Process-Oriented Knowledge Management and Learning in Public Administrations

2020 ◽  
Vol 16 (1) ◽  
pp. 1
Author(s):  
Guglielmo De Angelis ◽  
Andrea Polini ◽  
Barbara Re ◽  
Antonia Bertolino ◽  
Andrea Sergiacomi
Keyword(s):  
Knowledge Management ◽  
Process Oriented

Integrated Modeling

2011 ◽  
pp. 420-430
Author(s):  
Thomas Hadrich ◽  
Ronald Maier
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Process Modeling ◽  
Business Strategy ◽  
Business Processes ◽  
Knowledge Work ◽  
Organizational Structures ◽  
Modeling Approaches ◽  
Information And Communication ◽  
Process Oriented

Modeling is a key task in order to analyze, understand, and improve business processes and organizational structures, and to support the design, implementation, and management of information and communication technologies in general and knowledge management systems (KMSs) in particular. Process-oriented knowledge management (Maier, 2004; Maier & Remus, 2003) is a promising approach to provide the missing link between knowledge management (KM) and business strategy, and to bridge the gap between the human-oriented and technology-oriented views (e.g., Hansen, Nohria, & Tierney, 1999; Zack, 1999). However, existing modeling approaches for business processes, including their extensions for KM, still lack concepts to support knowledge work, which is often unstructured, creative, and learning and communication intensive. Recently, the activity theory has been proposed to provide concepts to analyze knowledge work (e.g., Blackler, 1995), but it has not yet been integrated with business process modeling for designing KM initiatives and KMSs. The following sections analyze the characteristics of knowledge work, distinguish important perspectives for modeling in KM, and discuss extensions of process modeling approaches including activity modeling. Then, the process-oriented and the activity-oriented perspectives on knowledge work are compared and connected by means of the concept of knowledge stance.

Implementing process‐oriented knowledge management strategies

2003 ◽  
Vol 7 (4) ◽  
pp. 62-74 ◽  
Author(s):  
Ronald Maier ◽  
Ulrich Remus
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Management Strategies ◽  
Management Approach ◽  
Km Strategy ◽  
Current State ◽  
State Of Practice ◽  
Process Oriented ◽  
Four Levels ◽  
Strategic Perspective

Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

Knowledge Management Process-Oriented Strategy for Healthcare Organizations

2017 ◽  
Vol 13 (4) ◽  
pp. 73-89
Author(s):  
Nurhidayah Bahar ◽  
Shamshul Bahri
Keyword(s):  
Knowledge Management ◽  
Clinical Work ◽  
Teaching Hospitals ◽  
Healthcare Organizations ◽  
Private Hospitals ◽  
Km Strategy ◽  
Process Oriented ◽  
Clinical Departments ◽  
Doctors And Nurses

This article explores Knowledge Management (KM) practices among doctors and nurses in Malaysia. A total of 59 interviews were conducted with doctors and nurses from two hospitals. The data analysis employed in vivo coding and process coding techniques. The findings suggest a process-oriented strategy for managing knowledge among doctors and nurses in a clinical work environment. The development of this strategy can help the healthcare workers and management to evaluate and further improve their current KM practices. Additionally, this article adds another KM strategy to the literature that is tailored to supporting healthcare organization. Future studies may want to replicate the proposed strategy in different settings such as other clinical or non-clinical departments within the hospital, other public or teaching hospitals or private hospitals.

Sign in / Sign up

Export Citation Format

Share Document