Methodology for the Implementation of Knowledge Management Systems Ricardo Chalmeta and Reyes Grangel Grupo de Investigación en Integración y Re-Ingeniería de Sistemas (IRIS)‚ Universitat Jaume I. 12071 Castelló. Spain. E-mail: {rchalmet‚ grangel}@uji.es Managing knowledge means managing the processes of creation‚ development‚ distribution and utilisation of knowledge in order to improve organizational performance and increase competitive capacity. However‚ serious difficulties arise when attempts
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Running Head: ORGANIZATIONAL EPISTEMOLOGY 1 Organizational Epistemology St. Rachel E. Ustanny University of Phoenix ORGANIZATIONAL EPISTEMOLOGY 2 There are different perspectives about the origin of knowledge‚ which have influenced the development of concepts such as a priori and a posteriori truth‚ epistemic regress‚ and sensual perception—Descartes (as cited in Cooper‚ 1999) argued that there are certain undeniable truths‚ which are obtained from our senses; Feldman (2003)
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definition. Then it describes the SSM methodology with a practical case study from the real world. The author will look into the main features and benefits SSM. Afterwards the author will present the relationship between the soft systems thinking‚ knowledge management‚ intellectual capital and social capital. Soft Systems Methodology (SSM) is now taught and used around the world. "SSM as an approach to tackling the multi-faceted problems which managers face; in doing this‚ it also established the now well-recognized
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[pic] MANAGEMENT CENTRE INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA Research paper Westminster International College KNOWLEDGE MANAGEMENT 05 October 2009 Group Members: Muhamed Abdilahi Osman G0915067 Ernad Helic G0918235 Nurhida Septarina Harahap G0819260 Mohamed Ibrahim Hassan G0196859 Wesam Saeed
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Academy ot Management Executive‚ 20D0. Vol. 14‚ No. 4 Diagnosing cultural barriers to \ knowledge management David W. De Long and Liam Fahey Executive Overview Organizational culture is increasingly recognized as a major barrier to leveraging intellectual assets. This article identifies four ways in which culture influences the behaviors central to knowledge creation‚ sharing‚ and use. First‚ culture—and particularly subcultures—shape assumptions about what knowledge is and which knowledge is worth
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within inter-organisational project-based alliances‚ with a focus on the systemic processes of knowledge sharing‚ externalisation and internalisation inherent in the SECI model as proposed by Nonaka and Takeuchi (1995). The SECI model proposes a process by which organisations spiral their knowledge within and outside their organisations‚ with the aim of refining and adding value to the stock of knowledge that exists in the organisation. The novel contribution of this paper is the application of the
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Professor: Dr. Wang Knowledge sharing is not a new concept; it was noted that a business’s most important asset was its’ ability to process information‚ (Hayek‚ 1945). In the 1960s it was becoming apparent that rather than the semi-skilled production work‚ the amount of knowledge held by groups of individual workers was becoming more important to organizational success. This argument is supported by Drucker (1969) who stated that “Knowledge is the central capital‚ the cost centre
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An Analysis of Collaborative Group Structure Technological Facilitation from a Knowledge Management Perspective Kevin J. O’Sullivan and Syed W. Azeem School of Management‚ New York Institute of Technology‚ USA kosulliv@nyit.edu sazeem@nyit.edu Abstract: A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specific technologies in supporting collaborative
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want argue further just to be liked by other group members or to "fit in".[12] Q2 A management information system (MIS) is a system that provides information needed to manage organizations effectively. Management information systems are regarded to be a subset of the overall internal controls procedures in a business‚ which cover the application of people‚ documents‚ technologies‚ and procedures used by management accountants to solve business problems such as costing a product‚ service or a
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the betterment of the company. Bobco even though based on several locations worldwide‚ each section is led by a vice president and consists of consultants at different ranks. I.e. associate consultant‚ consultant‚ senior consultant and programming management/director. The head of the leadership hierarchy is Bob Johnson (CEO and President). Then each section has its own vice president along with the CIO and CFO. Each vice president holds regular meetings with his senior staff and the timing of such
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