Knowledge management, organizational memory, and transfer behavior: global approaches and advancements
"This book captures an in-depth knowledge base on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets"--Provided by publisher.
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| Format: | Book |
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| Language: | English |
| Published: |
Hershey, PA [u.a.]
Information Science Reference
2009
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| Series: | Advance in knowledge management research
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis Klappentext |
| Summary: | "This book captures an in-depth knowledge base on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets"--Provided by publisher. |
| Item Description: | Includes bibliographical references (p. 411-449) and index |
| Physical Description: | XXX, 469 S. graph. Darst. 29 cm |
| ISBN: | 9781605661407 |
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| _version_ | 1804139108863311872 |
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| adam_text | Titel: Knowledge management, organizational memory, and transfer behavior
Autor: Jennex, Murray E.
Jahr: 2009
Table of Contents
Preface.................................................................................................................................................xix
Chapter I
Reflections on Knowledge Management Research and Practice.
Murray E. Jennex, San Diego State University, USA
Chapter II
Knowledge Fusion: A Framework for Extending the Rigor and Relevance of Knowledge
Management...........................................................................................................................................9
Peter Keen, Nanyang Technological University, Singapore
Margaret Tan, Nanyang Technological University, Singapore
Chapter HI
Tapping Tacit Knowledge ...................................................................................................................26
Hazel Taylor, The Information School, University of Washington, Seattle, USA
Chapter IV
Advances in Knowledge Management: Mapping Ideas that Shape Practice.......................................42
Andrea Hornett, The Pennsylvania State University, Malvern, PA, USA
Eric W. Stein, The Pennsylvania State University, Malvern, PA, USA
Chapter V
Knowledge Chain Activity Classes: Impacts on Competitiveness and the Importance
of Technology Support.........................................................................................................................68
Clyde W. Holsapple, The University of Kentucky, USA
KikuG. Jones, The University of Tu/sa, USA
Chapter VI
Developing a Knowledge-Based Organizational Performance Model for Improving Knowledge
Flows in Discontinuous Organizations................................................................................................89
Rahinah Ibrahim, Universiti Putra, Selangor, Malaysia
Mark E. Nissen, Naval Postgraduate School, Monterey, California, USA
Chapter VII
Accountability and Ethics in Knowledge Management..................................................................... 109
Frank Land, London School of Economics, UK
Urooj Amjad, London School of Economics, UK
Sevasti-Melissa Nolas, London School of Economics, UK
Chapter VIII
Social Capital and Knowledge Sharing in Knowledge-Based Organizations:
An Empirical Study............................................................................................................................ 119
Chay Yue Wah, SIM University, Singapore
Thomas Menkhoff, Singapore Management University, Singapore
Benjamin Loh, University of Cambridge, UK
Hans-Dieter Evers, University of Bonn, Germany
Chapter IX
A Structured Method for Evaluating the Management of a Knowledge Management System
Implementation................................................................................................................................... 140
Charlie C. Chen, Appalachian State University, USA
Rong-An Shang, Soochow University, Taiwan
Albert L. Harris, Appalachian State University, USA
Zhi-Kai Chen, ASUSTek Computer, Inc., Taiwan
Chapter X
Toward a Consensus Knowledge Management Success Definition...................................................163
Murray E. Jennex, San Diego State University, USA
Stefan Smolnik, European Business School, Germany
David T. Croasdell, University of Nevada, Reno, USA
Chapter XI
An Evaluation of Factors that Influence the Success of Knowledge Management Practices in
U.S. Federal Agencies.........................................................................................................................172
Elsa Rhoads, Pension Benefit Guaranty Corporation, USA
