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1.
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
2.
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
3.
This paper provides a systematic review of the literature on knowledge management (KM) in small and medium enterprises (SMEs) and SME networks. The main objective is to highlight the state-of-the-art of KM from the management point of view in order to identify relevant research gaps. The review highlights that in recent years the trend of papers on the topic is growing and involves a variety of approaches, methodologies and models from different research areas. The vast majority of papers analysed focus on the topic of KM in the SME while there are only few papers analysing KM in networks populated by SMEs. The content analysis of the papers highlights six areas of investigation from which were derived ten research questions concerning three perspectives: the factors affecting KM; the impact of KM on firm’s performance; the knowledge management systems. 相似文献
4.
《Information processing & management》2001,37(2):335-355
This paper critically contrasts the three main schools of thought on knowledge – namely, those that respectively conceptualize knowledge as situated in mind, process, and object – and assesses the resulting implications for knowledge management (KM). Against the background of the existing diversity of definitions of KM an integrated and holistic view of the KM value chain is put forward. Within this theoretical framework five main research streams (culture, knowledge location, awareness, evaluation, and absorption) are identified with a view to devising a practical concept of KM applicable in a business context. With a focus on knowledge flow and detailed approaches to potential solutions, conflicts and compatibilities between existing business strategies and KM are examined. A conceptual model is devised to offer a holistic integration of the theoretical and practical themes in order to serve as a framework for developing a future research agenda for the development of theoretically grounded, yet practical, KM business tools and applications. 相似文献
5.
Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations. 相似文献
6.
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
7.
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
8.
It is often argued that small–medium enterprises (SMEs) do not manage knowledge the same way as large firms, but may need appropriate approaches to capture and exploit external knowledge effectively. This paper compares two opposite approaches to knowledge management (KM): one is called ‘deliberate’ or ‘planned’, and the other ‘emergent’. These approaches are analysed with reference to the management of knowledge pertaining to client–supplier relationships, which are particularly important in the case of small companies providing knowledge-intensive business services (KIBS). A case study of a small KIBS company is illustrated, which has developed two different projects, based on different approaches to KM, for managing knowledge referring to clients. The case shows that, for a small company, an emergent approach to KM can be more suitable than a deliberate one for managing such knowledge. The implications of this result for KM research and practice are then examined. 相似文献
9.
10.
国外供应链知识管理研究综述 总被引：1，自引：0，他引：1
从供应链知识管理的内涵、供应链中知识管理的热点问题、供应链中知识管理的实现以及知识管理与供应链绩效的关系等几个方面对国外供应链知识管理的研究进行论述,以期拓展我国供应链知识管理的研究领域,为企业进行知识管理实践提供指导和帮助． 相似文献
11.
Whereas there is a growing literature that investigates knowledge management (KM) in service corporates, yet the overview and understanding of KM in large-sized service organisations is yet limited and sparse. Transitional economies, like of Saudi Arabia, are highly motivated to establish a knowledge based structure both economically and socially. There is an urgent need for exploring the current situation of KM tools usage and of perspectives on knowledge and knowledge management, as a start by large sized service organisations. Towards further understanding in this regard, this paper explores the status and potentials of KM implementation scoped to Saudi large-sized service organisations. The paper triangulated an interviewer-administrated questionnaire and focus groups to gather the data. The results indicate that although the weighted average of KM tools/methods deployment (being deployed or can possibly be deployed) reaches 79%; however, the written comments in front of each tool indicates that the participants’ understanding of what KM seems distorted, which is confirmed in the coding of their definitions of the term ‘Knowledge’. The participants identified leadership and strategy formulation as the top two critical success factors. A number of other results are presented and several issues were identified for future research. 相似文献
12.
This paper presents findings from a survey on knowledge management (KM) in small and medium-sized firms (SMEs) in Iceland conducted in 2007 and was a follow-up of a similar survey from 2004. The paper analyses whether the extent, strategy and effects of KM in SMEs in Iceland has changed in the period. The main conclusion is that KM is not losing ground among SMEs in Iceland. Identical numbers of firms used KM in 2004 and 2007, and slightly more firms were examining the need in 2007 than 3 years earlier. It is, however, of great concern that many more firms have no KM strategy in 2007 than 2004. More managers in SMEs need to consider the strengths and weakness of KM, and to implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The surveys indicate that benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
13.
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
14.
