Strategy and K.M

What future knowledge management users may expect Download article Karl M. Wiig Journal of Knowledge Management | 1999 Submitted by nicolas Narrative and social tacit knowledge Download article Charlotte Linde Journal of Knowledge Management, Vol. 5 - No. 2, pp 160-170 | 2001 Submitted by nikos This paper discusses the role of narrative in the expression and transmision of social knowledge as a specific type of tacit knowledge. Narrative is a central mechanism by which social knowledge is conveyed. Narrative provides a bridge between the tacit and the explicit, allowing tacit social knowledge to be demonstrated and learned, without the need to propositionalize it. Institutions can best maintain their stock of stories by providing occasions on which they can be told. Archival systems such as databases, lessons learned systems, and video records are less effective, particularly when they attempt to store records or transcripts of oral stories. The implementation gaps for the knowledge management system Download article Chinho Lin and Shu-Mei Tseng Industrual Management and Data Systems, Vol. 106 No. 2 | 2006 Submitted by terry This paper proposes a fully holistic framework of the "Knowledge Manageent Gap" to demonstrate the management gaps that might occur when implementing the knowledge management system. The study inentifies the reason for knowledgement gaps and demonstrates several fundamental approaches to avoid them. Connective actions are proposed to enhance the success of the implementation of the knowledge management systems. Knowledge Creation in Organizations: Exploring Firm and Context Specific Effects Download article C.W. Soo, T.M. Devinney, and D.F. Midgley INSEAD R&D | 2002 Submitted by terry This paper investigates factors contributing to organizational knowledge creation, incorporating various concepts from the leterature such as social network theory, absorptive capacity and organizational learning. Case studies, utilizing both quantitative and qualitative methods, on five organizaitona are conducted with the objective of determining whether effects on knowledge creation are firm specific or related to the nature of the firm's problem solving process. The results reavealed several contributing factors (i.e., knowledge sourcing, creativity and consensus) that were independent of firm and context. However, firm differences in informal networking and absorptive capacity had significant effects, while in efficient problem solving contexts, the impact of the level of consensus was magnified. These results present significant theoretical and empirical contributions towards the knowledge management and strategy literature, while providing recommendations for managers to enhance knowledge creation in organizations. Knowledge management strategy and its link to the knowledge creation process Download article Byouggu Choi and Heeseok Lee Korea Advanced Institute of Science and Technology | 2002 Submitted by terry Knowledge is considered to be of utmost importance as a valuable stretegic asset in order to provide competitive advntages. If a business is to flourish a constant need for knowledge is necessary. Knowledge management strategies can be categorized as being either human or system oriented. This paper proposes a model to illustrate the link between the strategies and its creating process. The model is derived on the basis of samples from 58 Korean firms. The model depicts how companies should align strategies with four knowledge creation modes such as socialization, externalization, combination, and internalization. An empirical investigation of KM styles and their effect on corporate performance Download article Byounggu Choi, Heeseok Lee Information and Management Vol. 40 | 2003 Submitted by terry For years, companies have strived to manage knowledge more effectively, the primary motivation being improved business performance. However, not all knowledge management (KM) styles may be equally effective. This paper analyses how various KM styles affect performance. Fifty-four firms were selected as the sample base for an empirical test. The test results are presented here. It was found that KM methods can be categorized into four styles: dynamic, system-, human-oriented, and passive. The emphasis of the dynamic style is on both (i) knowledge reusability through information technologies and (ii) knowledge sharing through informal discussions among employees. This dynamic style results in higher performance. Human- and system oriented styles do not show any difference in terms of corporate performance; the passive style is less effective. This outcome is in line with previous observations that both tacit and explicit knowledge are important in capitalizing on corporate knowledge. Knowledge strategies, firm types, and complementarity in human-resource practices Download article Keld Laursen and Volker Mahnke Copenhagen Business School, | 2000 Submitted by terry This paper argues that complementary human resource practices play an important role in the development of a knowledge-based theory of firm differences. This paper addresses this gap by investigating the impact of firm type, knowledge strategies pursued, and external linkages on the application of complementarity human resource practices in a multisectoral sample of 684 manufacturing and 1,216 non-manufacturing firms. Wedevelop hypotheses from the knowledge-based perspective, the theory of complementarity, and the strategic human resource literature. The results support prior findings about complementarity between human resource practices, but complementarity effects differ in strength. The use of Business Knowledge Modelling for Knowledge Discovery in the Banking Sector Download article Panos Kardasis, Peri Loucopoulos, Bob Scott, Despina Filippidou, Rogan Clarke, Benkt Wangler, 4 Giota Xini Department of Computation UMIST, UMIST, Datel Advanced Systems, Department of Computer Systems, and Pliroforiki S.A. | 2004 Submitted by terry The European banking marketplace has recently undergone several changes that cause banks to reengineer their legacy information systems. This paper describes an approach to business knowledge modelling in order: (a) to capture both current and future business functions, objectives, and aspirations for using legacy systems; (b) to analyse the way the current legacy systems and data are used; (c) to capture and maintain discovered knowledge, in order for a bank to make more accurate decisionmaking; and (d) to integrate both domain and discovered business knowledge effectively. Strategic Knowledge Management: A Research Agenda Download article Bo Bernhard Nielsen Copenhagen Business School | 2000 Submitted by terry This paper aims at identifying a new research agenda for knowleege management by challening the existing paradigms within strategic management. By outlining the main strategic management perspectives in contemporary bsiness literature and combining them with current knoweldge management perspective, an indication of the evolution of research pertaining to strategic knowledge management emerges. The paper concludes by offering a new, more dynamic