Enterprise knowledge management model: a knowledge tower

One of the most important aspects of knowledge management (KM) is to create a system that is capable of providing mechanisms and methodologies allowing the right knowledge to be at the right place and at the right person as well as at the right time within an enterprise. There have been several models developed for this purpose. The main objectives of these models are to organize the knowledge activities to increase competitive advantage and turn the market share into a continuous and permanent superiority through utilizing the intellectual capital of the enterprise for better products and services. When existing models are carefully analyzed, it can be clearly seen that every model addresses different aspects of KM. While some of these models have been intensifying on the use of technology and production of knowledge, the others rather focus on the utilization of knowledge itself. Although these models point out the importance of managerial participation, they are mainly designed to be facilitated at operational levels. It is now obviously seen that there is a need for a new model that will deal with KM at strategic, tactic, and operational levels in an integrated manner. In this study, an enterprise knowledge management model (EKMM) is developed to facilitate this. The model is also called the “Knowledge Tower” due to its dynamics and tower-like infrastructure. EKMM does not only deal with utilizing the knowledge but also create KM strategies, knowledge culture as well as respective leveraging activities. It provides an extensive assessment capability to make sure that the KM practices are carried out as effectively as possible. This surely helps identifying the lack of implementations and areas requiring improvements.     

To share or not to share: a critical research perspective on knowledge management systems

This paper looks at Knowledge Management Systems (KMS) from the perspective of critical research. Using the concepts of ‘gaze’ and ‘face’, we examine the development and use of a web-based KMS in Taiwan. The findings indicate that, although a web-based KMS was developed to enable knowledge sharing, the capabilities for surveillance inherent in the KMS severely limited sharing. This study raises broader questions about the relationship between cultural values and the production of knowledge in KMS.     

Closing the gap: towards a process model of post-merger knowledge sharing

Abstract.  We develop a process model of post-merger knowledge sharing based on distributed cognition, a systems perspective and path dependence. The framework conceptualizes knowledge sharing by layers of management choice and employee appropriation of knowledge resources seen as knowledge as content and knowledge as connection. We use the framework to study a merger of two polymer companies. The study reveals that mergers represent a discontinuity in knowledge sharing. Yet, chosen strategies often mirror the learned knowledge-sharing practices of one of the merged companies and match poorly with the post-merger knowledge-sharing needs. Five factors emerged contribute to this knowledge gap: (a) the nature of the merger; (b) a lack of shared context; (c) the incompatibility of existing knowledge systems; (d) the tacit dimension of knowledge; and (e) time pressures of the merger. Our study shows that, employees enacted knowledge new sharing practices that differed significantly from the official strategy to close to the post-merger knowledge gap.     

Success model for knowledge management systems used by doctoral researchers

The purpose of this paper is to propose a model to anticipate the success in the use of a Knowledge Management System (KMS) by doctoral researchers. Doctoral researchers who are preparing their doctoral dissertation are requested to prepare a tool to manage the knowledge they are collecting. The tool is based on data base techniques, and the researchers will use this tool to collect data about the knowledge they use. Doctoral researchers will perceive satisfaction in the use of this tool, depending on internal aspects that they could previously perceive, such as ease of use, usefulness, or quality. Also, there could be external aspects such as rewards, trust and social norms that could affect the perceived satisfaction. As a conclusion, the correct identification of internal and external aspects can improve the success in the use of a KMS.     

Improving management information systems research: question order effects in surveys

This paper demonstrates the impact that question order can have in using survey research in management information systems (MIS). Using data from a survey of 379 companies concerning electronic data interchange (EDI), significant differences are found in the evaluation of successful implementations. The overall evaluation of success is increased (or decreased) depending upon alternative versions of question order. In addition, the analyses show that the main effects from question order interact in different ways with respondent characteristics, including functional area, educational background and being a systems user. The bias tends to be consistent for some types of respondents, such as systems users. However, other classes of respondents, especially persons with professional backgrounds in systems or MIS, are influenced in more complex ways by question order. The order in which queries regarding systems output and quality occur tends to be especially important in anchoring subsequent responses and overall assessments. The final section addresses corrective actions and future research.     

Using a simulation model for knowledge elicitation and knowledge management

The work reported in this paper is part of a project simulating maintenance operations in an automotive engine production facility. The decisions made by the people in charge of these operations form a crucial element of this simulation. Eliciting this knowledge is problematic. One approach is to use the simulation model as part of the knowledge elicitation process.This paper reports on the experience so far with using a simulation model to support knowledge management in this way. Issues are discussed regarding the data available, the use of the model, and the elicitation process itself.     

