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11 – 20 of over 237000In the twenty‐first century and under the knowledge economy, knowledge is regarded as an important asset for many organizations. In the area of Chinese medicines, be it a research…
Abstract
Purpose
In the twenty‐first century and under the knowledge economy, knowledge is regarded as an important asset for many organizations. In the area of Chinese medicines, be it a research center, a pharmacy, a drug manufacturer, a government supervision authority, a medical doctor or even a patient, the mastering and application of knowledge are an essential factor for success. However, there is very little research on knowledge management for Chinese medicines, which has its own special characteristics. This paper aims to study this problem and to propose a conceptual model for knowledge management of Chinese medicines.
Design/methodology/approach
This paper first analyses the requirements of knowledge management in Chinese medicines. Then, making reference to Nonaka's knowledge transformation model, the application of information technology in different stages of knowledge transformation for Chinese medicines is reviewed. Based on the above studies, a conceptual model of knowledge management for Chinese medicines is recommended.
Findings
The requirements of knowledge management in Chinese medicines are analysed and specified in basic attributes, prescriptions and formulae, rules of ingredients combination, and pharmaceuticals management. The information technologies that can be used at different stages of transformation are also reviewed. Finally, a four‐layer model, containing the network and computer system layer, data layer, knowledge services layer and application layer, is described.
Practical implications
At present, there is no knowledge management product in the market that is designed for Chinese medicines. This paper helps to initiate studies for solutions in this area.
Originality/value
The primary new idea here is to propose a conceptual knowledge management model for Chinese medicines. The model can be used as a framework to further develop a practical knowledge management system for Chinese medicines.
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Jiankang Wang and Jiuling Xiao
The purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary…
Abstract
Purpose
The purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary of knowledge management audit proposed by many scholars and organizations, in order to put forward some references for effective implementation of an organization knowledge management project.
Design/methodology/approach
The paper carries out a multi‐perspective analysis of the cognition of knowledge management audit summarizes the similarities and differences between the different viewpoints, also a contrasting analysis on the method proposed by various scholars and organizations from the point of view of flow, and then constructs the conceptive framework of knowledge management audit.
Findings
Knowledge management audit is the first important step in a knowledge management project and includes four phases: preparation, analysis, implementation, and summary. Its primary content involves knowledge management environment audit, knowledge property audit, knowledge management ability audit and knowledge management performance audit, and its main modules consist of knowledge demand analysis, knowledge inventory analysis, knowledge map and knowledge flow analysis.
Research limitations/implications
The paper provides a theoretical construction, but has not conducted a case study. In future research development, the framework of the paper will be improved through the case analysis of organization knowledge management practice.
Practical implications
By utilizing the research framework and method of the paper, an organization may understand rapidly the basic content of a knowledge management audit, implement an effective knowledge management audit to help improve organization (including non‐profit organization) performance and implement a knowledge management strategy.
Originality/value
The paper provides a framework for implementing a knowledge management audit.
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Yann Mey Yee, Cheng Ling Tan and Ramayah Thurasamy
This paper aims to discuss the necessity of building a knowledge management system in today’s knowledge economy by focusing on human capital management, choice of tools, and how…
Abstract
Purpose
This paper aims to discuss the necessity of building a knowledge management system in today’s knowledge economy by focusing on human capital management, choice of tools, and how knowledge processes affect an organization’s strategic capabilities.
Design/methodology/approach
Analyzing several theoretical models in the area of knowledge management and explaining how motivation and choice of tools can improve utilization of knowledge management system.
Findings
Building a knowledge management system is recommended for transitioning into data analytics to capture business trends in the knowledge economy. Motivation and choice of tools are important to determine the utilization of a knowledge management system.
Practical implications
This paper presents practical issues and provides insights into building and using a knowledge management system in today’s organizations.
Originality/value
This paper justifies the need of knowledge management system and presents the issues and solutions to integrate knowledge management system into an organization.
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Kevin C. Desouza and Jeffrey J. Raider
Recently, the demise of the dot.com mania, coupled with slow economic growth has caused organizations to cut costs in an attempt to improve efficiency and the bottom line…
Abstract
Purpose
Recently, the demise of the dot.com mania, coupled with slow economic growth has caused organizations to cut costs in an attempt to improve efficiency and the bottom line. Discontinuing or suspending knowledge management efforts and disbanding the chief knowledge officers' (CKOs) role is one common response from most organizations faced with these cost and efficiency pressures. The purpose of this paper is to describe why firms choose to cut knowledge management efforts and point to the deleterious long‐term effects of this course of action.