The objective of this paper is to investigate the role of knowledge management (KM) in networks participated by small firms. To achieve this objective, the literature on KM in small firms has been reviewed. A research question has been defined and addressed through a questionnaire survey conducted in a small firms network. The findings indicate that the surveyed companies perceive the strategic value of KM and adopt several systems even if its adoption is constrained by a number of barriers. The results suggest that firms investigated need to adopt advanced KM systems to manage knowledge more effectively at network level. The evidences also indicate that the surveyed firms are willing to adopt a platform supporting the sharing and exchange of knowledge in the network with a positive impact on innovation processes and the exploitation of market opportunities. The paper outlines some managerial implications as well as avenues for further research. 相似文献
15.
The last two decades have witnessed a significant increase in discussions about the different dimensions of knowledge and knowledge management (KM). This is especially true in the construction context. Many factors have contributed to this growing interest including globalisation, increased competition, diffusion of new ICTs (information and communication technologies) and new procurement routes, among others. There are a range of techniques and technologies that can be used for KM in construction organisations. The use of techniques for KM is not new, but many technologies for KM are fairly new and still evolving. This paper begins with a review of different KM techniques and technologies and then reports the findings of case studies of selected U.K. construction organisations, carried out with the aim of establishing what tools are currently being used in U.K. construction organisations to support knowledge processes. Case study findings indicate that most organisations do not adopt a structured approach for selecting KM technologies and techniques. The use of KM techniques is more evident compared to KM technologies. There is also reluctance among construction companies to invest in highly specialised KM technologies. The high costs of specialist KM technologies are viewed as the barrier to their adoption. In conclusion, the paper advocates integrated use of KM techniques and technologies in construction organisations. 相似文献
16.
Knowledge has become the main competitive tool for firms. Just as knowledge is considered as the most important strategic resource, knowledge management (KM) is considered to be critical to a firm’s success. Several attempts have been undertaken to identify and define the different KM processes. From the literature review, four key dimensions stand out as affecting KM processes: knowledge creation, knowledge transfer, knowledge storage/retrieval, and knowledge application. The aim of this paper is to contribute to the KM and value literature by determining the importance of the different processes of KM for increasing value creation and value capture in firms. The context for the research hypotheses is the Spanish banking industry in 2010. The results support a positive relationship between KM and value creation, and between value creation and value capture. 相似文献
17.
While knowledge management (KM) has been widely discussed by many academics and practitioners, measurement is undoubtedly the least developed aspect of KM due to the intangibility of knowledge assets. It is of paramount importance to establish performance measures at different stages of KM implementation even from the beginning so that its effectiveness can be identified. This paper thus serves to explore KM performance measurement from the angle of KM process effectiveness. Through the data collected from 289 managers in the Malaysian telecommunication industry, where KM implementation is just beginning to take place, significant interactions were found between four of the five proposed KM preliminary success factors (i.e. business strategy, K audit, K map, KM team) and all four KM elements of strategies (i.e. technology, culture, leadership, measurement) with KM process effectiveness. The findings of this study serve as a guide for organizations in driving their KM journey and reaching their destinations even at the beginning stage of their KM implementation. 相似文献
18.
This paper presents findings from a survey on knowledge management (KM) in small- and medium-sized firms (SMEs) in Iceland. It analyses the extent, strategy and effects of KM. The results indicate that more managers in SMEs need to consider the strengths and weaknesses of KM, and implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technology technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The survey indicates that the benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
19.
The Holy Grail in strategic management is the Dynamic Capability (DC) of organizations to realize sustainable competitive advantage. This requires organizations to continuously sense market changes and adapt their resources and routines accordingly, for which they are heavily dependent on knowledge. Knowledge as an antecedent for DC is, however, understudied. Inspired by the recognition of knowledge as an antecedent for DC, this paper sets out to uncover how organizations can foster DC from a knowledge management (KM) perspective. In an empirical survey on 55 knowledge-intensive organizations, we studied DC in organizations from two key perspectives on knowledge: formal, through the adoption of KM policies, and informal, through the availability of social capital. Our research results show that, although a formal KM approach strengthens DC, the availability of social capital appears unrelated to DC. The paper concludes with a practical outlook on advancing DC. 相似文献
20.
The current literature regarding virtual teams (VTs) lacks outcomes related to intellectual capital (IC) and knowledge management (KM). Moreover, e-collaboration and VTs need the necessary metrics to assess the real benefits that KM derives from the use of new e-collaboration technologies. There is also scarce evaluation of the cause–effect linkage between a VT structural configuration and its creative performance. Following this lead, we propose an evaluation method based on social network analysis (SNA) and indexes referring to knowledge creation. The paper concludes with an application on a real case study that shows how this methodology can be used as a KM tool to increase the creative output of VTs. 相似文献