Kevin J. O Sullivan, New York Institute of Technology, USA
Michael Stankosky, The George Washington University, USA
Chapter XII
Interdepartmental Knowledge Transfer Success During Information Technology Projects............... 189
Kevin Laframboise, Concordia University, Canada
Anne-Marie Croteau, Concordia University, Canada
Anne Beaudry Concordia University, Canada
Manias Manovas, Concordia University, Canada
Chapter Mil
Improving KMS Acceptance: The Role of Organizational and Individuals Influence......................211
Claudio Vitari, CETIC, Universita Carlo Cattuneo, Italy
Jennifer Moro, CETIC, Universita Carlo Cattaneo, Italy
Aurelio Ravarini, CETIC, Universita Carlo Cattaneo, Italy
Isabelle Bourdon, CREGO, Universite Montpellier 2, France
Chapter XIV
IS Support for Knowledge Management and Firm Performance: An Empirical Study.....................234
Michael J. Zhang, Sacred Heart University, USA
Chapter XV
Chinese Culture and Virtual Knowledge Sharing in a Multinational Corporation.............................255
Wei Li, University of Illinois, USA
Alexandre Ardichivili, University of Minnesota, USA
Martin Maurer, University of Illinois, USA
Tim Wentling, University of Illinois, USA
Reed Stuedemann, Caterpillar University, USA
Chapter XVI
Selecting the Right Knowledge Management Tools: Software Trends and Key Evaluation
Criteria................................................................................................................................................270
Gilles Balmisse, KnowledgeConsult, France
Denis Meingan, KnowledgeConsult, France
Katia Passerini, New Jersey Institute of Technology, USA
Chapter XVII
Knowledge Patterns and Knowledge Refactorings for Increasing the Quality of Knowledge...........281
Jb rg Rech, Fraunhofer Institute for Experimental Software Engineering, Germany
Raimund L. Feldmann, Fraunhofer USA, Center for Experimental Software Engineering, USA
Eric Ras, Fraunhofer Institute for Experimental Software Engineering, Germany
Andreas Jedlitschka, Fraunhofer Institute for Experimental Software Engineering, Germany
Bjorn Decker, empolis GmbH, Germany
Chapter XVIII
Knowledge Elicitation and Mapping: Ontology as an Instrument of Design and Organizational
Learning..............................................................................................................................................329
Paul Jackson, Edith Cowan University, Australia
Ray Webster, Murdoch University, Australia
Chapter XIX
Helping to Develop Knowledge Management Systems by Using a Multi-Agent Approach.............348
Aurora Vizcaino, University ofCastilla-La Mancha, Spain
Juan Pablo Soto, University ofCastilla-La Mancha, Spain
Javier Portillo, University ofCastilla-La Mancha, Spain
Mario Piattini, University of Castilla-La Mancha, Spain
Chapter XX
Adopting the Grid Computing Semantic Web Hybrid for Global Knowledge Sharing.................365
Mirghani Mohamed, New York Institute of Technology, USA
Michael Stankosky, The George Washington University, USA
Vincent Ribiere, Graduate School Bangkok University, Thailand,
and Institute for Knowledge and Innovation (IKl-South-East-Asia), Bangkok, Thailand
Chapter XXI
The Effect of Knowledge Process Capabilities and Knowledge Infrastructure Capabilities
on Strategy Implementation Effectiveness.........................................................................................382
Sineenad Paisittanand, Bangkok University, Thailand
L. A. Digman, University of Nebraska, USA
Sang M. Lee, University of Nebraska, USA
Compilation of References ..............................................................................................................411
About the Contributors ...................................................................................................................450
Index...................................................................................................................................................465
Detailed Table of Contents
Preface.................................................................................................................................................xix
Chapter I
Reflections on Knowledge Management Research and Practice.
Murray E. Jennex, San Diego State University, USA
This short chapter focuses on two key issues, the relevance of KM to information systems research and the
risk of KM becoming a fad like business process reengineering. The role of the integrator is introduced
and the idea that KM is the solution to the productivity paradox is discussed. The chapter concludes with
a discussion on the future of KM and proposes that KM can be the bridge to the knowledge society.
