support on new product development activities into direct and indirect effects. Direct effects include issues such as the use of multifunctional senior teams and process champions, whereas indirect effects include issues such as organization mission and goals, and learning and knowledge management systems. [source] Managing Knowledge and Storing Wisdom?DEVELOPMENT AND CHANGE, Issue 4 2001New Forms of Foreign Aid? Aid agencies claim that their development expertise and advisory services are more important than their funds. Development research databases highlight broader problems in the knowledge management systems that have been established to record and distribute that expertise. In practice, distilled digested mini-facts disseminated electronically risk perpetuating rather than reducing dependence. A banking model of knowledge and knowledge sharing stymies learning because it undermines and devalues learners' initiative and responsibility. More consequential than detached bits of information is learning, largely initiated, maintained, and managed by those seeking to change their situation. Problem-solvers must be directly involved in generating the knowledge they require. Achieving information affluence in poor countries cannot rest on transfer and absorption but rather requires a generative process with strong local roots. [source] Knowledge-sharing reward dynamics in knowledge management systems: Game theory,based empirical validationHUMAN FACTORS AND ERGONOMICS IN MANUFACTURING & SERVICE INDUSTRIES, Issue 2 2010Xi Zhang Abstract There are several knowledge-sharing problems in knowledge-management system (KMS) contexts. Many organizations use rewards to motivate people to contribute knowledge, but there has been no conclusive evidence of the role of reward. We designed two game-theory models to explain why and how the different knowledge-sharing problems occur in a KMS and the effectiveness of rewards. We found that there are four types of Nash equilibriums in different knowledge-sharing situations (Perfect, Free-riding, Non-use, and Dormant). Complex situations also occur (e.g., the absence of consideration for knowledge quality leads to vicious cycles). People contribute low-quality knowledge that is not used, and thus the KMS spirals toward disuse. To provide proposition evidence, a case study in an enterprise resource planning vendor was conducted. Based on comparison with empirical evidence, proposition validity was ensured. To effectively facilitate knowledge sharing, our suggestion is that organizations not only add rewards but also apply some additional mechanisms, such as a quality-evaluating system, extended information technology support, and organizational policy. © 2010 Wiley Periodicals, Inc. [source] Understanding the design of information technologies for knowledge management in organizations: a pragmatic perspectiveINFORMATION SYSTEMS JOURNAL, Issue 2 2007Tom Butler Abstract., Researchers report mixed findings on the successful application of information technologies (IT) for knowledge management (KM). The primary difficulty is argued to be the use of information management techniques and concepts to design and develop KM Tools. Also problematic is the existence of a multiplicity of KM technologies, the application and use of which differs across organizations. This paper argues that these problems stem, in part, from the information system field's over-reliance on design concepts from the functionalist paradigm. Hence, our contention that alternative perspectives, which bring into focus issues of ontology and epistemology, need to be brought to bear in order to understand the challenges involved in the design and deployment of IT artefacts in knowledge management systems (KMS). The philosophy of technology, with its emphasis on the primacy of praxis, and which incorporates ontological and epistemological concepts from phenomenology and hermeneutics, is applied to the findings of a participative action research study to illustrate how social actors interpret and understand worldly phenomena and subsequently share their knowledge of the life-world using IT. The outcome of this marriage of situated practical theory and philosophy is a set of design principles to guide the development of a core KM Tool for KMS. [source] The impact of manager philosophy on knowledge management systemsINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 2 2010Daniel E. O'Leary Abstract This paper analyses how information about managers and technology can be used to provide those managers with a system that is congruent with their needs. In particular, using McGregor's Theories X and Y philosophies, managerial needs are elicited and then contemporary knowledge management technologies, including intelligent agents, and the way they are implemented, are analysed to determine how they meet those manager needs. Different knowledge management technologies are found to be important to manifesting the requirements of particular management philosophies. For example, ,Theory X' appears consistent with use of intelligent agents to ,monitor' behaviour. This leads to the concept of ,technology congruence', where the choice of the technology ultimately is tied to which view of the world the manager employs. Copyright © 2010 John Wiley & Sons, Ltd. [source] A comparative analysis of the evolution of a taxonomy for best practices: a case for ,knowledge efficiency'INTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 4 2009Daniel E. O'Leary Taxonomies play