Index
Alexeis Garcia-Perez
(Coventry University, UK)
Farah Gheriss
(International Monetary Fund, USA)
Denise Bedford
(Georgetown University, USA)
Designing and Tracking Knowledge Management Metrics
ISBN: 978-1-78973-726-4, eISBN: 978-1-78973-723-3
Publication date: 15 November 2019
This content is currently only available as a PDF
Citation
Garcia-Perez, A., Gheriss, F. and Bedford, D. (2019), "Index", Designing and Tracking Knowledge Management Metrics (Working Methods for Knowledge Management), Emerald Publishing Limited, Leeds, pp. 235-242. https://doi.org/10.1108/978-1-78973-723-320191018
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Actionable metrics
, 8
Analogical evidence
, 186
Anecdotal evidence
, 186
Application architecture
, 94, 102–103
Attitudes and behaviors
, 81, 147–148, 175, 178
Business. (see also External business environment; Internal business environment)
, 68
architecture of dashboard
, 95–98
intelligence dashboards
, 91–92
metrics
, 5, 10–12, 63–64
rules
, 212
sciences
, 10
tracking impacts of knowledge to business decisions and metrics
, 122–124
tracking use and transformation of knowledge by
, 117–119
Change/changing
culture
, 39
management
, 213–214
Circumstantial evidence
, 186–187
Collaboration
, 104
function
, 133–134
sample metrics for
, 134
Communication
decision
, 66
function
, 135
professionals
, 205
Communities of practice (CoPs)
, 155, 173
knowledge exchanges within
, 172–175
Community building function
, 133–134
Competitor analysis
, 43
Critical knowledge management metrics
, 62–63
Customer satisfaction
, 7
Dashboard
, 90, 93
application and technical application development
, 110–112
conceptual and functional architecture design
, 107–108
data and knowledge architecture development
, 109–110
data entry portal design
, 108–109
design process
, 104
development process
, 105
knowledge management metrics
, 90–91
query and reports development
, 112
requirements elicitation
, 105–107
stages
, 104–105
Data
entry portal design
, 108–109
sciences
, 6
Dead knowledge
, 151
Decision
analyzing evidence
, 63–64
building out metrics framework and strategy
, 68
choose among alternatives
, 64–65
communicate decision
, 66
decision making
, 65–66
decisions and metrics in business functions
, 67
event
, 119
gathering evidence
, 61–63
incident
, 119
knowledge management function
, 67–68
makers
, 22, 30–31
models
, 5–6, 55–56
recognizing decision
, 57–61
science
, 22–23, 31
steps
, 56–57
taking action
, 66–67
Decision-making
, 4, 21–24, 65–66
building out metrics framework and strategy
, 45–47
factors associated with external business environment
, 42–45
factors associated with internal business environment
, 33–42
factors associated with nature of decision
, 24–32
style
, 31–32
Demonstrative evidence
, 187
Department or division level managers
, 204
Development process
, 100
Digital evidence
, 187
Divisional organization structure
, 38
Documentary evidence
, 187–188
Effective metrics
, 60
Emotional decision-making
, 31
End-based ethical principles behavior
, 32
Evidence
based on level of trust or verifiability
, 188–189
definitions and characterizations
, 183–184
managing source data and
, 189–194
metrics architecture and infrastructure
, 195
by relationship to source
, 185–186
by relevance to decision problem
, 186–188
types
, 184–189
Expanded scorecard approach
, 146
External business environment
, 23–24
factors associated with
, 42
macro business environment
, 43
organization’s business vision and goals
, 44–45
organizations position or role in environment
, 43–44
Financial valuation approach
, 146
Flat organizations
, 37
Functional
area
, 27–29
metrics
, 90
organizations
, 37–38
Governance
definition and characterization
, 209–210
models and processes
, 210–215
Group-think decision-making styles
, 31
Human capital. (see also Relational capital; Structural capital)
, 147
asset visual model
, 148
metrics
, 147–149
Hybrid dashboards
, 91
“Incident-analysis” approach
, 47
Information technology
, 10
decisions and metrics
, 29
Informational metrics
, 8
Internal business environment
, 23
factors associated with
, 33
organization types
, 33–37
organization’s culture
, 38–42
organization’s structure
, 37–38
Key performance indicators (KPIs)
, 5–7, 45, 90, 95
Knowledge
, 43
architecture function
, 137
assessment function
, 138
behaviors
, 59
economy
, 75, 117–118
in decision-making
, 28
operation function
, 135–136
operationalizing knowledge metrics
, 120, 124
technologies function
, 136–137
Knowledge asset(s)
, 59, 77, 81–82, 146–147
management function
, 138
metrics strategy
, 146
production and consumption
, 147
Knowledge capacity
, 75–76
knowledge management metrics
, 78
knowledge management metrics alignment to
, 76–77
lagging knowledge management metrics
, 80–82
leading and lagging metrics to support
, 77
leading knowledge management metrics
, 79–80
Knowledge capital
, 147
definition and characterization
, 145–146
human capital metrics
, 147–149
management function
, 133
relational capital asset metrics
, 153–156
roles and responsibilities
, 156
structural capital metrics
, 149–153
tracking organization’s knowledge capital assets
, 146–147
Knowledge management (KM)
, 28, 101
definition and characterization
, 132–139
function decision processes
, 67–68, 77, 80–81
functions and capabilities
, 130
leadership and strategy function
, 132–133
practitioners
, 204
professionals
, 60–61, 204
roles and responsibilities
, 140–141
tracking leading and lagging metrics for
, 140
tracking performance and productivity of
, 130–131
Knowledge management metrics