Chapter II
Knowledge Fusion: A Framework for Extending the Rigor and Relevance of Knowledge
Management...........................................................................................................................................9
Peter Keen, Nanyang Technological University, Singapore
Margaret Tan, Nanyang Technological University, Singapore
The aim of this chapter is to identify some of the gaps in the current body of knowledge about KM and in
doing so to suggest extensions to its frameworks and to areas of investigation that build on its strengths.
The authors propose a simple framework for what is termed Knowledge Fusion.
Chapter III
Tapping Tacit Knowledge ...................................................................................................................26
Hazel Taylor, The Information School, University of Washington, Seattle, USA
This chapter explores the concept of tacit knowledge and how organizations can foster the sharing and
exchange of tacit knowledge. Various views of tacit knowledge are discussed and a framework is devel-
oped distinguishing different conceptualizations of knowledge and how different types of knowledge are
acquired, held in memory, and manifested. An understanding of these distinctions can aid in determining
the best approach for transferring tacit knowledge and skills at the individual and organizational levels.
Finally, I review various tacit knowledge transfer approaches based on the distinctions identified in the
framework and discuss their suitability for different aspects of tacit knowledge transfer.
Chapter IV
Advances in Knowledge Management: Mapping Ideas that Shape Practice.......................................42
Andrea Hornett, The Pennsylvania State University, Malvern, PA, USA
Eric W. Stein, The Pennsylvania State University, Malvern, PA, USA
This chapter adds to our understanding of KM as an evolving body of concepts, relationships, strategies
and practices. Using qualitative research methods, we examined activities of a community of practice for
knowledge management professionals operating in a large metropolitan U.S. region. Accordingly, we
produced an organizing framework that maps KM topics according to the tactical-strategic orientation
of the KM issue and level of analysis (individual-group-enterprise). We constructed and populated the
framework based on a content analysis of forty-four presentations made from 2001-2005, from survey
data, from interviews conducted with key informants, and from data collected as participant-observers.
The work provides insight into the decision-making processes of stakeholders with competing interests
and adds to our understanding of collective sensemaking in a community of practice. From the data,
we generated a framework that can be used by practitioners to allocate resources for KM activities,
technologies, and projects.
Chapter V
Knowledge Chain Activity Classes: Impacts on Competitiveness and the Importance
of Technology Support.........................................................................................................................68
Clyde W. Holsapple, The University of Kentucky, USA
Kiku G. Jones, The University ofTulsa, USA
Just as Porter s value chain model identifies classes of business activity that can be performed in ways
that contribute to a firm s competitiveness, the knowledge chain model contends there are classes of
KM activity that can be performed in ways that enhance firm competitiveness. These KM activities
pervade the value chain, being inherent in the implementation of each value chain activity. Derived
from a collaboratively engineered ontology of knowledge management, the knowledge chain model
is supported by anecdotal evidence and a survey has found support for the propositions that its activ-
ity classes are linked to enhanced productivity, agility, innovation, and reputation. Here, we present a
study of leaders of KM initiatives that examines each of the nine knowledge chain classes in terms of
its competitive impact and the extent to which its positive impact on competitiveness is associated with
the importance of technology in performing activities within that class. The study provides confirming
evidence that each of the knowledge chain activity classes can be performed in ways that contribute
to competitiveness. Moreover, we find that for five of the activity classes there is a significant positive
correlation between impact on competitiveness and the importance of computer-based technology in
implementing the class s activities.