an increasingly important role in knowledge management of business best practices, providing a basis by which to index, find and communicate knowledge. However, knowledge continues to evolve over time. As a result, taxonomies must also continue to evolve as organizations innovate and change. Reportedly, firms customize best-practice taxonomies to meet their unique organization needs. Accordingly, we might expect organizations to generate dissimilar best-practice taxonomies. However, taxonomies must also reflect the state of knowledge in the area being categorized, and thus are likely to be similar in many ways in different organizations. The purpose of this paper is to study how taxonomies change in different organizations and how they stay the same. In order to explain the parallels in organizational taxonomies, the notion of ,knowledge artefact efficiency' (or knowledge efficiency) is suggested to capture the concept that new knowledge is rapidly adopted by many organizations in their knowledge management systems. Copyright © 2009 John Wiley & Sons, Ltd. [source] A Multi-Theoretical Model of Knowledge Transfer in Organizations: Determinants of Knowledge Contribution and Knowledge Reuse*JOURNAL OF MANAGEMENT STUDIES, Issue 2 2006Sharon Watson abstract Knowledge has become one of the most important sources of competitive advantage for firms in many industries, particularly those in which firms provide knowledge services to their clients. Many knowledge intensive firms have spent enormous amounts of time and money trying to find ways to better manage their knowledge resources. Effective leveraging of knowledge resources through the transfer and reuse of existing knowledge is an important aspect of most knowledge management systems. In this study we argue that the effectiveness of intrafirm knowledge transfer based on the reuse of existing knowledge depends on two key factors: (1) the willingness of individuals to contribute their knowledge to the system; and (2) the rate at which individuals access and reuse knowledge within the system. Here we use social exchange theory to develop a model of the factors that will impact the frequency with which individuals contribute their knowledge to the system. Additionally, we use expectancy theory to develop a model of the factors that lead to knowledge reuse. Results of hypothesis tests using data collected from a multinational services firm support our multi-theoretical model, and suggest ways in which the model might be refined. We discuss the implications of these findings for further theory building and for managers engaged in the development and improvement of knowledge management systems. [source] Maintaining knowledge management systems: A strategic imperativeJOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, Issue 7 2005Kevin C. Desouza Most organizations have reported dismal returns on their investments in knowledge portals,Intranet Web sites aimed at enabling the storage and exchange of explicit knowledge artifacts. In our research, we were surprised to find that knowledge workers have for the most part abandoned the use of knowledge portals. Moreover, in cases where they do turn to knowledge portals they use it as a last resort. In this brief communication, we call attention both to research and practice to help transform current knowledge portals to ones that are more sensitive to the issues faced by practitioners. To this end, we will elaborate on the need to pay attention to maintenance of knowledge management portals. [source] Defining a knowledge strategy framework for process aligned organizations: an IBM caseKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2008Stephen McLaughlin Many organizations struggling to capitalize on their knowledge assets tend to let their knowledge management systems emerge from existing IT systems and infrastructure. Within a complex business environment this can cause a mismatch between how knowledge assets are, and should be managed. In order to help organizations develop dynamic and effective KM systems, the authors' suggest that organizations need to re-think how knowledge is created and shared around their core business processes. To be more specific the author's contend that for organizations where inter/intra organizational collaboration is vital to overall end-to-end performance, such as in a supply chain, organizations need to consider first the relationship between what the authors see as four key components. These are knowledge strategy, core process optimization, core process performance and knowledge barriers. This paper will explain why these components are important, and the relationship between them. The findings put forward in this paper are based on research concerned with improving process performance through knowledge transfer. The research follows a critical theory approach to identify best knowledge transfer practice across complex organizations. The research is exploratory in nature and a case study methodology is used to support this line of inductive theory building. The findings presented are based on data collated within, and across IBM's integrated supply chain. Copyright © 2008 John Wiley & Sons, Ltd. [source] Mechanisms for knowledge management systems effectiveness: an exploratory analysisKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2005Hind Benbya Knowledge management systems (KMS) have been implemented in many organizations, yet little research exists to guide their successful development and implementation in