中小型软件企业知识管理的研究

越来越多的我国中小型软件企业认识到员工的知识是企业最有价值的资产，而且在企业中实施知识管理是十分必要的。首先概括了这些企业在知识管理方面的现状，提出了一个适用于中小型软件企业的知识管理体系，说明了知识管理与CMM／CMMI的关系，并给出了知识管理与软件过程管理的结合模型，介绍了一个软件企业知识管理系统的模型框架，分享了实施知识管理的一些经验。     

面向流程知识管理体系架构研究

经过对知识管理和业务流程管理的不断研究发现,知识和业务流程必须通过生命周期进行整合和管理才能完全体现出结合起来的优势.为此,对知识管理和业务流程管理生命周期进行了深入分析,描述了3种类型的流程知识并且讨论了它们的特征,提出一个能够同时反映知识管理和业务流程管理生命周期要求的面向流程知识管理体系架构.     

The knowledge modeling system of ready-mixed concrete enterprise and artificial intelligence with ANN-GA for manufacturing production

Based on the characteristics of ready-mixed concrete enterprises, this paper puts forward that knowledge management (KM) is an effective way to contribute to enterprise production and operation. The knowledge content and relevant models of concrete enterprises are proposed, including advanced enterprise management, decision support for production operation, production and operation cost, and marketing-customer relationship. Afterwards knowledge contents are divided into static, strategic and reasoning knowledge. Besides knowledge unified expression is put forward accordingly. In addition, the KM system for process ready-mixed concrete enterprises management is established to facilitate effective production processing. As part of exploratory study, artificial neural network coupled with genetic algorithm (ANN-GA) as knowledge mining technology is applied in KM system to predict the 28-day compressive strength in concrete enterprises. The results shows that compared to back-propagation artificial neural network, the convergence rate of ANN-GA algorithm has been significantly improved and almost all the relative errors of predicted compressive strength of concrete C30 are within 3 %. It not only confirms the validity of the models, but also proves that ANN-GA algorithm is an effective knowledge mining method applied in concrete industry.     

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.     

Knowledge management adoption and assessment for SMEs by a novel MCDM approach

This paper aims to clarify the misunderstanding of high expenditure on knowledge management systems adoption, and provides a novel approach for the most emergent knowledge management components to catch up to the pace of their rivals for the late adopters of knowledge management systems. This paper adopts MCDM (Multiple Criteria Decision Making) approaches to solve this KM adoption problem, and ranks the gaps of the KM aspects in control items to achieve the aspired level of performance. The findings demonstrate that the knowledge management gaps within the service industry are higher than the gaps within the IC (Integrated Circuit) and banking industries. After normalization and computation, the knowledge management gap of the service industry is 0.4399(1), the knowledge management gap of the IC (Integrated Circuit) industry is 0.3651(2), and the knowledge management gap of the banking industry is 0.2820(3). The findings also show that the criteria for weighting in different industry sectors are quite different; and the adoption strategies for different industry sectors should be considered separately according to the SME industry sectors.     

Using e-portfolios to facilitate university students' knowledge management performance: E-portfolio vs. non-portfolio

The purpose of the present study was to use e-portfolios to enhance university students' knowledge management (KM) performance. Participants were 88 university students majoring in information technology. Multivariate analysis of covariance (MANCOVA) was conducted to examine the differences in KM performance between an experimental group (a total of 43 students learning with e-portfolio) and a control group (a total of 45 students learning without e-portfolio), and the covariate variable was students' grade of the last semester. The results revealed that the experimental group outperformed the control group in the performances of overall KM and five KM aspects (knowledge sharing, innovation, acquisition, application, and accumulation). This showed that e-portfolios significantly facilitated KM performance.     

基于本体论的动态参与型知识管理系统

知识管理(KM)系统是一种综合利用信息技术以实现知识的俘获、存储和重用的技术。提出了一个动态参与型知识管理系统体系结构，旨在以较强的动态参与性推动知识管理的实用化。该体系体系结构主要从三维即知识的共享型建立、知识的开放性集成和知识的随注意连接，系统化地研究了实现KM的理论和方法，并在此基础上给出了一个这种体系的实例——ICSRP系统。     

Application of KM measures to the impact of a specialized groupware system on corporate productivity and operations

Here we describe an experiment to show the improvement in productivity resulting from use of a specialized groupware system, using quantitative data and observations of the knowledge management (KM) processes, styles, and critical success factors. Data describing the work process before and after the deployment of the system was applied to measure the impact on performance, operations, and knowledge sharing behavior. The attitude of the organization toward knowledge sharing and the deployed groupware system was then studied along several dimensions that represent KM styles, by assessing the KM orientation and motivation of the organization. Lessons learned were presented and used for directing the attention of management to the importance of supporting collaborative and KM technologies for corporate strategic competitiveness.     