Chapter VI
Developing a Knowledge-Based Organizational Performance Model for Improving Knowledge
Flows in Discontinuous Organizations................................................................................................89
Rahinah Ibrahim, Universiti Putra, Selangor, Malaysia
Mark E. Nissen, Naval Postgraduate School, Monterey, California, USA
Tacit knowledge attenuates particularly quickly in organizations that experience discontinuous mem-
bership: the coming and going of organizational roles or positions during a workflow process. Since
knowledge flows enable workflows, and workflows drive performance, theory suggests that dynamic
knowledge—particularly tacit knowledge—is critical for competitive advantage. This research seeks
to extend established organization theory, through integration of emerging knowledge-flow theory, to
inform the design of discontinuous organizations. Toward this end, we build a computational model
based upon ethnographic study of an affordable housing project that experienced severe discontinuous
membership. Analysis of this model reveals problematic theoretical gaps, and provides insight into how
scholarly understanding of knowledge flows can extend organization theory to address discontinuous
organizations. This research contributes new knowledge for designing knowledge-based organizations
in discontinuous contexts.
Chapter VII
Accountability and Ethics in Knowledge Management..................................................................... 109
Frank Land, London School of Economics, UK
Urooj Amjad, London School of Economics, UK
Sevasti-Melissa Nolas, London School of Economics, UK
The purpose of this chapter is to make the case for integrating ethics and with it accountability into
research about KM. Ethics refers to the motives and methods for KM processes, and their impact on
individuals, on organizations, and on society. Ethical issues are also relevant to the researcher studying
KM, where the subject being researched and the way the research is conducted can raise ethical issues.
The interaction of actors, processes, and technology in all aspects of KM from research to design, and
actual use can raise a wide range of ethical dilemmas.
Chapter VIII
Social Capital and Knowledge Sharing in Knowledge-Based Organizations:
An Empirical Study............................................................................................................................ 119
Chay Yue Wah, SIM University, Singapore
Thomas Menkhoff, Singapore Management University, Singapore
Benjamin Loh, University of Cambridge, UK
Hans-Dieter Evers, University of Bonn, Germany
This chapter presents a study that aims to understand the social and organizational factors that influence
knowledge sharing. A model of KM and knowledge sharing was developed inspired by the work of
Nahapiet and Ghoshal. Data on KM processes and various social capital measures were collected from
a sample of 262 members of a tertiary educational institution in Singapore. Rewards incentives, open-
mindedness, and cost-benefit concerns of knowledge hoarding turned out to be the strongest predictors
of knowledge sharing rather than pro-social motives or organizational care. Individuals who are highly
competent in their work abilities are less likely to share what they know when they perceive that there
are few rewards or when sharing is not recognized by the organization. The findings provide evidence
for the importance of social capital as a lubricant of knowledge sharing and engaging performance
management systems in knowledge-intensive organizations.
Chapter IX
A Structured Method for Evaluating the Management of a Knowledge Management System
Implementation................................................................................................................................... 140
Charlie C. Chen, Appalachian State University, USA
Rong-An Shang, Soochow University, Taiwan
Albert L. Harris, Appalachian State University, USA
Zhi-Kai Chen, ASUSTek Computer, Inc., Taiwan
A knowledge management system (KMS) project transcends functional departments and business part-
ners. The success of KMS implementation is highly contingent upon a well-orchestrated integration of
multiple systemic contexts, such as communication channels, user involvement, power structure among
stakeholders, corporate culture, project champion, interorganizational networks, etc. These organizational
factors are embedded throughout the life cycle of a KMS project and within an organization. Understand-
ing the influences of these organizational factors to the success of KMS projects can provide lessons
for systems developers and management to increase the success rate of system implementation. The
study is based around AMC, a major Taiwanese motor company faced with the challenge of deploying
a knowledge management system. Over a period of 3 years (1999-2002) structured interviews were
conducted to examine organizational factors contributing to the success of KMS efforts in AMC. The
major emphasis of this chapter is to apply the concepts of structuration theory to assess the interaction
of corporate management with users of a knowledge management system. The findings suggest that
management and users must be engaged in a sustained and reciprocal communication method when
implementing a KMS. The pattern of communication, power structure, sanction power, and degree of
cooperation are dynamically changed during the interaction process. Therefore, it is important to ma-
neuver these factors into a win-win situation for management and users to successfully implement a
KMS. Practical implications resulting from this research provide feasible real solutions to improve the
relationship between users and management during a KMS implementation.
