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1.
This article examines the knowledge component in cluster literature from its origins to the present. A chronological perspective is deployed in order to shed light on how the concept of clusters has evolved. Given the increasing interest in clusters as knowledge repositories, and the apparent conviction among policymakers of the manageability of clusters, lessons learned from knowledge management (KM) practices in organizations might well be applied to the many policy efforts aimed at governing clusters. We argue that introducing KM initiatives on a regional level should be accompanied by an understanding of the possible downfalls that are associated with KM failures. 相似文献
2.
There is established evidence to suggest that small- and medium-sized enterprises (SMEs) face different knowledge management (KM) challenges to larger firms. There is emerging theory and practice concerning KM in SMEs as a whole. SMEs may not, however, be an homogeneous group when addressing KM. The study's objective was to investigate whether there are different approaches towards KM development within SMEs. The responses of 33 SMEs to a 60-item structured analysis of KM practices were analysed using hierarchical cluster analysis, ANOVA and post hoc multiple comparisons of means. Four distinct configurations of practices were identified. These were the KM practices of ‘unengaged’ businesses, ‘comprehensive KM practice’ businesses, ‘knowledge-ownership oriented’ businesses and ‘learning and co-production oriented’ businesses. These different groups of SMEs appear to approach KM in fundamentally different ways. The categorisation provides a useful framework for addressing the take-up of KM initiatives in SMEs. 相似文献
3.
The paper focuses on cluster policies with particular attention to the role of R&D collaborative incentives in the structuring of knowledge networks in clusters. We disentangle the main network failures in regional innovation systems, and discuss the selection procedures designed by policy makers to foster knowledge collaborations. We draw evidence from the French Aerospace Valley cluster from 2006 to 2015. The case study is based on a dataset of 248 granted research consortia, from which we build 4-cohort knowledge networks that enable us evidencing the evolving structural properties of the cluster over time. We suggest avoiding the bias and limitations of 1 and 2-mode network analysis by developing an original place-based network methodology that emphasizes on structural equivalence and groups’ behaviors. We discuss the results focusing on the convergence degree between the structural properties of the cluster selected by the Program and the policy makers’ objectives. Finally, the methodology allows us to identify the agents of the structural and technological changes observed throughout the period. 相似文献
4.
Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM. 相似文献
5.
As demonstrated in the literature, knowledge management (KM) is a multidisciplinary field of study which encompasses topics from several disciplines. As a consequence, a range of different educational programs has appeared among different stakeholder groups, resulting in competition for ownership of the field on occasion. Although understandable, this competition might more usefully be replaced by collaborative relationships that take a holistic view of the topic. Based on the findings of current research into the implications of KM for Library and Information Science (LIS) education, this paper investigates the issue of collaboration in KM education from the viewpoint of the LIS community. The research findings reveal an appreciation within the LIS community of the importance of collaborative approaches for KM education, and the need for LIS schools to enter liaisons with other interested parties, particularly with business schools and with industry. The findings also suggest that there are few serious impediments to the making of such collaborations, once schools recognise the need for such arrangements. 相似文献
6.
《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
7.
New Product Development (NPD) is one of the most important activities for companies. The NPD activities get to depend on knowledge more and more. Therefore, Knowledge Management (KM) has become a key issue and a hot topic in the fields of NPD researches. This paper proposes a new design of an effective NPD-support KM tool for facilitating the knowledge sharing and acquisition among collaborative NPD team members. The KM tool mainly contains two channels for knowledge acquisition: knowledge query and knowledge recommendation. The former one is the basic function for all types of KM tools, and also acts as the basis for the latter one. This paper proposes two types of knowledge recommendation ways: one is a vector-based way; the other is a phrase-based way. Key techniques for implementing the KM tool are elaborated. A demo example is also illustrated to show the functions of the proposed KM tool. 相似文献
8.
A well-developed and aligned knowledge management (KM) strategy and active top management participation are two of the key strategic issues in KM. The studies on KM strategy and the role of top management have mainly focused on big firms. The basic requirements and resources of small and medium enterprises (SMEs) are different from big firms. Consequently, KM practices are different in SMEs as compared to big firms, and a thorough study of various aspects of KM for SMEs is needed. This research work is an attempt to study strategic issues in KM in SMEs in India, with particular reference to the automotive component sector. Customer-focused knowledge is the most common KM strategy among Indian automotive component manufacturers. Top management is more active and supportive in KM initiatives in international auto component manufacturers. Indian SMEs need to focus more on the strategic issues in KM for reaping the benefits of KM for sustainable competitiveness. 相似文献
9.
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
10.
Samer Alhawari Louay Karadsheh Amine Nehari Talet Ebrahim Mansour 《International Journal of Information Management》2012
The purpose of this paper is to explore the field of Risk Management (RM) in relation with Knowledge Management (KM). It attempts to present a conceptual framework, called Knowledge-Based Risk Management (KBRM) that employs KM processes to improve its effectiveness and increase the probability of success in innovative Information Technology (IT) projects. It addresses initiatives towards employing KM processes in RM processes by reviewing, interpreting the related and relevant literature and sheds light on integration with RM in the IT project. 相似文献
11.
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
12.
Implementing knowledge management (KM) projects or knowledge-sharing philosophies in organizations require significant organization change. Because the introduction of change is difficult, leaders have been encouraged to proactively prepare their organizations and its members as they begin one of these initiatives. As the first step in this process, managers should comprehensively examine their organization's underlying readiness to embrace these initiatives. Unfortunately, the measurement of an organization's readiness for KM initiatives poses significant challenges because no known instrument is available to do so. Accordingly, this study drew on the KM and organizational change literature to take a first step in the development of a synergistic instrument that measures readiness for KM and applied it in an organizational setting. 相似文献
13.
