The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Article

Visual Tools within MaKE — A Knowledge Management Method  pp28-36

Peter Sharp, Alan Eardley, Hanifa Shah

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

This paper focuses on the practical significance of visual tools in Knowledge Management (KM) and Information Systems (IS) development in the context of the development of MaKE, a KM method. Visual tools are used extensively in KM and IS. However, this paper identifies a dilemma in the use of visual tools and examines how this dilemma was addressed during the development of some visual tools in MaKE. A brief description of MaKE is provided before visual tools are presented and discussed. The visual tools are called the Knowledge Targets Pyramid, Knowledge Tree, Knowledge Block, and the Linking Overview which are used to help present outcomes. They were reviewed and analysed in workshops in a major UK Fast Moving Consumer Goods manufacturer. The authors suggest that the findings of this research are relevant to visual tools used as part of KM methods and frameworks and that if certain guidelines are borne in mind, visual tools are very helpful for understanding and communicating, in a short time frame, relatively complex phenomena. Within the context of MaKE the Knowledge Targets Pyramid, Knowledge Block, and the Linking Overview do this more effectively than the Knowledge Tree.

 

Keywords: Knowledge Management method, action research, visual tools

 

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Journal Article

Knowledge Value Chain: Implementation of new Product Development System in a Winery  pp77-90

Hong Kun Wong

© Jun 2010 Volume 2 Issue 1, Editor: Charles Despres, pp1 - 90

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Abstract

The paper discusses the positive influence that knowledge creation exerts over organizational performance in regard to collaborative learning environmental and quality uncertainty. The paper shows the Knowledge Value Chain (KVC) would be the best means of expressing the environment and quality condition into corporation rather than the normal value chain and the former is thus becoming more important and significant method of implementation. The Knowledge Value Chain (KVC) will be worked as a model of the knowledge management framework. In a sense, KVC will provide more details how being incorporated with the environmental factors to success the corporation requirements. Eventually, KVC will also discuss how it enabled the corporation improve and develop the most competitive advantage position. As such, it will be widely used worldwide in future as an effective means of corporation management and sustainable development.

 

Keywords: Knowledge value chain, knowledge management, action research, new product development, alcoholic dinks industry, Australia

 

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Journal Article

Uncovering a KMSD Approach from Practice  pp123-134

Aboubakr A. Moteleb, Mark Woodman

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

There is no credible methodology for knowledge management systems development (KMSD). We report on a KMSD approach that has emerged from an investigation based on action research and grounded theory into a number of business problems experienced by organizations. The KMSD approach is highly participatory, requiring full involvement of members of an organization. It has three interacting aspects: envisioning knowledge work behaviour, design of knowledge management system (KMS), and exploring technology options for supporting the KMS. In the first of these aspects, challenges and opportunities in an organization's current situation are analysed and an improved situation is envisioned to expose knowledge concepts and their properties. In the second, a logical design of a KMS is produced using knowledge entities, knowledge flows and knowledge interfaces; the design is guided and constrained by an organization's structure, culture, and resources. The third aspect is to do with introducing appropriate IT into KMS design, integrating organizational, social and technological aspects of the system. The paper describes this KMSD approach and how it emerged from both practical and theoretical investigation.

 

Keywords: knowledge management, knowledge management systems, knowledge management systems development, social network technologies, organizational improvement, action research, grounded theory, small and medium enterprises, SMEs

 

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Journal Article

The Knowledge‑Based Foundations of Organisational Performance Improvements: An Action Research Approach  pp333-344

Giovanni Schiuma, Daniela Carlucci

© Nov 2010 Volume 8 Issue 3, Editor: David O'Donnell, pp267 - 344

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Abstract

The strategic and management literature grounded on the resource and knowledge based view of the firm, has widely outlined the importance of knowledge assets in a company’s value creation. However, despite acknowledgment of the strategic relevance of knowledge assets and their management for driving organizational performance improvement, there is still a lack of suitable approaches to disentangle, explain and assess how knowledge assets support the achievement of a company’s strategic outcomes. The paper investigates the role and relevance of knowledge assets in a company’s performance improvement and provides some approaches, tools and managerial suggestions regarding the leveraging knowledge assets as value drivers for improving organisational performance. Methodology: The study is based on action research methodology. Findings: This paper highlights the role and relevance of knowledge assets as critical factors to manage for improving a company’s performance. In particular, integrating the results of an action research project with the main insights from a literature review, the paper provides some approaches, tools and managerial suggestions mainly regarding: i) the identification and mapping of knowledge assets to be managed in order to improve performances; ii) the choice and the design of knowledge assets management initiatives; iii) the evaluation of the performance improvement gained by the implementation of knowledge assets management initiatives. Research limitations: The paper investigates the leveraging knowledge assets for a company’s performance improvement in a specific context of analysis, i.e. the New Product Development (NPD) process. In order to have a more holistic view of the interactions between knowledge assets and company’s value creation mechanisms, an extension of the investigation to other organisational processes is required. Moreover, to generalise the research’s results, several applications in different industries and the use of different research methodologies are required. Practical implications: The paper, on the basis of theoretical and empirical insights, provides four managerial practices which managers might use in order to design and implement knowledge assets management initiatives aimed to support the improvement of company’s performances. Originality/value: The paper provides more light on how knowledge assets and complementarities among them enhance organization’s performances and provides approaches, tools and managerial suggestions for supporting managers in developing and leveraging knowledge assets. Especially the proposed approaches and tools intended to provide managers with information to assist them to allocate their managerial efforts to the knowledge assets with significant impact on performance.

 

Keywords: knowledge assets, new product development, performance improvement, knowledge assets management, action research.

