Knowledge management has become a new concept and an important aspect for business.This book is about making a knowledge management strategy for a chemical lab called Buckman Laboratories.The analysis has been done by using several knowledge management theories.After the analysis, some suggestions have been given for the company and tried to formulate and implement recommended knowledge management strategy for Buckman Laboratories.This book is expected to create a significant contribution to the areas within a domain of Knowledge Management in the business organization.
Knowledge Management(KM) is became prime concern for the organizational development. Organization Successes and failure depends on the strategy for Knowledge Utilization and its management. in 21st century KM is becoming indispensable parts for organization economy development for Knowledge Enabler. This Master thesis provides a practical approach to design,development and implementation for KM Strategy through multi agent based approach. its explaining how to design KM Strategy to align business goal with KM Objective and elucidates as approach for implementing KM Strategy in Software engineering organization. which is known as SE-MABKM to make it sustainable. in today era organization development need a complete framework; based on that, organizational activity can be recorded on centralized Knowledge base which is known as Experience factory[EF] in pro rata basis and it can be utilize at the time of required most.this Master thesis can be utilize for knowledge enabler,Knowledge Application developer, Information Technology Management Practitioner.software engineer and various level of IT Practitioner and IT Scientist.
Knowledge Management and Information Systems Strategy for Growing Organizations examines the role that information systems play in helping SMEs use knowledge to achieve strategic organizational goals. Adopting a business perspective, it is ideal for students studying strategic information systems and knowledge management.
This book aimed at testing the impact of knowledge management on innovation in a company. The idea while writing this book was to check if one of companies' major concerns i.e. knowledge management had an influence on one of companies major objectives i.e. being innovative. Still in 2015, this book is useful and brings key elements to implement knowledge management in an innovation's strategy.
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.
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.
Knowledge management is recognized as a competitive advantage and several organizations are incorporating it as a core strategy to enhance their organizational competitive advantage. Many of the organizations that have implemented knowledge management as a corporate strategy have not achieved their objectives and are having a growing sense of disenchantment about its practicality. Research revealed that organizational culture is a major barrier to creating and leveraging knowledge assets. This research examined the relationship between organizational culture and knowledge management. The Competing Values Framework devised by Robert Quinn and John Rohrbaugh (1983), was used to analyze the differences in organizational culture profiles and how they might be related to the various dimensions of knowledge management. The implications of this study can be of significant value to organizations as they prepare to implement knowledge management initiatives. The findings could help organizations assess the likelihood that implementation of knowledge management initiatives will be successful or will increase the organization’s competitive advantage in relationship to the current culture.
'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.
Knowledge Management (KM) has attracted much attention as a key strategy to achieve organisational success and survival in today’s unpredictable and highly competitive environment. And yet, unless people in organisations possess the learning capability to use knowledge creatively, a well developed knowledge management system cannot be directed at sustaining profitability. In the new economy, the achievement of a sustained competitive advantage depends on firm’s capacity to develop and deploy its knowledge based resources. One way of ensuring competitive advantage is to develop a highly-skilled workforce equipped with the knowledge and expertise required to stay ahead in the marketplace. The topic of KM is still at a relatively young stage of development. There are many areas of debate within the literature concerning the management of knowledge. One of the main areas where understanding is still limited is the role of Human Resources Management (HRM). Within the search of the key factors that explain knowledge management effectiveness, this publication aims to advance a simultaneously conceptual and practical framework that links HRM and knowledge management.
For knowledge-intensive life insurance industry, KM can be a tool of competitive advantage in country like India, where there is a huge market potential. This book aims to understand the KM practices followed in various private life insurance companies compared to the government owned and oldest life insurer in the country – Life Insurance Corporation (LIC). The work is based on a sample comprising of 03 private life insurance companies and 01 public sector LIC. The KM practices are evaluated using MIT90s framework and Hansen, Nohria, and Tierney’s Knowledge Strategy Model of Codification versus Personalization. The work empirically shows that private life insurance companies’ perform well on all dimensions of KM compared to LIC; however, no insurance company follows codification and personalization knowledge strategy as envisaged by Hansen, Nohria, and Tierney’s model. There is huge scope of KM implementation in insurance industry in India.
This book is an attempt to investigate and recommend a strategy for creating sustainable water knowledge based community.A community that can think and act differently for achieving future sustainability through education empowerment and community involvement enhancement. The research aspires for attitudes and behavior change towards acute water situation through empowering water related education in schools and enhancing community active involvement and participation in water related issues. Innovative strategy model for achieving effective water management was recommended by creating Sustainable School Strategy through Management, Action and Involvement (3S-MAI). The three employed conceptual tools were ?Management? as related to water policies and regulations, ?Action? as related to water education and ?Involvement? as related to community involvement and participation. The (3S-MAI) strategy model emphasizes on integrating water related regulations, education and awareness programs for achieving sustainable water knowledge based community thus future sustainability for effecient economic development.
Knowledge management efforts have a long history, to include on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. With increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, knowledge repositories, group decision support systems, intranets, and computer-supported cooperative work have been introduced to further enhance such efforts. In 1999, the term personal knowledge management was introduced; it refers to the management of knowledge at the individual level. In the enterprise, early collections of case studies recognized the importance of knowledge management dimensions of strategy, process, and measurement. Key lessons learned include people and the cultural norms which influence their behaviors are the most critical resources for successful knowledge creation, dissemination, and application. This work shows the way to implement knowledge management as a strategic approach to enhance the performance of the higher educational organisations (e.g. Syrian virtual University).
Indigenous knowledge attached to forest commonly restricts access to these sites. As a result, many sacred sites have survived for hundreds of years and act as important biodiversity reservoirs. The main objective of the study is to investigate and reveal the indigenous knowledge of Kaffecho society in forest management practices and to propose ways for maintaining useful forest knowledge for sustainable development. The major findings of the research indicated that the indigenous knowledge practices of the community have important roles in forest management. Yet, some of the community knowledge has limitations on their effectiveness, functions and implementations. Similarly, scientific forest management practices have both negative and positive effects on the forest in the study area and on the community’s knowledge. This called for a new strategy whereby indigenous knowledge is transformed by creating a synthesis with scientific knowledge and its application to forest management. This approach opened up the possibility for plural knowledge applications and positive outcomes between the community’s indigenous knowledge and the governmental forest management practices.
This book contributes to knowledge in providing a change management strategy model (CMSM) besides assisting change management studies. The findings indicate that the success change management strategy must consist of three phases: preparing to change, implementation of change , and measuring the impact . In the preparing-to-change phase, organisational leadership should prepare to change organisation culture. Organizational change management and leaders must by watching for people, organisation and culture. Then, in the implementation of change phase, organisations must apply the following factors: project leadership / team effectiveness factors, end-user communication factor, culture factor, end-user training / involvement factors and development factor. Finally, in measuring the impact on people, organisations must measure the impact of change strategy factors on the end-user, organisations also pay attention to feedback of the previous three phases to improve the change management strategy. The finding can be used to guide organisation to achieving and sustaining excellence in order to increase the organizational maturity levels.