This paper provides an overview of the knowledge management systems (KMSs) adopted by small and medium enterprises (SMEs). KMSs are divided into two categories: knowledge management tools (KM-Tools) and knowledge management practices (KM-Practices). On the basis of the analysis of the literature, two research questions (RQs) were identified and addressed through semi-structured interviews carried out in a sample of 35 SMEs operating in high-tech industries. The first RQ concerns the degree of adoption of KMSs by SMEs. The second RQ regards the relationship between KM-Tools and KM-Practices. As far as the degree of adoption of KMSs, the paper highlights that SMEs are not a homogeneous world but there are a variety of approaches and behaviours. As far as the relationship between the degree of adoption of KM-Tools and KM-Practices, the paper identifies three groups of SMEs that seem to point out the stages of the process of adoption of KMSs: Introduction, SMEs that deal with the process of knowledge management exploiting practices and tools that are already known; Growth, SMEs that adopt specialist practices of knowledge management acquiring new organisational and managerial competence in the field of knowledge management; Maturity, SMEs that invest in new technology and that acquire new technological competence in the field of knowledge management. This categorisation paves the way for further theoretical and practical implications for both managers and policy makers. 相似文献
14.
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
15.
知识管理和商务智能关系研究 总被引：1，自引：0，他引：1
知识管理和商务智能是改善决策者所获得信息和知识质量的两项核心技术.在概述知识管理和商务智能的基础上,从技术、处理过程、企业文化、加工深度、处理结果等角度对二者的共同点和不同点做了对比分析.对于知识管理(KM)和商务智能(BI)的关系,学术界有三种观点:(1)KM是BI的子系统;(2)BI是KM的帮手;(3)KM和BI是功能互补的系统.为了充分发挥两个系统的优势,弥补各自功能的不足,应该集成知识管理和商务智能.对知识管理和商务智能的三种集成方式做了分析,最后构建了KM和BI并重的集成模型. 相似文献
16.
The main purpose of this paper is to empirically analyse relationships between human resource (HR) and knowledge management (KM) practices and their effect on the firm’s innovation performance. From the knowledge-based view of the firm, hypotheses based on the specific interactions between an integrated set of KM and knowledge-oriented HR practices were established and statistically tested in a sample of 111 Spanish companies from technological industries. Survey methodology was used with the aim to gather data about KM practices and other related organizational aspects. Overall, this paper provides empirical evidence of a moderating effect of a set of knowledge-oriented HR practices in the relationship between KM exploitation practices and innovation performance. In line with previous research, we suggest that although KM practices are important in themselves for innovation purposes, when specific organizational conditions are properly established by managers the innovation capacity of the firm will significantly be improved and more successfully utilized. 相似文献
17.
《Research Policy》2022,51(8):104170
Knowledge creation is widely considered as the central driver for innovation, and accordingly, for creating competitive advantage. However, most measurement approaches have so far mainly focused on the quantitative dimension of knowledge creation, neglecting that not all knowledge has the same value (Balland and Rigby, 2017). The notion of knowledge complexity has come into use in this context just recently as an attempt to measure the quality of knowledge in terms of its uniqueness and its replicability. The central underlying assumption is that more complex knowledge is more difficult to be replicated, and therefore provides a higher competitive advantage for firms, or at an aggregated level, regions and countries. The objective of this study is to advance and apply measures for regional knowledge complexity to a set of European regions, and to highlight its potential in a regional policy context. This is done by, first, characterising the spatial distribution of complex knowledge in Europe and its dynamics in recent years, second, establishing that knowledge complexity is associated with future regional economic growth, and third, illustrating the usefulness of the measures by means of some policy relevant example applications. We proxy the production of complex knowledge with a regional knowledge complexity index (KCI) that is based on regional patent data of European metropolitan regions from current EU and EFTA member countries. The results are promising as the regional KCI unveils knowledge creation patterns not observed by conventional measures. Moreover, regional complexity measures can be easily combined with relatedness metrics to support policy makers in a smart specialisation context. 相似文献
18.
《普罗米修斯》2012,30(1):85-100
Knowledge management (KM) approaches have developed traditionally from the knowledge-based view (KBV), a derivative of the resource-based view (RBV). Drawing on the relational and industry structure views, this paper presents a framework for analysing knowledge management practices in the biotechnology industry. These firms exhibit sophisticated and strategic KM practices and deploy a range of strategies in leveraging competitive advantage through their intellectual property practices. The paper demonstrates that the current KBV needs to be modified and extended to reflect current KM practice within Australian biotechnology firms through examining their use and management of intellectual property. 相似文献
19.
Knowledge management (KM) has matured to the point that many organisations either believe they have such practices in place or at least understand they are relevant to the knowledge work commonly undertaken in many industries. What is lacking from the literature, however, is a solid foundation for the philosophies underpinning KM and particularly for how tacit knowledge informs the KM space. Research over decades shows tacit knowledge underpins all other forms of knowledge, enabling the interpretation and judicious application of knowledge, leading (at its highest levels) to the concept of wisdom. As an academic discipline, artificial intelligence (AI) was established before KM, has been grounded in the computing discipline for many decades, and is applied broadly in many domains. This paper explores how AI can inform the KM debate. Rather than simply provide examples of AI success stories as applied to KM in practice, it explores the theoretical and practical limitations of AI and KM in unison, providing at the same time a strong epistemological understanding of both disciplines as a means of furthering the knowledge debate, with particular emphasis on the role of tacit knowledge within this jurisdiction. 相似文献
20.
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