Chapter X
Toward a Consensus Knowledge Management Success Definition................................................... 163
Murray E. Jennex, San Diego State University, USA
Stefan Smolnik, European Business School, Germany
David T. Croasdell, University of Nevada, Reno, USA
This chapter explores KM and KMS success. The inspiration for this chapter is the KM Success and
Measurement minitrack held at the Hawaii International Conference on System Sciences in January of
2007 and 2008. KM and KMS success are issues needing to be explored. The Knowledge Management
Foundations workshop held at the Hawaii International Conference on System Sciences (HICSS-39)
in January 2006 discussed this issue and reached agreement that it is important for the credibility of
the KM discipline that we be able to define KM success. Additionally, from the perspective of KM
academics and practitioners, identifying the factors, constructs, and variables that define KM success is
crucial to understanding how these initiatives and systems should be designed and implemented. This
chapter presents results of a survey looking at how KM practitioners, researchers, KM students, and
others interested in KM view what constitutes KM success. The chapter presents some background on
KM success and then a series of perspectives on KM/KMS success. These perspectives were derived
by looking at responses to questions asking academics and practitioners how they defined KM/KMS
success. The chapter concludes by presenting the results of an exploratory survey on KM/KMS success
beliefs and attitudes.
Chapter XI
An Evaluation of Factors that Influence the Success of Knowledge Management Practices in
U.S. Federal Agencies......................................................................................................................... 172
Elsa Rhoads, Pension Benefit Guaranty Corporation, USA
Kevin J. O Sullivan, New York Institute of Technology, USA
Michael Stankosky, The George Washington University, USA
This chapter investigates the status of KM practices implemented across federal agencies of the U.S.
government. It analyzes the extent to which this status is influenced by the size of the agency, whether or
not the agency type is a Cabinet-level Department or Independent Agency, the longevity of KM Practices
implemented in the agency, whether or not the agency has adopted a written KM policy or strategy, and
whether the primary responsibility for KM Practices in the agency is directed by a CKO or KM unit
versus other functional locations in the agency. The research also tests for possible KM practitioner
bias, since the survey was directed to members of the Knowledge Management Working Group of the
Federal CIO Council who are KM practitioners in federal agencies.
Chapter XII
Interdepartmental Knowledge Transfer Success During Information Technology Projects...............189
Kevin Lqframboise, Concordia University, Canada
Anne-Marie Croteau, Concordia University, Canada
Anne Beaudry, Concordia University, Canada
Manias Manovas, Concordia University, Canada
This chapter reports on a study that investigates the knowledge transfer between an information sys-
tems/technology (IT) department and non-IT departments during information technology projects. More
specifically, we look into the link between the KM capabilities of the IT department and the effectiveness
and efficiency of the knowledge transfer to a client department. KM capabilities are defined by Gold et
al. (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural)
and knowledge processes capabilities (acquisition, conversion, application, and protection). Data col-
lected through a web-based survey result in 127 usable questionnaires completed by managers in large
Canadian organizations. Data analysis performed using PLS indicates that knowledge infrastructure
capabilities are related to the knowledge transfer success, and more specifically to its effectiveness
whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications
of our results for research and practice are also discussed
Chapter XIII
Improving KMS Acceptance: The Role of Organizational and Individuals Influence......................211
Claudio Vitari, CETIC, Universita Carlo Cattaneo, Italy
Jennifer Moro, CETIC, Universita Carlo Cattaneo, Italy
Aurelio Ravarini, CETIC, Universita Carlo Cattaneo, Italy
Isabelle Bourdon, CREGO, Universite Montpellier 2, France
The purpose of this chapter is to contribute to the improvement of the acceptance of information sys-
tems devoted to the codification and sharing of knowledge (a type of Knowledge Management Systems,
KMS). A research model was developed through a multi-staged and multi-method research process
and its test supports the hypotheses that the acceptance of KMS is determined, in addition to the classi-
cal constructs of the technology acceptance model (TAM), by a few organizational factors, and by the
influence exerted on the user by individuals close to her/him.