Knowledge processes and ontologies

In this article, we present an approach for ontology-based knowledge management (KM) that includes a tool suite and a methodology for developing ontology-based KM systems. It builds on the distinction between knowledge processes and knowledge metaprocesses, and is illustrated by CHAR (Corporate History AnalyzeR), a KM system for corporate history analysis.     

Knowledge management in supply chain: An empirical study from France

Supply chain management has assumed a leading operations strategy position in both manufacturing and service industries, and over the past 10 years companies have seriously implemented supply chain management strategies in their organizations. Knowledge management (KM) is a major enabler of supply chain management, and is a critical element in information intensive and multi-cultured enterprise environments. Realizing the importance of knowledge management in supply chain (SC), an attempt has been made in this paper to propose a conceptual framework for KM in SC and to validate the framework with help of an empirical study conducted with French companies. Finally, a summary of findings and conclusions is presented for KM in SC.     

Using connect and collect to achieve the KM endgame

Innovation drives organizational success, the true knowledge management endgame. Knowledge management (KM) must harness the processes that deliver innovation. KM is ill defined in the marketplace. Therefore, companies mistakenly segregate critical IT infrastructure needs such as e-learning, performance support, process improvement, reengineering, change management, and KM. They fence off efforts in these areas from each other, even setting them up as competitive initiatives, each with its own champion. Initiative leaders strive to increase performance, but they often compete for precious few resources in a vacuum of knowledge about other the true strategic efforts. In particular, most employees and managers lack knowledge about KM. KM can only enhance organizational performance when understood and intelligently applied, which includes integration with other improvement initiatives. You can begin to understand KM by understanding basic knowledge processes     

SimKnowledge—Analyzing impact of knowledge management measures on team organizations with multi agent-based simulation

Even though there is abundant literature on successful cases of organizations applying knowledge management (KM) measures, many KM initiatives have failed to achieve their knowledge and business goals. In order to foster decisions about the design of such initiatives, information is required on success factors and barriers when selecting KM measures. Multi agent-based simulation (MABS) is suggested as instrument to investigate potential effects of KM measures on dependent variables such as sharing of knowledge in organizations or business performance. For such a simulation, the concept of knowledge sharing, influencing factors and their impact on business and knowledge goals are modeled based on an extensive multi-disciplinary literature survey. An extensive domain model is operationalized in a simulation model which is then further simplified and implemented in a MABS tool used for a series of experiments contrasting results with/without KM measures, specifically skill and experience management. Skill management is found highly sensitive with respect to conditions of application and has no significant impact on knowledge or business goals. Experience management positively impacts knowledge and business goals. Personal documentation leads to specialist, project debriefings to generalist knowledge workers. Finally, the paper discusses the simulation’s limitations and further areas of application.     

Knowledge management for occupational safety,health, and ergonomics

The critical challenge for occupational safety, health, and ergonomics (OSHE) in contemporary industry is management of the existing individual (personal) knowledge, structural knowledge (i.e., knowledge codified into manuals, reports, databases, and data warehouses), and organizational knowledge (activity of learning within the organization) in the vast domain of practical applications. Therefore, the principles and tools of knowledge management (KM) should be used to facilitate the management of OSHE. The authors discuss the requirements for effective knowledge management, review the existing models of KM and their structures, and introduce a model for KM in OSHE. The proposed model of KM for OSHE is based on a strategy that establishes knowledge as the central resource to achieve the goals of OSHE management. The model includes the systems of organizational knowledge, organizational learning (knowledge creation, distribution, elaboration, and consolidation), development of knowledge workers, KM processes (review, conceptualization, reflection, and acting), and relevant information‐technologies. © 2006 Wiley Periodicals, Inc. Hum Factors Man 16: 309–319, 2006.     

The effects of interaction between team climates and KMS value perception on knowledge activities: a multilevel socio-technical systems approach

Information Technology and Management - As individuals are the actual agents of knowledge management (KM) activities, they are influenced by the technical and social aspects of an organization. The...     