practice. In fact, while some firms achieve successful outcomes with regard to their IT endeavours, others continue to fall victim to the technology productivity paradox. Further, little is known about the diversity of both systems and organizations that have successfully implemented them. This article, through an analysis of successful case studies of knowledge management systems, explores the underlying mechanisms under which knowledge management systems effectiveness is most likely to occur. The findings imply that three categories of mechanisms constitute important preconditions for knowledge management systems effectiveness; they range from cultural to structural and managerial mechanisms. Copyright © 2005 John Wiley & Sons, Ltd. [source] From data to knowledge and back again: understanding the limitations of KMSKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2003Tom ButlerArticle first published online: 21 JUL 200 Researchers in the field of information systems (IS) view IT-enabled knowledge management solutions as novel approaches to the stimulation of creativity and innovation in post-industrial organizations; hence, the focus by researchers on the role of information and communication technologies (ICT) in enabling and supporting knowledge work. However, despite some success stories, recent research indicates that the majority of knowledge management systems (KMS) have been unsuccessful. This situation has led some to voice deep-seated concerns about the knowledge management paradigm and its influence on the IS field,particularly the belief that IT can help capture, store and transfer knowledge. This paper's objective is to deepen the IS field's understanding of the limitations and capabilities of knowledge management systems. A case study of an Irish software vendor's experiences in developing KMS using case-based reasoning technologies is undertaken to help achieve this objective. The findings of this study illustrate that: (a) the KMS developed in the organization studied did not meet the claims of their creators, as the applications provided a poor approximation of the ,horizons of understanding' of domain experts whose knowledge these systems purported to capture, store and transfer; (b) the ontological and epistemological perspectives of developers were overtly functionalist in orientation and were insensitive to the socially constructed and institutional nature and context of knowledge. The findings lend weight to the claim that information technology deals with data only, and knowledge management requires social as opposed to technical support, in that appropriate institutional mechanisms, rather that technological solutions, constitute the corporate memory. Copyright © 2003 John Wiley & Sons, Ltd. [source] Managing electronic documents and work flows: Enterprise content management at work in nonprofit organizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2007Joel Iverson Web management and knowledge management systems have made significant technological advances, culminating in large information management systems such as enterprise content management (ECM). ECM is a Web-based publishing system that manages large numbers of electronic documents and other Web assets intended for publication to Web portals and other complex Web sites. Work in nonprofit organizations can benefit from adopting new communication technologies that promote collaboration and enterprisewide knowledge management. The unique characteristics of ECM are enumerated and analyzed from a knowledge management perspective. We identify three stages of document life cycles in ECM implementations,content, reification, and commodification/process,as the content management model. We present the model as a mechanism for decision makers and scholars to use in evaluating the organizational impacts of systems such as ECM. We also argue that decision makers in nonprofit organizations should take care to avoid overly commodifying business processes in the final stage, where participation may be more beneficial than efficiency. [source] Unravelling the process from Closed to Open Innovation: evidence from mature, asset-intensive industriesR & D MANAGEMENT, Issue 3 2010Davide Chiaroni Open Innovation has been one of the most-debated topics in management research in the last decade. Although our understanding of this management paradigm has significantly improved over the last few years, a number of important questions are still unanswered. In particular, an issue that deserves further attention is the anatomy of the organizational change process through which a firm evolves from being a Closed to an Open Innovator. The paper represents a first step in overcoming this limitation. In particular, adopting a longitudinal, firm-level perspective, it addresses the following question: which changes in a firm's organizational structures and management systems does the shift from Closed to Open Innovation entail? In answering this question, the paper uses established concepts in organizational change research to look into a rich empirical basis that documents the adoption of Open Innovation by four Italian firms operating in mature, asset-intensive industries. The results show that the journey from Closed to Open Innovation involves four main dimensions of the firm's organization, i.e. inter-organizational networks, organizational structures, evaluation processes and knowledge management systems, along which change could be managed and stimulated. [source] | ||||||||||||||||