Many organizations fail to implement their strategies due to the inability of stakeholders in addressing the problems associated with strategy implementation. These problems are solved by this book through the development of a knowledge management metrics model. The model was identified and grouped separately into M1 for strategy implementation measurement and M2 for organizational knowledge process measurement towards Strategy Implementation Success’s (SIS) achievement. M1 and M2 are displayed in M3 with nine quadrants of organizational situation describing the reflection of the success achievement against the organizational performance. A quantitative statistical analysis and arithmetic calculation were performed to validate the model and mapped M1 and M2 into the organizational situation. The overall results are positive, indicating the appropriateness of the model. Hence, this book can be used to guide HEIs management in measuring the performance of their strategy implementation and diagnosing their organizational situation.
This work represents the culmination of a long and arduous period of research. It's goal is to delve in the elusive world of knowledge and knowledge management in order to ascertain and underline the value, this commonly misused resource plays in the life of organizations be it for product or process development cycles. "In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge" Nonaka and Takeuchi.
Since knowledge management is almost new to the hospitality industry, this book aims at being an introductory tool of knowledge management to hospitality managers. There is a seamless flow between parts from the introduction to knowledge management to the final practical application of the proposed business model. It brushes on knowledge management concepts that are frequently cited, including concepts that were useful in formulating a model for knowledge management strategy for hospitality. The Process-Oriented Strategic Knowledge Management Business Model is an initiative to push forward strategic knowledge management in the hospitality industry. It was built on the belief that a knowledge management strategy that is linked to the strategic business goals of a hotel will be very effective in improving performance on all levels of organization. With respect to the knowledge management business model, this book builds on previous research and seeks to cover questions that were left unanswered. Issues such as measuring knowledge management value to track the implementation of the model and the factors that support or impede its implementation have been discussed in detail.
This study investigates the knowledge management (KM) readiness of the Sri Lankan telecommunication industry and the factors that contribute to KM Readiness. Data were collected from 313 executives of seven companies in the Sri Lankan Telecommunication Industry using self-administered questionnaires. This study considered KM enablers, such as organizational culture, structure, and IT infrastructure, and individual acceptance factors, such as performance expectancy and effort expectancy of KM, as the contributing factors to the KM readiness. The study found that the executives in the Sri Lankan telecommunication industry are ready to be involved in KM process. In addition, there were five significant predictors of KM readiness; three KM enablers and two individual acceptance factors. Furthermore, the study found that gender and age of the executives moderate the relationship between some of the contributing factors and the KM readiness. The study integrates both KM and information systems perspectives to develop a theoretical model that explores the concept of KM readiness. Practitioners may use the instruments used in this study to measure the KM readiness of their organizations.
This book discussion about Local Ecological Knowledge (LEK): Agro-Forest System at Communities From Various Ethnic Group and Model of Problem-Solving Farm Management in Regency of Pesawaran, Province of Lampung depicting forest and agriculture management model with agro-forest system. Management model Agro-forest system in this book depicting integrity between scientific knowledge with local knowledge. This book giving technical solution in managing agro-forest system done by community.
The future of banking is dependent on the managing of knowledge assets. This is a business research to identify key organisational capabilities for effective implementation of Knowledge Management (KM) in banks. The research suggests that effective KM programme is determined by three organisational capabilities: Management Capability, Knowledge Infrastructure and Knowledge Process. Applying structural equation modelling technique (AMOS), a Malaysian Bank KM Model was constructed from survey data. The model identified out of 11 KM success factors, six were critically dysfunctional in Malaysian banks, namely, Process, Generation, Dissemination, Application, Culture and Entrepreneurial Management Capability. Entrepreneurial Management Capability is key to successful KM programme, especially to address the present predominantly conventional management ideology that practice ‘silo mentality’ and does not promote a learning organisation. Other barriers are the dysfunctional organisational culture that only give lip service to the importance of knowledge and the erroneous perception that IT and KM are the same.
'Knowledge Management' (KM) is yet a virgin field of managerial science, especially, when researched from a human resource perspective. Most studies of KM have focused on the use of IT, neglecting the importance of people for its successful implementation. This study is unique as it proposes a conceptual KM model that is multidisciplinary. It represents the first attempt to build a KM construct especially for the service industry and seeks to provide an alternative competitive strategy for transcending economic crises such as the one we are experiencing. Moreover, the survey findings of the model’s application across a range of service companies provides useful insights on KM implications and raises valuable research questions for a future research agenda in management.
In the era of knowledge economy, the pressures from the globalization, hyper-competition and sustainable development propel companies to innovate. Meanwhile, it is widely recognized that knowledge is the only sustainable resource for innovation and the competitive advantage of companies. Consequently, how to turn the available knowledge into profitable innovations has become the key research problem of this study. In order to understand the phenomenon of innovation and knowledge, multidisciplinary fields such as knowledge and its management, innovation, design and artificial intelligence have been investigated. Based on our analyses and argumentations, an integrated approach of knowledge management for innovation has been proposed by integrating the meta-model and macro process of knowledge management with the networking process of innovation and design. Based on the integrated approach, a software prototype has been built with Java and presented with an industrial case study. The book should help shed some light on the knowledge dynamics for innovation in design and be useful to professionals and students in the fields of knowledge management and innovation in design.
Knowledge Management – Classic & Contemporary Works (OI)