Chapter XIV
IS Support for Knowledge Management and Firm Performance: An Empirical Study.....................234
Michael J. Zhang, Sacred Heart University, USA
While a great deal has been written about how information systems (IS) can be deployed to facilitate
knowledge management for performance improvements, there is little empirical evidence suggesting
such IS deployment can actually improve a firm s bottom-line performance. This study attempted to as-
sess the impacts of IS support for two key KM activities, knowledge generation and knowledge transfer,
on labor productivity and profitability with both survey and archival data. The potential moderating
effects of firm-specific, complementary organizational resources on the performance impacts of the IS
support were also examined and tested. The results showed that IS support for knowledge generation
and IS support for knowledge transfer both had direct positive effects on labor productivity. Coupled
with firm-specific, complementary organizational resources, both types of IS support exerted positive
effects on profitability.
Chapter XV
Chinese Culture and Virtual Knowledge Sharing in a Multinational Corporation.............................255
Wei Li, University of Illinois, USA
Alexandre Ardichivili, University of Minnesota, USA
Martin Maurer, University of Illinois, USA
Tim Wentling, University of Illinois, USA
Reed Stuedemann, Caterpillar University, USA
The goal of this chapter is to explore how national (Chinese) culture influences knowledge sharing in
virtual communities of practice at a large U.S.-based multinational organization. The study involved
qualitative interviews with the company s employees in China, and managers who are involved in man-
aging knowledge-sharing initiatives. The study findings suggest that the influence of the national culture
could be less pronounced in online knowledge sharing than what the literature has suggested. Although
Chinese employees tendency to draw sharp distinctions between in-groups and out-groups, as well as
the modesty requirements were barriers to knowledge sharing online, the issue of saving face was less
important than expected, and attention paid to power and hierarchy seemed to be less critical than what
the literature indicated. A surprising finding was that despite widely assumed collectivistic nature of
the Chinese culture, the high degree of competitiveness among employees and job security concerns
seemed to override the collectivistic tendencies and resulted in knowledge hoarding. The reasons for
these unexpected findings could be associated with differences between face-to-face and online knowl-
edge sharing environments, the influence of the company s organizational culture, and the recent rapid
changes of the overall Chinese cultural patterns.
Chapter XVI
Selecting the Right Knowledge Management Tools: Software Trends and Key Evaluation
Criteria................................................................................................................................................270
Gilles Balmisse, KnowledgeConsult, France
Denis Meingan, KnowledgeConsult, France
Katia Passerini, New Jersey Institute of Technology, USA
This chapter updates earlier research on the state of the art of KM tools and presents key evaluation
criteria that can be used by organizations to select the applications that best meet their specific KM
needs. We briefly describe tools currently available in the software industry to support different aspects
of knowledge management and offer a framework for understanding how these tools are clustered based
on the functionality they support.
Chapter XVII
Knowledge Patterns and Knowledge Refactorings for Increasing the Quality of Knowledge...........281
Jbrg Rech, Fraunhofer Institute for Experimental Software Engineering, Germany
Raimund L. Feldmann, Fraunhofer USA, Center for Experimental Software Engineering, USA
Eric Ras, Fraunhofer Institute for Experimental Software Engineering, Germany
Andreas Jedlitschka, Fraunhofer Institute for Experimental Software Engineering, Germany
Bjorn Decker, empolis GmbH, Germany
KM is a relatively young discipline. It has accumulated a valuable body-of-knowledge on how to
structure and represent knowledge, or how to design socio-technical knowledge management systems.
