The Use of Knowledge Management Systems to Support Knowledge Creation and Sharing Activities among Employees -- A Survey Based Study of IT Shared Services Company

2012 ◽  
Author(s):  
Angela Lee Siew Hoong ◽  
Tong-Ming Lim
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Systems ◽  
Shared Services ◽  
Knowledge Management Systems ◽  
Use Of Knowledge ◽  
Knowledge Creation And Sharing

Measuring the use of knowledge management systems in supply firms

2019 ◽  
Vol 23 (4) ◽  
pp. 426-441 ◽  
Author(s):  
Piera Centobelli ◽  
Roberto Cerchione ◽  
Emilio Esposito
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Practices ◽  
Service Industries ◽  
Field Analysis ◽  
Management Systems ◽  
High Tech ◽  
Knowledge Management Systems ◽  
Content Type ◽  
Use Of Knowledge

Purpose This paper aims to propose a taxonomic scheme of knowledge management systems (KMSs) and a set of technologies and managerial practices supporting supply firms in knowledge management processes. Design/methodology/approach Based on a field analysis involving a sample of suppliers operating in high-tech manufacturing and service industries, this paper investigates the use of KMSs in the sample investigated. Findings The paper shows that suppliers are generally reluctant to use updated and innovative KMSs replacing traditional ones. This gap confirms that suppliers have difficulties in facing rapid technological changes. The field analysis also points out that suppliers investigated perceive knowledge management mainly as an issue of knowledge transfer and knowledge storage while appear to be neglected the phase of knowledge creation. Originality/value Moreover, the paper highlights a misalignment between the intensity of use of knowledge management practices that support the phase of knowledge creation and knowledge management tools that should support such practices.

Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge

2008 ◽  
Vol 22 (2) ◽  
pp. 77-101 ◽  
Author(s):  
Holli McCall ◽  
Vicky Arnold ◽  
Steve G. Sutton
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Knowledge Acquisition ◽  
Reference Materials ◽  
Explicit Knowledge ◽  
Experimental Methodology ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Use Of Knowledge ◽  
The Impact

ABSTRACT: In an era where knowledge is increasingly seen as an organization's most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O'Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers' judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.

scholarly journals THE USE OF KNOWLEDGE MANAGEMENT SYSTEMS AND EVENT-B MODELLING IN A LEAN ENTERPRISE

2018 ◽  
Vol 10 (1) ◽  
pp. 40-53
Author(s):  
Ladislav Burita ◽  
◽  
Denisa Hrusecka ◽  
Michal Pivnicka ◽  
Pavel Rosman ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Lean Enterprise ◽  
Use Of Knowledge

Use of knowledge management systems: analysis of the strategies of Brazilian small and medium enterprises

2020 ◽  
Vol 24 (2) ◽  
pp. 369-394 ◽  
Author(s):  
Euro Marques Júnior ◽  
Jose Alcides Gobbo ◽  
Fernando Fukunaga ◽  
Roberto Cerchione ◽  
Piera Centobelli
Keyword(s):  
Knowledge Management ◽  
Small And Medium Enterprises ◽  
Reciprocal Relationship ◽  
The Other ◽  
Management Systems ◽  
Successful Implementation ◽  
Knowledge Management Systems ◽  
Content Type ◽  
Medium Enterprises ◽  
Use Of Knowledge

Purpose This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation. Design/methodology/approach Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors. Findings This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation. Research limitations/implications The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs. Practical implications This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools. Social implications SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations. Originality/value This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.

The Role of Fit in Knowledge Management Systems

2008 ◽  
pp. 2157-2177
Author(s):  
Peter Baloh
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Design Science ◽  
Theoretical Background ◽  
Management Systems ◽  
Evolutionary Information ◽  
Knowledge Management Systems ◽  
Organizational Setting ◽  
Processing Theory ◽  
It Support

While most organizations have deployed knowledge management systems (KMS), only a handful have been able to leverage these investments. Existing knowledge management (KM) research offered valuable insights on how to introduce KMS in a sense of innovation-diffusion, yet little guidance has been offered to KMS developers who need to decide on functionalities of a tool they are to introduce in a particular organizational setting. The goal of this paper is to propose theoretical background for design of IS that successfully support and enable decision making, which is seen as the ultimate form of knowledge creation and utilization. By using principles of the design science, design profiles proposed build upon works from organization and IS sciences, primarily the evolutionary information-processing theory of knowledge creation (Li & Kettinger, 2006) and the task technology fit theory (Zigurs & Buckland, 1998), the latter being amended for particularities of the KM environment. Proposed fit profiles suggest that one-size-fits-all approaches do not work and that organizations must take, in contrast with suggestions of extant literature, a segmented approach to KM activities and fitting IT support.

Exploring the Factors Influencing End Users' Acceptance of Knowledge Management Systems

2008 ◽  
pp. 351-373
Author(s):  
Jun Xu ◽  
Mohammed Quaddus
Keyword(s):  
Knowledge Management ◽  
Technology Acceptance ◽  
Reasoned Action ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Proposed Model ◽  
Continued Use ◽  
Acceptance Model ◽  
Use Of Knowledge ◽  
Practical Implications

This article develops a model of adoption and continued use of knowledge management systems (KMSs), which is primarily built on Rogers’ (1995) innovation stages model along with two very important social psychology theories—Ajzen and Fishbein’s (1980) theory of reasoned action (TRA) and Davis’s (1986) technology acceptance model (TAM). It presents various factors and variables in detail. Hypotheses are developed which can be tested via empirical study. The proposed model has both theoretical and practical implications. It can be adapted for application in various organizations in national and international arena.

Knowledge Management Success Models

2011 ◽  
pp. 32-40 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Memory ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Processes ◽  
The Past ◽  
Ict System ◽  
Service Components

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.

Knowledge Management Success Models

2010 ◽  
pp. 763-771
Author(s):  
Murray E. Jennex
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Organizational Memory ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Processes ◽  
The Past ◽  
Ict System ◽  
Service Components

Alavi and Leidner (2001, p. 114) defined knowledge management systems (KMSs) as “IT-based systems developed to support and enhance the organizational processes of knowledge creation, storage/retrieval, transfer, and application.” They observed that not all KM initiatives will implement an IT solution, but they support IT as an enabler of KM. Maier (2002) expanded on the IT concept for the KMS by calling it an ICT system that supported the functions of knowledge creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, distribution, retention, maintenance, refinement, evolution, access, search, and application. Stein and Zwass (1995) define an organizational memory information system (OMIS) as the processes and IT components necessary to capture, store, and bring to bear knowledge created in the past on decisions currently being made. Jennex and Olfman (2004) expanded this definition by incorporating the OMS into the KMS and adding strategy and service components to the KMS.

Sign in / Sign up

Export Citation Format

Share Document