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Article
Publication date: 14 June 2011

Roland Jochem, Dennis Geers and Priscilla Heinze

The methods of quality management, business process management and knowledge management have until now been exploited by science and the industry separately. An…

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2145

Abstract

Purpose

The methods of quality management, business process management and knowledge management have until now been exploited by science and the industry separately. An integration of these disciplines could unlock the potential of a solid structure to measure and gradually improve knowledge transfer processes. This paper aims to address this issue.

Design/methodology/approach

A maturity model was developed for SMEs to measure and assess the quality of their business processes. This enabled the companies to determine their existing status and to take the necessary actions for the competence development of their business processes, which should contribute to the attainment of their knowledge management goals.

Research limitations/implications

This paper introduces a maturity model for knowledge‐intensive business processes that enables companies to determine their processes' actual state and take the corresponding actions for their business processes improvement, in which special attention is being given to small and medium‐sized enterprises (SMEs).

Originality/value

The paper proposes an SME‐specified maturity model for knowledge‐intensive business processes. Its assessment procedure is developed based on literature researches and investigation of real processes of two industrial SMEs. This maturity model has advantages over other existing models since it accounts for the needs of SMEs by incorporating the company preference over the measured areas.

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Article
Publication date: 4 April 2008

Yuan Fu Qiu, Yoon Ping Chui and Martin G. Helander

The purpose of this research is to aim to improve the cognitive understanding of knowledge processing and provide a cognitive knowledge modeling method in product design.

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2295

Abstract

Purpose

The purpose of this research is to aim to improve the cognitive understanding of knowledge processing and provide a cognitive knowledge modeling method in product design.

Design/methodology/approach

In this paper, a cognitive model of knowledge processing is described. A cognitive knowledge modeling method is presented. Suggestions on cognitive support for knowledge based systems are provided.

Findings

There is often a fundamental mismatch between the way human process knowledge and the way it is processed by technology for supporting product design. It is necessary to develop tools, methods and technology which integrate seamlessly with the design process. This study focuses on the internal human activities and explores knowledge management research from a human factors perspective. Cognitive knowledge modeling will result in a natural integration of knowledge‐based systems into the design process.

Research limitations/implications

This study uses an experimental approach and hopefully the research can therefore be generalized to other situations.

Practical implications

This study provides guidelines for cognitive support for knowledge‐based systems.

Originality/value

Cognitive knowledge processing is described and a cognitive knowledge modeling method is presented. The paper explores knowledge management research by analyzing human activities, in combination with the study of management and engineering technologies.

Details

Journal of Knowledge Management, vol. 12 no. 2
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 April 2004

Joseph M. Firestone and Mark W. McElroy

To many in the fields of organizational learning (OL) and knowledge management (KM), the relationship between the two is something of a small mystery. The authors are…

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5146

Abstract

To many in the fields of organizational learning (OL) and knowledge management (KM), the relationship between the two is something of a small mystery. The authors are practitioners coming from the KM side, who in the course of their work developed a process framework to delimit the scope of KM. They believe this framework also provides a context for viewing OL and for relating it to both social knowledge processing and KM

Details

The Learning Organization, vol. 11 no. 2
Type: Research Article
ISSN: 0969-6474

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Abstract

Details

Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

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Abstract

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Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

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Article
Publication date: 1 December 2002

Seungkwon Jang, Kilpyo Hong, Gee Woo Bock and Ilhwan Kim

Explores the connection between knowledge management (KM) and process innovation (PI). Although these are popular themes in the literature on management innovation, there…

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10118

Abstract

Explores the connection between knowledge management (KM) and process innovation (PI). Although these are popular themes in the literature on management innovation, there is not much discussions of these issues. On the one hand, KM has been treated as a managerial fad that is mainly focused on knowledge generation, dissemination, and utilization. Moreover, the advocates of KM seem to be concerned with building knowledge management systems (KMS). On the other hand, PI is regarded as an efficiency‐oriented process redesign and re‐engineering (or BPR), which seems to be nothing to do with KM. However, the case study of Samsung SDI shows that in the real world KM is deeply linked with PI. For illustrating the KM strategy of Samsung SDI, uses the term “PI‐based KM”. Sheds light on two points: the features of process knowledge can be studied in the sense that knowledge associated with process is dubbed “process knowledge”; and socio‐cultural features of KM should be illustrated in terms of knowledge transformation path in the information space.