A wide variety of approaches and systems exists that are often not interoperable, and hence, prevent
an easy exchange of the gathered knowledge. Industry standards, which have been accepted and are in
widespread use are missing, as well as general concepts to describe common, recurring patterns of how
to describe, structure, interrelate, group, or manage knowledge elements. In this paper, we introduce
the concepts knowledge pattern and knowledge anti-pattern to describe best and worst practices in
knowledge management, knowledge refactoring to improve or change knowledge anti-patterns, and
quality of knowledge to describe desirable characteristics of knowledge in knowledge management
systems. The concepts are transferred from software engineering to the field of KM based on our expe-
rience from several KM projects.
Chapter XVIII
Knowledge Elicitation and Mapping: Ontology as an Instrument of Design and Organizational
Learning..............................................................................................................................................329
Paul Jackson, Edith Cowan University, Australia
Ray Webster, Murdoch University, Australia
This chapter is concerned with engaging end-users in the design and development of KMS. The identifica-
tion, capture and use of contextual knowledge in the design of KMS are key development activities. It is
argued that tacit knowledge, while often difficult to capture, can be extremely useful as contextualising
knowledge to designers of KMS. A methodology was developed to combine soft systems methodology,
causal cognitive mapping, and brainstorming to provide a set of knowledge requirements. The methodol-
ogy appears to offer an effective platform for making sense of non-routine yet rigorous knowledge work
The interventions enacted by the consultant and involving project stakeholders and end users facilitates
individual, group and organizational learning through a metacognitive process of understanding the re-
lationships and dynamics of shared group knowledge. Engagement with the methodology, in addition
to causing tacit knowledge to be made explicit, enables second-order deutero learning , or learning
how to learn . The combination of activities presented forms a metacognitive process which is both a
form of proactive individual and organizational learning and an endeavour which adds to organizational
memory. The identification, capture and use of contextual knowledge and their use in engaging end-users
in the design of KMS will result in better user-system interaction.
Chapter XIX
Helping to Develop Knowledge Management Systems by Using a Multi-Agent Approach.............348
Aurora Vizcaino, University of Castilla-La Mane ha, Spain
Juan Pablo Soto, University of Castilla-La Mancha, Spain
Javier Portillo, University of Castilla-La Mancha, Spain
Mario Piattini, University of Castilla-La Mancha, Spain
Efforts to develop KM have increased in recent years. However, many of the systems implanted in
companies are still not greatly used by the employees because the knowledge that these systems have
is often not valuable or on other occasions, is useful but employees do not know how to search for that
which is most suitable. Moreover, employees often receive too many answers when they consult this
kind of systems and they need to waste time evaluating all of them in order to find that which is most
suitable for their necessities. On the other hand, many technical aspects should also be considered when
developing a multi-agent system such as what knowledge representation or retrieval technique is going
to be used. To find a balance between both aspects is important if we want to develop a successful
system. However, developers often focus on technical aspects giving less importance to knowledge is-
sues. In order to avoid this, we have developed a model to help computer science engineers to develop
these kinds of systems. In our proposal, firstly, we define a knowledge life cycle model that, according
to literature and our experience, ponders all the stages that a knowledge management system should
give support to. Later, we describe the technology (software agents) that we recommend to support the
activities of each stage. The paper explains why we consider that software agents are suitable for this
end and how they can work in order to reach their goals. Furthemore, a prototype that uses these agents
is also described.
Chapter XX
Adopting the Grid Computing Semantic Web Hybrid for Global Knowledge Sharing.................365
Mirghani Mohamed, New York Institute of Technology, USA
Michael Stankosky, The George Washington University, USA
Vincent Ribiere, Graduate School Bangkok University, Thailand,
and Institute for Knowledge and Innovation (IKI-South-East-Asia), Bangkok, Thailand
The purpose of this chapter is to examine the requirements of KM services deployment in a Semantic
Grid environment. A wide range of literature on Grid Computing, Semantic Web, and KM have been
reviewed, related, and interpreted. The benefits of the Semantic Web and the Grid Computing conver-
gence have been investigated, enumerated and related to KM principles in a complete service model.