基于知识管理的信息系统项目管理研究

以构建基于知识管理的信息系统项目管理模式为目的，提出了以知识管理为中心的信息系统项目管理领域模型、以知识管理为主导的信息系统项目管理过程模型、以知识为基础的信息系统项目管理组织发展层次模型以及以知识和知识管理为纽带的信息系统项目管理总体框架，用于指导信息系统项目管理实践。     

Ontological Flip Teaching: a Flip Teaching model based on knowledge management

Training models are designed for students to acquire knowledge at the individual level. Yet that knowledge is not usually applied later to increase organisational knowledge, as represented by the didactic resources available on a subject, nor to improve the effectiveness of the subject itself. In industrial, economic and production areas, knowledge is considered a part of an organisation’s value. This takes into account the knowledge that is acquired by individuals while doing their work, which can both help improve the work of their peers and increase the overall knowledge available within the organisation. In this work, the student of an educational organisation is considered a person who is able to share the knowledge they have acquired on a given subject so that other students can improve their learning. This work proposes the integration of the classic Flip Teaching model that usually involves students/trainees viewing lectures outside of class time while class time is dedicated to practical exercises, with a knowledge spiral that involves ontological and time dimensions. This integration allows to convert individual knowledge into organisational knowledge through the resources that are created by students over the continuous editions of a training course. A quasi-experimental method proves that the new model, called Ontological Flip Teaching, increases the effectiveness and efficiency of the classic Flip Teaching model in the acquisition of the teamwork competence. The results are based on the students’ opinion about workload and time spent to develop both models, the final grades and the student–student interactions.     

The effects of multimedia communication technology on non-collocated teams: a case study

Collaborative teams are becoming increasingly important for industry, both within and across companies. There is a need for communication technology to support teams because many teams are non-collocated, or 'virtual'. Two automotive supply chain teams were observed while they were experimenting with multimedia conferencing in order to determine what support non-collocated teams need and the potential effects of introducing technologies on their group processes. The observations included meeting recordings and other sources that show the organizational factors affecting teams. Working in teams requires very close collaboration. Communication technology can help teams if it is used to foster close and relatively informal person-to-person interaction. Organizational constraints on how the technology is introduced favour high-technology, special-purpose installations, but teams can best be supported using relatively modest equipment with desktop access.     

The effects of multimedia communication technology on non-collocated teams: a case study

Collaborative teams are becoming increasingly important for industry, both within and across companies. There is a need for communication technology to support teams because many teams are non-collocated, or ‘virtual’. Two automotive supply chain teams were observed while they were experimenting with multimedia conferencing in order to determine what support non-collocated teams need and the potential effects of introducing technologies on their group processes. The observations included meeting recordings and other sources that show the organizational factors affecting teams. Working in teams requires very close collaboration. Communication technology can help teams if it is used to foster close and relatively informal person-to-person interaction. Organizational constraints on how the technology is introduced favour high-technology, specialpurpose installations, but teams can best be supported using relatively modest equipment with desktop access.     

Toward a unified knowledge management model for SMEs

Adoption of knowledge management (KM) has become the emerging agenda in developing business strategies. However, due to the resources and budget constraints, many small and medium-sized enterprises (SMEs) fail to realize and recognize the potential benefits of KM, hence they are reluctant to participate in advancement and transformation of knowledge management. Moreover, SMEs are usually encountering ambiguity and uncertainty of adopting and implementing KM. This study examines the infrastructure and process capabilities of Taiwanese SMEs and conducts a comparative analysis of KM in SMEs in Hong Kong. The research results indicate that a successful KM implementation depends on a harmonious amalgamation of infrastructure and process capabilities, including technology, culture and organizational structure. This analysis may also help in understanding the government role in providing necessary assistance to the SMEs for pursing KM.     

Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies

The management practice literature is replete with reports of practices being used to motivate a firm's knowledge workers to transfer knowledge into and out of the firm's computer resident knowledge repositories, ie, to participate with commitment in the firm's Knowledge Management System. Unfortunately, little is known with any certainty about which of these practices have what effects under which conditions. It appears that in many cases the practices are ill suited for the particular situations where they are employed, with unknown but perhaps sizeable losses in opportunities foregone because valuable knowledge is not as fully or completely transferred as is possible. In addition, it seems that some of these practices are likely to be interfering with the effectiveness of other practices, just as some drugs interfere with the potentially positive effects of other drugs. About these matters, our knowledge is exceeded by our ignorance. The paper identifies some major problems associated with knowledge transfer, and articulates some of the most important issues associated with these problems. Eight research questions are raised that, if answered with sound studies, would enable organisations to be more effective in their transfer of knowledge.     

A stage model of organizational knowledge management: a latent content analysis

This study develops an integrated management framework for building organizational capabilities of knowledge management. The framework consists of four major components of management: organizational knowledge, knowledge workers, knowledge management processes, and information technology. Based on the framework, this study proposes a stage model of organizational knowledge management encompassing the initiation, propagation, integration, and networking stages. Each of the four stages is differentiated in terms of its management goals, activities, and characteristics of the management components. To validate the proposed stage model, we conducted a latent content analysis of 21 knowledge management case reports. While the results do not validate the time sequence of each stage, they do reveal meaningful clustering of distinct case organizations in different knowledge management implementation stages.     