, 3, 9, 22–23, 45–47, 76, 95, 201
alignment to knowledge capacity
, 76–77
using and managing
, 204
application architecture
, 102–103
architectures
, 91–94
building business and
, 13–15
business architecture
, 95–98
creating source evidence
, 203
current state of
, 12–13
dashboard
, 90–91
data and knowledge architecture
, 98–100
design process
, 104
developing and growing metrics culture
, 205–206
dimensions
, 202–203
envisioning dashboard for
, 89–90
identifying and defining metrics and sources
, 203
knowledge assets
, 81–82
knowledge management functions
, 80–81
lagging
, 80
leading
, 79–80
maintaining and sustaining dashboard
, 112–113
metrics architecture layers
, 93
organization, decisions, metrics
, 15
people architecture
, 100–102
promoting and communicating
, 204–205
strategic architecture
, 94–95
technology architecture
, 103–104
Lagging knowledge management metrics
, 77–78, 80
knowledge assets
, 81–82
knowledge management functions
, 80–81
Leading knowledge management metrics
, 78–80
Level of trust, evidence based on
, 188–189
Local curation
, 191
Logical decision-making
, 32
Macro business environment
, 43
Measure(ment)
, 9
aligning metrics with measurement methods
, 168–180
definition and characterization
, 163–166
reliability and validity
, 166–168
rigor and relevance
, 180
Merchandising business
, 34–36
Metrics
, 3–5, 22–23, 28, 40
analytics, metrics, and decision models
, 5–6
architecture layers
, 93
building business and knowledge metrics framework
, 13–15
building out metrics framework and strategy in decision process
, 68
in business functions
, 67
business metrics types
, 10–12
care about
, 9
common assumptions about
, 7–8
in context
, 6–7
current state of knowledge management metrics
, 12–13
decision points in organization’s core business processes
, 120–122
decisions and action plans
, 215
framework and strategy
, 45–47
governance model
, 210–211
information technology decisions and
, 29
maintaining and sustaining
, 215
and measurement
, 8–9
operationalizing knowledge metrics
, 124
organization, decisions, metrics
, 15
reviews and management
, 214–215
strategies
, 60
tools and processes
, 212–214
tracking impacts of knowledge to business decisions and business metrics
, 122–124
tracking use and transformation of knowledge
, 117–119
triggers of and inputs to
, 211–212
Nature of decision
, 23
decision maker
, 30–31
decision-making style
, 31–32
factors associated with
, 24
functional area
, 27–29
level of decision
, 25–27
Network capital
, 153–156
Off-site curation
, 191
Operational decisions
, 26–27
Operationalizing knowledge metrics
, 124
Organization(al)
business vision and goals
, 44–45
capital
, 152
culture
, 38–41, 135, 152
decision points in organization’s core business processes
, 120–122
learning function
, 139
life cycle
, 41–42
manufacturing business
, 36–37
position or role in environment
, 43–44
retail and merchandising business
, 34–36
service business
, 33–34
structure
, 37–38
types
, 33
People architecture
, 100–102
Performance metrics
, 4
Physical evidence
, 188
Preservation of sources of evidence
, 191–194
Primary source of evidence
, 185–186
Principle-based decision-making
, 32
Problem-related decisions
, 59
Procedural capital
, 151
Process
efficiency and effectiveness
, 171
engineering for new chemical product
, 175–178
Qualitative metrics
, 7
Quality management evolution
, 10
Quantitative metrics
, 7–8
Relational capital. (see also Human capital; Structural capital)
, 147, 153–156
asset metrics
, 153–156
knowledge, relationships and flows
, 154
Relationship to source, evidence by
, 185–186
Relevance
, 180, 185
evidence by relevance to decision problem
, 186–188
Reliability
, 166–168
Reputational capital
, 153–156
Retail business
, 34–36
Return on Investment (ROI)
, 10
Rigor
, 180
Secondary sources of evidence
, 185–186
Semantic analysis application
, 103
Skills and competencies
, 148
Statistical sources
, 188
Step-by-step decision-making process
, 22
Strategic decisions
, 25–26
Structural capital. (see also Human capital; Relational capital)
, 147
asset visual model
, 151
metrics
, 149–153
Structured decision
, 27
Tactical decisions
, 26
Tangible assets
, 146
Technology architecture
, 103–104
Toxic cultures
, 40
Tracking
impacts of knowledge to business decisions and business metrics
, 122–124
of knowledge
, 117–119
Transformation
, 190
of knowledge
, 117–119
Validity
, 166–168
Vanity metrics
, 8
Verifiability, evidence based on
, 188–189
Whole organization metrics strategy
knowledge capacity
, 75–76
knowledge management metrics alignment
, 76–77
leading and lagging metrics
, 77–82
set of metrics
, 82–83
- Prelims
- Section 1: Metrics as a Decision-Making Tool
- Chapter 1: Metrics In Business and Knowledge Management
- Chapter 2: Decision-Making Models and Factors
- Chapter 3: Decision Processes and Methods
- Chapter 4: Whole Organization Metrics Strategy
- Section 2: Building the Organization’s Capacity for Knowledge Management Metrics
- Chapter 5: Knowledge Management Metrics Architecture and Infrastructure
- Chapter 6: Metrics For Knowledge in The Business Process
- Chapter 7: Metrics for Knowledge Management Capabilities
- Chapter 8: Metrics For Knowledge Capital Assets
- Section 3: Measurement Methods and Sources
- Chapter 9: Measurement, Reliability, and Validity
- Chapter 10: Sources of Evidence For Your Metrics
- Section 4: Implementing the Measurement Strategy
- Chapter 11: Engaging Around Metrics
- Chapter 12: Governance – Sustaining the Metrics Strategy
- Appendix: Developing A Knowledge Metrics Strategy – A Project Plan
- Index