 

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Journal Article

Academic Vocational Training: Bridging the gap Between Educational Space and Work Space  pp168-180

Soren Willert, Hanne Dauer Keller, Nikolaj Stegeager

© Apr 2011 Volume 9 Issue 2, ICICKM 2010 special issue, Editor: W.B. Lee, pp85 - 180

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Abstract

Danish society puts a high value on education which is traditionally seen as a crucial vehicle for development in all spheres of social and economic life. Large sums are spent on work‑related adult learning, an important example being academically based masters programs. Yet, the actual effects of such educational investment in terms of improved workplace efficiency remain obscure both with respect to the organization and the individual. The three authors of this article are all involved in planning, managing and teaching at masters programs at Aalborg University, Denmark. Programs are carefully designed with a view to strengthening the link between the educational space (the curriculum and academic priorities) and the students’ habitual working environment (the organizations from which they come). Starting from a theoretical viewpoint based on traditional learning theory, supplemented by research in the field of transfer of training, as well as on Donald A. Schön’s classic work on practicum as a crucial component in the training of practitioners, our article presents, and illustrates with examples, a framework for designing educational programs which can help make academic teaching relevant to production‑oriented life in organizations. The article may be read as a statement from which criteria for evaluating the said masters programs can be generated.

 

Keywords: innovative teaching, educational partnerships, workplace development, transfer of training, practicum, reflective practitioner, Action Research, organizational coaching

 

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Journal Article

The Dissemination and Adoption of Knowledge Management Practices Behavioural Model  pp131-142

Raul M. Abril

© May 2007 Volume 5 Issue 2, ICICKM 2006, Editor: Dan Remenyi, pp131 - 254

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Abstract

Moving a global consulting organisation from an attitude based on individuals' "knowledge is power" to the advocated principles of knowledge sharing is a challenge that requires facilitation. This paper studies a real global consulting organisation that recognised that important firm resources like processes, technology and capital were not enough in order to drive the required attitudinal change. Details are presented about the lessons learned from a couple of unsuccessful past knowledge management programs and from a successful implementation of a knowledge enablement program involving agents as facilitators of attitudinal change. Some of the lessons learned were that (i) action research components were of help harvesting knowledge assets from tacit knowledge, (ii) perceived value moderates the motivation of associates to participate in the knowledge enablement program, and (iii) knowledge practice owners should perform their agentic task as consultants. A topic for discussion is if the prior knowledge of knowledge practice owners on a given knowledge domain is a requirement to facilitate an attitudinal change.

 

Keywords: driving attitudinal change, knowledge practice owners, ethnography, knowledge enablement, global consulting organisation, action research

 

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Journal Article

Collaborative Development of Knowledge Representations — a Novel Approach to Knowledge Elicitation and Transfer  pp55-62

Alexeis Garcia-Perez, Robert Ayres

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

Knowledge Management (KM) initiatives are driven by the need to preserve and share knowledge, in particular tacit knowledge that experts have built up in the course of doing their jobs. Such initiatives require key experts to be identified and their knowledge elicited. However, knowledge elicitation generally runs into a number of communication and motivational problems. These are well known in domains such as expert systems but it is only more recently that KM practitioners have become aware of them. Standard KM approaches separate the elicitation and, possibly, encoding of knowledge from its subsequent sharing. This paper outlines an approach where elicitation and transfer, and possibly also creation, are carried out in one process. This involves identifying key experts and stakeholders. These two groups then work together to develop a representation of the experts' domain knowledge. The role of the KM specialist thus becomes one of facilitation rather than elicitation. This approach has a number of advantages. It is more likely to engage the interest of experts and so avoid some of the motivational problems that are commonly encountered in knowledge elicitation. It does not rely on knowledge management specialists who do not share the experts' language, to capture and record their expertise. In particular the approach helps overcome the perceptual biases of domain experts. It is well known that perception is often selective and that judgements can be anchored on false premises. Experts are not immune from these biases but they are more likely to be eliminated as a result of the critical dialogue that occurs between experts and stakeholders using our approach. Our approach has been developed in the course of an action research project with a major engineering company. Staff who worked on a help desk had particular expertise which was of interest to other departments, such as design and production. The research data gathered was necessarily qualitative since the focus of concern was on the richness of transfer achieved. Early results suggest that communication or motivation problems encountered by conventional approaches are avoided and that a richer transfer of knowledge results. In particular it helps to identify and capture relevant tacit knowledge. The resulting representation may also form the starting point for a knowledge base which will be available to a wider community.

 

Keywords: knowledge elicitation, knowledge creation, knowledge sharing, knowledge transfer, action research

 

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Journal Article

The Concept of Knowledge in KM: a Relational Model  pp145-154

Colin Reilly

© Apr 2009 Volume 7 Issue 1, ECKM 2008, Editor: Roy Williams, pp1 - 198

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Abstract

This paper reports progress in research into the applicability of the knowledge management (KM) paradigm to third sector organizations. Case studies and an action research project are described. Although KM techniques are in use, resource priorities, program funding, and dispersed authority inhibit KM in these organizations. There is little intentional consideration of the relationships between the values held by these organizations and the data gathered from experience. A relational knowledge domain model is proposed that shows how knowledge is derived from observing real or imagined universes, is stored in knowledge artifacts, and is operated on by natural and designed processes to realise future states of the universe being observed. This model is intended to promote a more holistic approach to knowledge and its management in values driven organizations but can be applied in any organization or community of practice.

 

Keywords: knowledge, organizational knowledge, knowledge management frameworks, nonprofit organizations, third sector organizations, case study, action research

 

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