Mapping knowledge sharing traits to business strategy in knowledge based organisation

Globalization has resulted in increasing use of knowledge as competitive weapon in many organizations nowadays. In this context, an increasing number of organizations are focusing on communities of practice (CoPs) orientated knowledge management (KM) studies and the links between KM and organizational business strategy. This link is an important determinant of organizational performance. While KM business strategy (linked to organization business strategy) is important, knowledge sharing behavior of knowledge workers is a critical enabler of effective knowledge management and organizational performance. That is, organizations invest resources in creating CoPs for competitive advantage and lack of suitable candidates will result in loss of momentum and less knowledge sharing in CoPs and there by underutilizing the resources. The aim of this research is to identify the personality traits to portrait the features of knowledge workers suitable for CoPs oriented KM and business strategy. Four KM business strategies have been established in this paper in light of organization performance orientation and KM implementation mode and traits of knowledge workers are mapped to different business strategies. The most significant personality traits of knowledge sharing behavior have been analyzed to determine the suitable traits for different type business strategies. Thus contributions of this paper include (a) defining a model which links four business strategies with CoPs orientated KM model and knowledge sharing behavior model (based on revised Five Factor Model); (b) mapping of personality traits of knowledge workers with four business strategies; (c) providing a guideline to knowledge based organizations for seamless integration of business strategy with CoPs oriented KM and compatible knowledge workers and d) more effective utilization of organizational resources to facilitate improvement in organizational performance.     

Investigating Knowledge Management practices in software development organisations – An Australian experience

This study, using both quantitative and qualitative methods, investigates current practice of Knowledge Management (KM) in Software Engineering (SE) processes in two Australian companies on the basis that they both claimed to apply KM practices in their software development work. It also describes the KM activities and KM process used in SE practice, and examines the enablers of KM process for SE in terms of leadership, technology, culture, process and measurement.One of the main findings showed that software developers believe in the usefulness of knowledge sharing; however, their ability to utilise some of the KM systems was limited. The most commonly used systems included personal networks, informal networks, groupware and third-party knowledge. There is a need to formalise knowledge sharing of practices, while also supporting informal and ad-hoc knowledge sharing. While KM was considered to be important, the tools, techniques and methodologies currently employed for software development were inadequate to address effective management of knowledge in these organisations. In both organisations, a uniform model of the KM process did not exist. Among the four KM enablers, leadership was considered to be the most significant as top-down KM strategies were seemingly being pursued by management. Technology was also considered to be an obvious mechanism for KM, despite some of their current KM systems either being unsuitable or inaccessible. In addition, the crucial role that personal networks played in accessing tacit and implicit knowledge was seen as a key reason to foster a culture that encourages participants to share their knowledge with others.     

Understanding the design of information technologies for knowledge management in organizations: a pragmatic perspective

Abstract.  Researchers report mixed findings on the successful application of information technologies (IT) for knowledge management (KM). The primary difficulty is argued to be the use of information management techniques and concepts to design and develop KM Tools. Also problematic is the existence of a multiplicity of KM technologies, the application and use of which differs across organizations. This paper argues that these problems stem, in part, from the information system field's over-reliance on design concepts from the functionalist paradigm. Hence, our contention that alternative perspectives, which bring into focus issues of ontology and epistemology, need to be brought to bear in order to understand the challenges involved in the design and deployment of IT artefacts in knowledge management systems (KMS). The philosophy of technology, with its emphasis on the primacy of praxis, and which incorporates ontological and epistemological concepts from phenomenology and hermeneutics, is applied to the findings of a participative action research study to illustrate how social actors interpret and understand worldly phenomena and subsequently share their knowledge of the life-world using IT. The outcome of this marriage of situated practical theory and philosophy is a set of design principles to guide the development of a core KM Tool for KMS.     

Segmenting critical factors for successful knowledge management implementation using the fuzzy DEMATEL method

Knowledge is a key source of sustainable competitive advantage. In response to increasingly drastic and competitive environments, many organizations wish to better utilize and manage knowledge for business success. For the purpose to execute formal knowledge management (KM) effectively, some works have suggested several critical factors of KM implementations. However, in a strategic view, such a list of critical factors must be further honed to increase practical usefulness, as not all critical factors necessarily share the same importance. Moreover, assessing the importance of critical factors inevitably involves the vagueness of human judgment. Hence, this study presents a favorable method combining fuzzy set theory and the Decision Making Trial and Evaluation Laboratory (DEMATEL) method to segment the critical factors for successful KM implementations. Also, an empirical study is presented to illustrate the proposed method and to demonstrate its usefulness.     

构建隐性知识管理系统的探讨

随着知识管理的发展,隐性知识逐渐成为知识管理的核心.为了实现对隐性知识统一、有效地管理,在对隐性知识管理的现状及问题的分析基础之上,提出了较为完备的隐性知识管理的功能模型,并对其实现的关键技术进行分析.该模型将使得隐性知识管理从分散的理论研究落实到具体可实施的技术层面上,在一定程度弥补了当前对隐性知识管理应用研究的不足.