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Knowledge Management:This is a knowledge management site covering the theories, frameworks, models, tools, and
supporting disciplines that are relevant to both the student and the practitioner. The goal of
this site is to provide a comprehensive overview of knowledge management by examining its
objectives, scope, strategy, best practices, knowledge management tools, and so on.
Knowledge management is essentially about getting the right knowledge to the right person
at the right time. This in itself may not seem so complex, but it implies a strong tie to
corporate strategy, understanding of where and in what forms knowledge exists, creating
processes that span organizational functions, and ensuring that initiatives are accepted and
supported by organizational members. Knowledge management may also include new
knowledge creation, or it may solely focus on knowledge sharing, storage, and refinement.
For a more comprehensive discussion and definition, see my knowledge management
definition.
It is important to remember that knowledge management is not about managing knowledge
for knowledge's sake.
The overall objective is to create value and to leverage, improve, and refine the firm's
competences and knowledge assets to meet organizational goals and targets. Implementing
knowledge management thus has several dimensions including:
Technology:
The
systems,
tools,
and
technologies
that
fit
the
Typically, failed initiatives have often placed an undue focus on knowledge management
tools and systems while neglecting the other aspects. This issue will also be addressed
throughout the site, and particularly in the knowledge management strategy section.
At this point, the articles presented on this site focus on the first five dimensions. Originally, I
had deemed the political dimension to be beyond the scope of this site, since it is not
something that is commonly tackled in KM literature. However, I will add a section on the
political aspect of KM in the future.
Throughout the site, I will explain and discuss known theories, occasionally contributing with
some of my own frameworks. I will also discuss the potential role of knowledge management
systems from a broad perspective, and in the section on KM tools I will provide specific
advice on this topic. I have tried to organize the site as logically as possible, moving from a
general introduction to knowledge and KM to introducing key subjects like organizational
memory, learning, and culture. The later sections discuss several models and frameworks as
well as knowledge management initiatives, strategy, and systems, before finally presenting an
overview of various tools and techniques.
Research Hypothesis.
Some hypotheses were formulated and tested with the data and information
gathered during the study.
The hypotheses include the following:
1. There will be a significant relationship between knowledge management
enablers and knowledge
Management performance.
2. Knowledge management process capability will jointly and independently
predict knowledge management Performance.
3. Organization provides better environment for improving work knowledge of
the employee in the globalized market.
References List:
http://dx.doi.org/10.2307/3250961
Ahn, J.H. and Chang S.G. (2004), 'Assessing the contribution of knowledge to
business performance: the KP3 methodology', Decision Support Systems, no. 36, pp.
403 416.
Alavi, M., and Leidner, E.D. (2002). Knowledge Management and Knowledge
Systems. In Barnes Stuart (ed) Knowledge Management Systems: Theory and
Practice, Thomsen Learning 2002
Al-Hakim, L.A.Y. and Hassan, S. (2011), 'The role of middle managers in knowledge
management implementation for innovation enhancement', International Journal of
Innovation, Management and Technology, vol. 2, no. 1, pp.86-94.
Allameh, S.M., Zare, S.M., and Davoodi, S.M.R. (2011) 'Examining the Impact of
KM Enablers on Knowledge Management Processes', Procedia Computer Science,
vol 3, pp. 1211-1223.
Argrys, C.,& Schon, D., (1996) Organizational Learning II - Theory, Method, and
Practice, Addison-Wesley Publishing Company.
Bali, R., Wickramasinghe, N., & Lehaney B. (2009) Knowledge management primer,
London : Routledge.
Bebensee, T., Helms, R., and Spruit, M. (2010), "Exploring Web 2.0 Applications as a
means of Bolstering up Knowledge Management", in David Gurteen (ed. 2012),
Leading Issues in Social Knowledge Management (pp. 22 41). Academic Publishing
International Limited.
Benassi, M., Bouquet, P., and Cuel, R. (2002), ' Success and Failure Criteria for
Knowledge Management Systems ', Vol. 0212-32. EDAMOK Project, ITC-IRST.
Botha A, Kourie D, & Snyman R, (2008), Coping with Continuous Change in the
Business Environment, Knowledge Management and Knowledge Management
Technology, Chandice Publishing Ltd.
Brown, J.S. & Duguid, P., (1991) Organizational Learning and Communities of
Practice. Toward a Unified View of Working, Organization Science vol.2, no.1.
Brown, J.S. & Duguid, P., (1991) Organizational Learning and Communities of
Practice. Toward a Unified View of Working, Organization Science vol.2, no.1, pp.
40-57.
Brown, J.S. & Duguid, P., (1998), Organizing Knowledge, California Management
Review vol. 40, no.3
Carlucci, D., Marr, B., and Schiuma, G. (2004) 'The knowledge value chain: how
intellectual capital impacts on business performance', Int. J. Technology Management,
Vol. 27, No. 6/7, pp.575590.
Chen., C., Huang, J. (April 2007) How organizational climate and structure affect
knowledge management-The social interaction perspective. International Journal of
Information Management. Volume 27, Issue 2, April 2007, Pages 104-118
Choi, B., & Lee, H., (2000). Knowledge Management Enablers, Processes, and
Organizational Performance: An Integration and Empirical Examination,
http://cis.kaist.ac.kr/Research/file/128.pdf
Chong, S.C., Choi, Y.S. (2005) 'Critical Factors in the Successful Implementation of
Knowledge Management', Journal of Knowledge Management Practice, [Electronic],
June, available: http://www.tlainc.com/articl90.htm