Working Methods for Knowledge Management: Knowledge Networks

2021 ◽  
Author(s):  
Denise Bedford ◽  
Thomas W. Sanchez
Keyword(s):  
Knowledge Management ◽  
Knowledge Networks ◽  
Management Knowledge

scholarly journals Reviewing the Literature of The Associations among Knowledge Management, Knowledge Management Infrastructure, and Job Satisfaction

2019 ◽  
Vol 7 (1) ◽  
pp. 1-15
Author(s):  
Dmaithan Almajali ◽  
Musa AL-Lozi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Competitive Environment ◽  
Management Knowledge ◽  
New Knowledge ◽  
Effective Use

Knowledge, its effective use, and the acquisition of new knowledge are considered the only way organizations can sustain a competitive advantage in today’s highly competitive environment. This paper reviews the associations among knowledge management, knowledge management infrastructure, and job satisfaction.

A Critical Review of Organizing Knowledge Management for Innovation

2022 ◽  
Vol 8 (2) ◽  
pp. 7-15
Author(s):  
Asa Romeo Asa ◽  
Harold Campbell ◽  
Johanna Pangeiko Nautwima
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Diffusion Of Innovation ◽  
Business Intelligence ◽  
Network Dynamics ◽  
Knowledge Networks ◽  
External Knowledge ◽  
Knowledge Processes ◽  
Wide Range ◽  
Integrated Knowledge

This study critically reviews the literature that demonstrates the relevance of knowledge management process and business intelligence, as well as the challenges arising when it comes to organising for innovation in today’s business organisations. Hence, the to attain desired innovation it is important to integrate business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Hence, importance of integrating business intelligence (BI) and knowledge management (KM) for the diffusion of innovation. Organisations’ innovation dynamics and knowledge processes that lead competitive advantage of organisations are examined. Literature points that many organisations rely on individual employees’ knowledge and skills. As a result, information systems that enable knowledge management (KM) as a critical tool for gaining a competitive advantage (Campbell, 2012). The seminal argument in this study is that knowledge diffusion and knowledge externalities are the main drive of increase in economy. As a result, this is expected to be a win-win value proposition for such organisations integrating business intelligence and knowledge management. However, owing to changing business conditions and the rapidity of technological development, as well as the rising expenses involved with carrying out R&D operations in many of these organisations, maintaining competitive advantage through internal R&D alone is becoming increasingly challenging. The importance of innovation processes and network dynamics in the context of Integrated Knowledge Networks is explored, which provide feasible possibilities for utilising innovation as an interactive process as well as knowledge processes for creating business intelligence in organisations. Due to the challenges of organising for innovation, the organisations figured to rely on “Open innovation” approach to intentionally seek out unique knowledge and information outside of their organisational bounds. This study also discusses the challenges that organisations hurdle on in managing inter-organizational cooperation because of external knowledge sourcing techniques (Campbell, 2009). This is due, in part, to the fact that they span a wide range of organisations, people, and resources, as well as the interactions that exist between them. The creative processes and network dynamics are facilitated by an architecture that blends organisational and technical aspects in Integrated Knowledge Networks. Hence, the study focuses on twofold to sourcing external knowledge in particular: learning from international business environments and corporate venturing strategy for corporate incubators.

Enterprise Knowledge Preservation and Management

2014 ◽  
pp. 25-45
Author(s):  
Charalampos Chelmis ◽  
Vikram Sorathia ◽  
Viktor K. Prasanna
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Networks ◽  
Expert Opinions ◽  
Enterprise Social Networks ◽  
Social Metrics ◽  
Management Effort ◽  
Management Techniques ◽  
Knowledge Preservation ◽  
Collaboration Platforms

The decision making process in organizations is constantly evolving with expanding geographical boundaries and ever-changing technology landscape. A major part of decisions and deliberations now typically takes place in collaboration platforms like emails, enterprise social networks, discussion servers, chats, and conferencing services. These platforms contain problem solving insights, recommendations, best practices, expert opinions, and answers, and must be considered part of the organizational knowledge management effort. However, traditional knowledge management techniques do not sufficiently capture the hidden nuggets of knowledge buried in communication logs. In this chapter, the authors describe the need for a paradigm shift in knowledge management strategy and propose semantic social network analysis as a potential solution. They introduce the concept of social knowledge networks and describe knowledge algebra by defining rigorous social metrics. Finally, to demonstrate the applicability of the approach, the authors provide two case studies that lead to identification of experts and mining of best practices from informal communication at the workplace.