The organisational impact of knowledge-based systems: a knowledge perspective

The fact that knowledge-based systems (KBS) may have considerable impact when introduced into an organisation is beyond dispute. The assessments of this impact in the literature, however, are not satisfactory. They overlook the main discriminating characteristic of KBS, i.e. the fact that KBS claim to store and handle knowledge. The article explores ways for bringing ‘knowledge’ into discussions of the impact of KBS. A knowledge perspective is developed which does justice to the impact of KBS on both articulated and tacit knowledge at the strategic, tactical and operational level. Possible applications of this perspective are explored with illustrations from an empirical investigation of KBS in 17 organisations.     

基于本体的软件密集型系统架构知识管理研究

为了解决架构知识蒸发的问题,提出了一种基于本体的架构知识管理框架。分析了该架构知识的分类,在此基础上从架构问题、架构设计决策和软件架构等3方面构建一个架构知识本体模型,并且描述了这3类架构知识的内涵及其相互关系,进而提出一个架构知识管理框架,能覆盖架构知识获取、编档、评价、存储和复用等过程,实现了架构知识的全面管理、共享和复用。     

Exploring the effects of trust,task interdependence and virtualness on knowledge sharing in teams

The sharing of knowledge within teams is critical to team functioning. However, working with team members who are in different locations (i.e. in virtual teams) may introduce communication challenges and reduce opportunities for rich interactions, potentially affecting knowledge sharing and its outcomes. Therefore, using questionnaire‐based data, this study examined the potential effects of different aspects of virtuality on a knowledge‐sharing model. Social exchange theory was used to develop a model relating trust to knowledge sharing and knowledge sharing to team effectiveness. The moderating effects of virtuality and task interdependence on these relationships were examined. A strong positive relationship was found between trust and knowledge sharing for all types of teams (local, hybrid and distributed), but the relationship was stronger when task interdependence was low, supporting the position that trust is more critical in weak structural situations. Knowledge sharing was positively associated with team effectiveness outcomes; however, this relationship was moderated by team imbalance and hybrid structures, such that the relationship between sharing and effectiveness was weaker. Organizations should therefore avoid creating unbalanced or hybrid virtual teams.     

From 3d geomodelling systems towards 3d geoscience information systems: Data model,query functionality,and data management

Two-dimensional GIS are extensively used in geology to create, analyse, and interpret geological map models. However, these systems are unable to represent the Earth's subsurface in three spatial dimensions. The objective of this article is to overcome this deficiency and to provide a general framework for a 3d GIS.The presented approach is based on existing 3d geomodelling theory and software, and is characterized by an integrated data model for geological observation data and geomodels, data management supported by an XML-enabled database server, and functionality for querying observation data and 3d geomodels based on their 3d spatial and geological properties. The resulting 3d GIS framework enables geologists to manipulate, analyse and interpret 3d geomodels analogously as they work with 2d geological maps.     

A Delphi study of knowledge management systems: Scope and requirements

We empirically explored the roles and scope of knowledge management systems in organizations. Building on a knowledge-based view of the firm, we hypothesized and empirically tested our belief that more integration is needed between technologies intended to support knowledge and those supporting business operations. Findings from a Delphi study and in-depth interviews illustrated this and led us to suggest a revised approach to developing organizational knowledge management systems.     

Stages of knowledge management systems in police investigations

The amount of information that police officers come into contact with in the course of their work is astounding. By identifying stages of growth in knowledge management systems and by identifying examples of applications from police investigations, this paper makes an important contribution to strategic planning of knowledge management systems in law enforcement. The stages are labeled officer-to-technology systems, officer-to-officer systems, officer-to-information systems, and officer-to-application systems.     

The role of knowledge modelling techniques in software development: a general approach based on a knowledge management tool

The aim of the paper is to discuss the use of knowledge models to formulate general applications. First, the paper presents the recent evolution of the software field where increasing attention is paid to conceptual modelling. Then, the current state of knowledge modelling techniques is described where increased reliability is available through the modern knowledge-acquisition techniques and supporting tools. The knowledge structure manager (KSM) tool is described next. First, the concept of knowledge area is introduced as a building block where methods to perform a collection of tasks are included together with the bodies of knowledge providing the basic methods to perform the basic tasks. Then, the CONCEL language to define vocabularies of domains and the LINK language for methods formulation are introduced. Finally, the object-oriented implementation of a knowledge area is described and a general methodology for application design and maintenance supported by KSM is proposed. To illustrate the concepts and methods, an example of system for intelligent traffic management in a road network is described. This example is followed by a proposal of generalization for reuse of the resulting architecture. Finally, some concluding comments are made regarding the feasibility of using the knowledge modelling tools and methods for general application design.