Details

Journal of Knowledge Management, vol. 6 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 March 2006

Siu Loon Hoe

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little…

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1488

Abstract

The organizational behavior and knowledge management literature has devoted a lot attention on how structural knowledge processes enhance learning. There has been little emphasis on the informal knowledge processes and the construct remains undefined. The purpose of this paper is to highlight the importance of informal knowledge processes, propose a definition for these processes and link them to the socialization and internalization processes suggested by Nonaka and Takeuchi in the SECI model. The paper offers a fresh perspective on how informal knowledge processes in organizations help to enhance the organization’s learning capability. It will enable scholars and managers to have a better understanding of how informal knowledge processes promote tacit knowledge.

Details

International Journal of Organization Theory & Behavior, vol. 9 no. 4
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 1 June 2003

Intae Kang, Yongtae Park and Yeongho Kim

A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to…

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3240

Abstract

A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to generate and utilize knowledge, whereas contents management deals with knowledge contents themselves. Workflow, considered as a core component of process management, is to define and administer business processes automatically. A knowledge map is a representation tool to visualize knowledge sources and relationships among knowledge artifacts. Noting the crucial needs to integrate process management and contents management and recognizing that previous research has paid little attention to this issue, we propose a framework for developing a workflow‐based knowledge map. The proposed process‐perspective knowledge map takes the structure of processes and tasks defined in workflow into account. We then materialize the framework by developing a prototype and applying it to the car seat design process of the automobile industry. The integration represents an exploratory effort to combine process management and contents management.

Details

Business Process Management Journal, vol. 9 no. 3
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 18 July 2008

Josef Hofer‐Alfeis

The leaving expert (LX) is often regarded only as an issue for the retention of his or her knowledge for the business or organization. The purpose of this paper is to show

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3052

Abstract

Purpose

The leaving expert (LX) is often regarded only as an issue for the retention of his or her knowledge for the business or organization. The purpose of this paper is to show that a more comprehensive knowledge perspective reveals various issues and leads to different knowledge management (KM) remedies.

Design/methodology/approach

The paper approaches the topic from an instruments or process aspect as well as from a case study view. One of the remedies is described in depth based on considerable application experience: the Leaving Expert Debriefing, a planning and knowledge transfer process. The general approach of prophylaxis and/or bridgeover by excellent KM is also taken into consideration with an overview on useful KM detail processes or instruments.

Findings

The Leaving Expert Debriefing process based on a comprehensive perspective of knowledge has proven to be a useful planning and knowledge transfer instrument, especially when applied early enough. On the other hand, continuously furthered good KM solutions and processes considerably reduce risks in LX issues.

Practical implications

The paper offers many details, for the most part based on practical experience on how to successfully apply the Leaving Expert Debriefing process and what else KM can also contribute.

Originality/value

The Leaving Expert Debriefing process is described in detail showing that various knowledge transfer and development actions for the different forms of knowledge have to be defined and focused on strategically business‐critical knowledge areas. It is positioned as one of many KM remedies for the LX issue. Two quite different real‐life LX cases and KM applications for them are described: the LX as a knowledge vault versus a node in a knowledge network.

Details

Journal of Knowledge Management, vol. 12 no. 4
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 25 September 2009

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…

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3168

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.

Details

Journal of Technology Management in China, vol. 4 no. 3
Type: Research Article
ISSN: 1746-8779

Keywords

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