scholarly journals INFOSYS: MEETING THE KNOWLEDGE MANAGEMENT CHALLENGE

10.28945/2132 ◽  
2015 ◽  
Vol 4 ◽  
pp. 02
Author(s):  
Kaushal Chari ◽  
Grandon Gill
Keyword(s):  
Knowledge Management ◽  
Vice President ◽  
It Services ◽  
Personnel Costs ◽  
Software Products ◽  
Develop Software ◽  
Market Trends ◽  
Knowledge Manager ◽  
Management Challenge

Dr. J. K. Suresh, Vice President and Principal Knowledge Manager at Infosys Limited (Infosys), pondered a question that continually needed to be addressed, but never could be truly answered. For a number of years, he had been responsible for overseeing the internal knowledge management (KM) activities of the large, global IT-services company, headquartered in Bangalore, India. The existing system was widely recognized—in case studies, articles and books—for its excellence. But the company, whose revenues for FY 2013 were in excess of $7 billion, was evolving rapidly in its business model. What changes to the KM system, if any, would improve the company’s ability to move its services to the next level? The particular challenge of greatest long term interest was presented by the company’s Products, Platforms, and Solutions (PP&S) operations, seen by many at Infosys as being crucial to the firm’s long term prosperity. Margins on the offshoring of support and routine development activities—the business that had been the bread-and-butter of Infosys as it grew—were becoming narrower, squeezed both by increasing competition and by rising personnel costs in countries like India. An important remedy to this pressure was to develop software products that the company could sell to its customers as part of a larger package, building an asset category that did go home every night. For KM to benefit these PP&S activities, however, a substantially different focus would likely be required. Traditionally, KM at Infosys had been inward focus, facilitating the exchange of code and experience between the company’s employees, currently numbering over 150,000. Where KM could be of greatest help to PP&S, would be in looking outward—e.g., identifying market trends and desirable features, capturing customer experiences, developing sales strategies, finding market niches. Could a system that was designed principally for internal use later be modified for these purposes? Or would it make more sense to build a new system from the ground up? And what might such as system look like?

Collaborative knowledge management for long-term research sites

1999 ◽  
Vol 75 (3) ◽  
pp. 491-496 ◽  
Author(s):  
Alan J. Thomson ◽  
Al Mitchell
Keyword(s):  
Knowledge Management ◽  
World Wide Web ◽  
World Wide ◽  
Web Based ◽  
Face To Face ◽  
Software Products ◽  
The Pacific ◽  
Experimental Resolution ◽  
Collaborative Knowledge Management

Collaboration is a feature of all stages in the development and implementation of long-term research sites, and has traditionally occurred through the medium of face-to-face meetings. However, the recent development of Groupware software products permits collaboration and knowledge management over the Internet. A range of World Wide Web-based systems currently in operational use at the Pacific Forestry Centre are reviewed in terms of their capacity for knowledge management and their ability to facilitate collaboration. The manner in which the systems integrate World Wide Web and database technologies is described. We present a description of a prototype knowledge management system to facilitate dynamic, web-based collaborative construction of concept graphs and relationships. These will help researchers reach consensus on concepts and assumptions, make differences explicit to facilitate experimental resolution, and elicit knowledge from researchers external to the project. Key words: World Wide Web, java applets, perl, database

Semantic Desktop for the End-UserSemantic Desktop für Anwender

i-com ◽  
2009 ◽  
Vol 8 (3) ◽  
pp. 25-32 ◽  
Author(s):  
Gunnar Aastrand Grimnes ◽  
Benjamin Adrian ◽  
Sven Schwarz ◽  
Heiko Maus ◽  
Kinga Schumacher ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Personal Knowledge ◽  
Term Study ◽  
The Core ◽  
Personal Knowledge Management ◽  
Long Term Study ◽  
Core Components

AbstractThis article describes the Semantic Desktop. We give insights into the core services that aim to improve personal knowledge management on the desktop. We describe these core components of our Semantic Desktop system and give evaluation results. Results of a long-term study reveal effects of using the Semantic Desktop on personal knowledge work.

