Model of measuring the influence of Knowledge Management system to IT complaints, case study in telecomunication company

2016 ◽  
Author(s):  
Sulistyo Heripracoyo ◽  
Fenny Meilia ◽  
Candra Ronny ◽  
Umar Eko Prasetyo
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System

Retaining Organizational Knowledge: A Case Study of an Australian Construction Company

2002 ◽  
Vol 01 (02) ◽  
pp. 119-129 ◽  
Author(s):  
Lesley Pek Wee Land ◽  
Malcolm Land ◽  
Meliha Handzic
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Management System ◽  
Future Research ◽  
Construction Company ◽  
Concrete Form ◽  
Structure Knowledge

Few would refute the importance of harnessing organizational knowledge — for reuse, learning, and process improvement. Once retained in a concrete form, knowledge becomes less fragmented and more easily accessible and useable. Such a knowledge management system indeed becomes a source of competitive advantage for an organization. The key to achieving this is by retaining the existing organizational knowledge so that we do not have to rely solely on available expertise. A number of knowledge management frameworks exist which help us to classify and structure knowledge. No single framework dominates, because different organizations have different needs depending on factors such as culture and business processes. At the same time, there is a lack of case studies on how organizations create or operate such a knowledge management system. In this paper, we present a case study of a knowledge management system used in a specific context — an Australian construction company. The study shows that, at least in this particular context, a knowledge management system can operate only where it does not interfere with the existing workflow of the organization. Furthermore, the importance of retaining valuable tacit knowledge is emphasized. We also discuss the implications for future research and practice.

Keeping the Flame Alive

2011 ◽  
pp. 112-122
Author(s):  
Eliot Rich ◽  
Peter Duchessi
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System

This case study looks at how to keep a knowledge management initiative going after it has been successful for a couple of years. This organization found that continuously measuring benefits from the knowledge management system and keeping the knowledge in the system fresh and relevant were key to long-term success. However, achieving this was difficult as improving quality added more work to the already-busy managers and measuring worth was difficult.

The Challenges of Building a Knowledge Management System for Local Collaboration

2011 ◽  
pp. 281-297
Author(s):  
Yu-Che Chen ◽  
Kurt Thurmaier
Keyword(s):  
Knowledge Management ◽  
Local Governments ◽  
Management System ◽  
Knowledge Management System ◽  
Management Support ◽  
Development Team ◽  
Party Development ◽  
Management And Development ◽  
And Migration

This chapter provides a case study of building a knowledge management system for collaboration between local governments. It describes the management and development of such a system including Web sites and online search and submission of collaborative agreements. It also stresses the importance of coordination and management support for a multi-party development team. Data quality assurance should also be an integral part of the data collection and migration from a paper-based to an electronic system. The authors hope to shed light on the interrelated components of building a knowledge management system on collaboration. Moreover, the ?ndings of the case study inform the practice of managing a multi-party development team.

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