perspective of knowledge management, focusing on the synergies of knowledge-related capabilities in explaining the formation and economic justification of strategic integrative arrangements. European Guide to Good Practice in Knowledge Management Download article Neill Allan, Manon van Leewen Performance Group, FUNDECYT | 2003 Submitted by terry This paper focuses on culture which is the most important factor in successfully managing knowledge. It looks at what culture is, how it develops and how you can work with it to ensure your KM programme is successful. It also gives some answers to how to get the support and active inolvement of the members of the organisation, how to organise for the implementation of KM, and how to get the appropriate climate for KM implementation. Knowledge management strategy and its link to knowledge creation process Download article Byounggu Choi, Heeseok Lee Expert Systems with Applications Vol. 23 | 2002 Submitted by terry Knowledge has become to be considered as valuable strategic assets that can provide proprietary competitive advantages. It is more important for companies to distinguish themselves through knowledge management strategies. Without a constant creation of knowledge, a business is condemned to poor performance. However, it is still unclear how these strategies affect knowledge creation. Knowledge management strategies can be categorized as being either human or system oriented. This paper proposes a model to illustrate the link between the strategies and its creating process. The model is derived on the basis of samples from 58 Korean firms. The model depicts how companies should align the strategies with four knowledge creation modes such as socialization, externalization, combination, and internalization. It is found that human strategy is more likely to be effective for socialization while system strategy is more likely to be effective for combination. Furthermore, the survey result suggests that managers should adjust knowledge management strategies in view of the characteristics of their departments. q 2002 Elsevier Science Ltd. All rights reserved. Practical Techniques for Complex Knowledge Transfer: A Case Study Download article Patrick Lambe Principal Consultant, Straits Knowledge | 2004 Submitted by terry Knowledge Management practice is heavily preoccupied by the problems, processes and technologies associated with explicit knowledge transfer. However, much of the most important knowledge to organizations resides in the heads and abilities of people, and is extremely difficult to transfer. This article reports on a research project that was focused on using practical techniques for eliciting and representing a particular form of complex, tacit knowledge described as “knowing as sensing”. It outlines the processes and methods used in the project to build realistic, complex and ambiguous case studies for businessmen who want to acquire greater sensitivity to the China business environment, using the input of experienced China hands. A technique for facilitating the final stage of knowledge transfer, internalisation, is as described. Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study Download article Afsoun Hatami, Robert D. Galliers, and Jimmy Huang Proceedings of the 36th Hawaii International Conference on System Sciences | 2003 Submitted by terry Two forces that dramatically affect the sustainability of firms’ competitive advantage in the new competitive landscape have been identified as globalization and information and communication technologies (ICTs), Porter, 2001). Organizations often rely on acquired knowledge from past experiences to make higher quality decisions on business strategies for better future performance. In this context, Knowledge Management (KM) and Organizational Memory (OM) become a central issue to the effectiveness of strategic decision-making and organizational performance. This paper examines the relationship between the (re)use of knowledge/organizational memory (OM) and the effectiveness of strategic decision-making in devising corporate strategies. As part of an exploratory case study approach, a number of interviews are being conducted among top executives at a multi-national firm. As a framework, the components of the modified version of McLean’s IS Success Model by Jennex & Olfman (2002) are being used to examine for the impact of knowledge strategy and technological resources, along with the impact of individuals and members from wider organizational context on strategic decision making processes. The Role of Work-Based Learning Methodologies in the Development of Life-Long Engineering Education in the 21st Century Download article George R. Burns and Colin U. Chisholm Global J. of Engng. Educ., Vol.7, No.2 | 2003 Submitted by terry This article examines education in the 21st century which deals with themes such as life-long learning. This refers to Continuous Professional Development (CPD), wider access routes for non-traditional students, the development of knowlege workers and the role of tacit knowledge and skills which are associated with emotional intelligence (EQ-i). The article examines each of these themes in the context of engineering education and proposes a set of key issues for each theme that reflects its ocntribution to the development of students and practicing engineers. Small Companies Also Need Knowledge Management Download article Dr. Ann Hylton KEKMA - Knowledge Management Auditors | 2002 Submitted by terry This article refers to knowledge management and how necessary it is for large firms but also for smaller companies. There an erroneuos belief that smaller-sized companies are not ready for knowledge management and/or do not need it. Small and medium-sized companies can no longer excuse their tardiness or procrastination where implementation of knowledge management is concerned. Developing a Knowledge Strategy Download article Michael H. Zack California Management Review, Vol. 41, No. 3, | 1999 Submitted by terry This article, using examples from several companies, provides a framework for making that link and for assessing an organization’s competitive position regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledge-based SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy. It provides a framework for describing the degree of aggressiveness of a knowledge strategy for closing strategic knowledge gaps, and concludes with several implications for competing on knowledge. Developing a knowledge management strategy Download article Step Two Designs Pty Ltd | 2004 Submitted by terry Organisations are facing ever-increasing challenges, brought on by marketplace pressures or the nature of the workplace. Many organisations are now looking to knowledge management (KM) to address these challenges. Such initiatives are often started with the development of a knowledge management strategy. To be successful, a KM strategy must do more than just outline high-level goals such as ‘become a knowledge-enabled organisation’. This article addresses a number of common situations that are widely recognised as benefiting from knowledge management approaches.