Design/methodology/approach
The approach is based on discussions with executives.
Findings
The paper highlights three common reasons why firms choose to cut knowledge management efforts, namely: knowledge management is seen as a luxury, not a necessity; knowledge management is subsumed under information technology methods; and investment in knowledge management does not offer immediate results. Moreover, the paper argues that cutting knowledge management efforts does more harm than good for a corporation in the long run.
Originality/value
The paper describes techniques that CKOs should employ to gain support of their executive peers.
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This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of…
Abstract
Purpose
This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of knowledge management in innovation. It also details the nature of the role of knowledge management in innovation as well as its value proposition.
Design/methodology/approach
The methodology used was literature research and some personal experiences and interpretations.
Findings
In the fast changing business world of today, innovation has become the mainstay of organizations. The nature of global economic growth has been changed by the speed of innovation, which has been made possible by rapidly evolving technology, shorter product lifecycles and a higher rate of new product development. The complexity of innovation has been increased by growth in the amount of knowledge available to organizations.
Originality/value
Innovation is extremely dependent on the availability of knowledge and therefore the complexity created by the explosion of richness and reach of knowledge has to be recognized and managed to ensure successful innovation.
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Weiwei Wu, Bo Yu and John- Christopher Spender
This paper aims to introduce and explore the creation, transfer, diffusion and application of knowledge in the Chinese context and the Chinese aerospace management modes…
Abstract
Purpose
This paper aims to introduce and explore the creation, transfer, diffusion and application of knowledge in the Chinese context and the Chinese aerospace management modes, methodologies and mechanism, etc., based on the successful managerial experience of China’s aerospace. The paper then illustrates the current research domains and the future research opportunities in knowledge and aerospace management in China.
Design/methodology/approach
Review and reflection.
Findings
The Chinese knowledge management theory has achieved great development, the focus of which covers the whole chain from knowledge creation, knowledge transfer, knowledge sharing to knowledge application. However, Chinese aerospace management studies seem not so systematic, although some successful managerial practices and theories are being introduced. There is an opportunity to construct the Chinese aerospace management theory due to its features with general implications to high technology industries in China. Especially, integrating knowledge and aerospace, or studying aerospace from the perspective of knowledge, is a promising way of formulating a logic for deciphering China’s aerospace. It is also anticipated that qualitative methodology and Chinese traditional philosophy will be more popular in Chinese management studies.
Originality/value
This paper, by introducing some new research in knowledge management and aerospace management in China, outlines the current situations of Chinese knowledge and aerospace management research and sheds lights on the future research in aspects of research topics, research methodologies and Chinese traditional philosophy. For the first time, this paper provides the basic logic of Chinese knowledge management research and integrates Chinese aerospace management studies to reveal to the world the uniqueness and facts of China’s aerospace industry.
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Alexeis Garcia-Perez, Juan Gabriel Cegarra-Navarro, Denise Bedford, Margo Thomas and Susan Wakabayashi
Knowledge management became established as a key business process in the commercial sector in the mid‐1990s. That innovative practice has been adapted in local government, health…
Abstract
Knowledge management became established as a key business process in the commercial sector in the mid‐1990s. That innovative practice has been adapted in local government, health and social care, but it has yet to fulfil the potential it offers these sectors. This article, the first of two, looks at what knowledge management has to offer health and social care, and contrasts the developments in each.
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The knowledge management assessment tool (KMAT) is designed to help organisations make an initial high‐level assessment of how well they manage knowledge. Completing the KMAT can…
Abstract
The knowledge management assessment tool (KMAT) is designed to help organisations make an initial high‐level assessment of how well they manage knowledge. Completing the KMAT can direct organisations toward areas that require more attention, as well as identify knowledge management practices in which they excel. The KMAT proposes ways that four enablers (leadership, culture, technology and measurement) can be used to foster the development of organisational knowledge through the knowledge management process. This process embraces the steps that the organisation takes to identify the information it needs and the manner in which it collects, adapts and transfers that information across the organisation. The model places all the major knowledge management activities and enablers together in a dynamic system. Describes how organisations can have their performance rated and benchmarked with those of other organisations for each of 24 practices.
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