Knowledge of Management Tools and Systems in SMEs

2017 ◽  
pp. 180-203
Author(s):  
Adam Pawliczek ◽  
Miroslav Rössler
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Management System ◽  
Knowledge Management System ◽  
Competitive Intelligence ◽  
Management Tools ◽  
Research Results ◽  
Management Knowledge ◽  
Professional Business ◽  
The Competitiveness Of Enterprises

The chapter deals with knowledge management principles and their implication to knowledge in management represented by contemporary sophisticated management tools and systems. The most important management branches and methods, tools and systems, generally considered as very helpful for professional business operating, are presented. Further research results of management tools knowledge in contemporary enterprises are presented impacting the need of education and knowledge transfer in management responsible positions. The need of management knowledge for the competitiveness of enterprises is accented. Business and competitive intelligence as media for competitiveness are introduced. In the last part of the chapter, a model of the knowledge management system applicable in SMEs is suggested. The purpose of the chapter is to make the reader familiar with some of the most important management tools, methods and systems and suggest principles for an easy and effective knowledge management system in the enterprise.

Social Network Analysis

2011 ◽  
pp. 1460-1469
Author(s):  
David J. Dekker ◽  
Paul H.J. Hendriks
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Development Project ◽  
Knowledge Networks ◽  
Knowledge Processes ◽  
Social Network Structure ◽  
Product Development Project ◽  
Practice Knowledge

In knowledge management (KM), one perspective is that knowledge resides in individuals who interact in groups. Concepts as communities-of-practice, knowledge networks, and “encultured knowledge” as the outcome of shared sense-making (Blackler, 1995) are built upon this perspective. Social network analysis focuses on the patterns of people’s interactions. This adds to KM theory a dimension that considers the effects of social structure on for example, knowledge creation, retention and dissemination. This article provides a short overview of consequences of social network structure on knowledge processes and explores how the insights generated by social network analysis are valuable to KM as diagnostic elements for drafting KM interventions. Relevance is apparent for management areas such as R&D alliances, product development, project management, and so forth.

Social Aspects of Reverse Logistics and Knowledge Management

2016 ◽  
pp. 65-93 ◽  
Author(s):  
José G. R. Hernández ◽  
María J. García ◽  
Gilberto J. Hernández
Keyword(s):  
Knowledge Management ◽  
Reverse Logistics ◽  
Knowledge Creation ◽  
Logistic Model ◽  
Social Aspects ◽  
Knowledge Assets ◽  
Model Based ◽  
Management Knowledge ◽  
The Social

The main contribution of this chapter is the study of the generation and management knowledge, emphasizing the social aspects, from an area of the Logistic Model Based on Positions (LoMoBaP). The area to use is the Inverse logistics, which is integrated for the Reverse logistics manager, the Compilation and Reception manager and the Classification and use manager. The analysis will be done via dynamic knowledge, studying the upward spiral of knowledge creation, tacit to explicit to tacit. To do this will be constructed tables where the functions of these three positions will be identified and will be discussed, as these functions are involved in the process of management and generation of knowledge, following the processes of Socialization, Externalization, Combination and Internalization, simultaneously that are located in the Ba and knowledge assets are analyzed: Experimental, Conceptual Systemic and Routine Knowledge.

The Role of Knowledge Sharing on Organisational Innovation

2016 ◽  
pp. 406-429 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Causal Model ◽  
Organisational Learning ◽  
Organisational Innovation ◽  
Business Goals ◽  
Management Knowledge ◽  
Innovation Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.

scholarly journals Semantic knowledge networks in education

2020 ◽  
Vol 166 ◽  
pp. 10022
Author(s):  
Arnold Kiv ◽  
Vladimir Soloviev ◽  
Elena Tarasova ◽  
Tetyana Koycheva ◽  
Katrina Kolesnykova
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Basic Concept ◽  
Subject Area ◽  
Semantic Knowledge ◽  
Knowledge Networks ◽  
Knowledge Network ◽  
Area Model ◽  
The Subject ◽  
Topological Characteristics

The article is devoted to the modeling a semantic knowledge networks. The knowledge network is the basic concept of the problem of knowledge management. This is a new discipline that implements the principles of sustainable development of education. The method of constructing a semantic knowledge network allows us to analyze the connections between educational disciplines: “Economic Cybernetics”, “Algorithms and Programming” and “Calculus”. The paper compares the topological characteristics of the concept graphs related to various disciplines. We develop the algorithm to implement the subject area model in the form of a semantic knowledge network. 125 concepts are analyzed that provide optimal mastering disciplines and establish the connection between them.

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