Although Grid Computing model significantly contributed to the shared resources, most of KM tools
obstacles within the grid are to be resolved at the semantic and cultural levels more than at the physi-
cal or logical grid levels. The early results from academia, where grid computing still in testing phase,
show a synergy and the potentiality of leveraging knowledge, especially from voluminous data, at a
wider scale. However, the plethora of information produced in this environment will result in a serious
information overload, unless proper standardization, automated relations, syndication, and validation
techniques are developed.
Chapter XXI
The Effect of Knowledge Process Capabilities and Knowledge Infrastructure Capabilities
on Strategy Implementation Effectiveness.........................................................................................382
Sineenad Paisittanand, Bangkok University, Thailand
L. A. Digman, University of Nebraska, USA
Sang M. Lee, University of Nebraska, USA
The creation and the use of knowledge have increasingly been regarded as important issues for man-
agement. A wide range of studies have investigated this topic during the past decade. Notwithstanding
these contributions, very little systematic attention has been paid to the linkages between knowledge
capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy
implementation literature, two aspects of knowledge capabilities in an organization and their effect on
strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowl-
edge infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation
effectiveness (S1E) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE
by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were
sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a
mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for
middle-managers to better understand how to develop activities of KPC and KIC for SIE. It is hoped
that the results of this study will enhance our understanding of the strategic importance of knowledge
in an organization, especially in the area of strategy implementation.
Compilation of References ..............................................................................................................41 ]
About the Contributors ...................................................................................................................450
Index...................................................................................................................................................465
Knowledge
Management,
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conception on organizational knowledge:
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|
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| indexdate | 2024-07-09T21:38:51Z |
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| spelling | Knowledge management, organizational memory, and transfer behavior global approaches and advancements Murray E. Jennex Hershey, PA [u.a.] Information Science Reference 2009 XXX, 469 S. graph. Darst. 29 cm txt rdacontent n rdamedia nc rdacarrier Advance in knowledge management research Includes bibliographical references (p. 411-449) and index "This book captures an in-depth knowledge base on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets"--Provided by publisher. Knowledge management Corporate culture Organizational learning Wissensmanagement (DE-588)4561842-2 gnd rswk-swf Knowledge transfer 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Wissensmanagement (DE-588)4561842-2 s DE-604 Jennex, Murray E. Sonstige oth Erscheint auch als Online-Ausgabe 978-1-605-66141-4 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017549824&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Passau application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017549824&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Knowledge management, organizational memory, and transfer behavior global approaches and advancements Knowledge management Corporate culture Organizational learning Wissensmanagement (DE-588)4561842-2 gnd |
| subject_GND | (DE-588)4561842-2 (DE-588)4143413-4 |
| title | Knowledge management, organizational memory, and transfer behavior global approaches and advancements |
| title_auth | Knowledge management, organizational memory, and transfer behavior global approaches and advancements |
| title_exact_search | Knowledge management, organizational memory, and transfer behavior global approaches and advancements |
| title_full | Knowledge management, organizational memory, and transfer behavior global approaches and advancements Murray E. Jennex |
| title_fullStr | Knowledge management, organizational memory, and transfer behavior global approaches and advancements Murray E. Jennex |
| title_full_unstemmed | Knowledge management, organizational memory, and transfer behavior global approaches and advancements Murray E. Jennex |
| title_short | Knowledge management, organizational memory, and transfer behavior |
| title_sort | knowledge management organizational memory and transfer behavior global approaches and advancements |
| title_sub | global approaches and advancements |
| topic | Knowledge management Corporate culture Organizational learning Wissensmanagement (DE-588)4561842-2 gnd |
| topic_facet | Knowledge management Corporate culture Organizational learning Wissensmanagement Aufsatzsammlung |
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