Management of Climate Threat and External Forces Based on Knowledge Management

2015 ◽  
Author(s):  
Jaime Hernán Aristizábal Ceballos ◽  
Janeth Andrea Rojas Martínez
Keyword(s):  
Knowledge Management ◽  
Transmission Lines ◽  
Vice President ◽  
External Forces ◽  
Made In

Geotechnical conditions in Colombia make the Weather-related and Outside Force Threat one of the principal threats to take into account in managing hydrocarbon transmission lines. This, along with the rotation of the personnel who support the management of this threat nationwide, has led the office of the Vice-president for Transportation and Logistics (VIT) at Ecopetrol S.A. to implement a knowledge assurance strategy that will ensure the sustainability of efforts in geotechnical matters made in recent years. This paper presents the experience of how it has been possible for management of the Weather-related and Outside Force Threat, by the office of Vice-president for Transportation and Logistics of Ecopetrol S.A., to be strengthened by proposing a prospective scenario of sustainability and knowledge that for five years has been contributing to strengthening the acquisition of knowledge and the management of the threat itself.

The Role of Knowledge Management (KM) in Aged Care Informatics

Big Data ◽  
2016 ◽  
pp. 1668-1686
Author(s):  
Margee Hume ◽  
Craig Hume ◽  
Paul Johnston ◽  
Jeffrey Soar ◽  
Jon Whitty
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Aged Care ◽  
Social Infrastructure ◽  
Care Giving ◽  
Aged Care Facilities ◽  
Definition Of

Aged care is projected to be the fastest-growing sector within the health and community care industries (Reynolds, 2009). Strengthening the care-giving workforce, compliance, delivery, and technology is not only vital to our social infrastructure and improving the quality of care, but also has the potential to drive long-term economic growth and contribute to the Gross Domestic Product (GDP). This chapter examines the role of Knowledge Management (KM) in aged care organizations to assist in the delivery of aged care. With limited research related to KM in aged care, this chapter advances knowledge and offers a unique view of KM from the perspective of 22 aged care stakeholders. Using in-depth interviewing, this chapter explores the definition of knowledge in aged care facilities, the importance of knowledge planning, capture, and diffusion for accreditation purposes, and offers recommendations for the development of sustainable knowledge management practice and development.

Knowledge Management Software

2010 ◽  
pp. 738-749
Author(s):  
Rodrigo Baroni de Carvalho ◽  
Marta Arau´jo Tavares Ferreira
Keyword(s):  
Knowledge Management ◽  
Management Software ◽  
Software Products ◽  
Software Market

Due to the vagueness of the concept of knowledge, the software market for knowledge management (KM) seems to be quite confusing. Technology vendors are developing different implementations of the KM concepts in their software products. Because of the variety and quantity of KM tools available on the market, a typology may be a valuable aid to organizations that are searching and evaluating KM software suitable to their needs.

Trends in Integration-Based Orientation in Academic Libraries

2010 ◽  
pp. 170-178 ◽  
Author(s):  
Aimee Denise Loya ◽  
Deborah Stansbury Sunday
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Academic Libraries ◽  
Information Science ◽  
Orientation Programs ◽  
New Employees ◽  
Research Libraries ◽  
Job Duties

When new employees join an organization, a great deal of information must be provided to support their success. While clarifying job duties, outlining operational procedures, and reviewing benefits details are priorities, integrating employees into the culture of the organization is perhaps the most critical, and most often overlooked, aspect of orientation programs. In the ever-expanding field of information science and knowledge management, it is imperative that organizations provide comprehensive orientation programs that not only welcome new employees but successfully integrate them to their long-term contributions to the organization and the profession. This chapter examines the importance of orientation programs and discusses how current orientation programs in several academic and research libraries are effectively focusing on organizational culture and employee integration.

Path Dependence Problem: The Evolution of Approaches

2015 ◽  
Vol 2015 (1) ◽  
pp. 3-17
Author(s):  
Alexandr Auzan
Keyword(s):  
Path Dependence ◽  
Vice President ◽  
Board Of Trustees ◽  
Scientific Discussion ◽  
Quantitative Studies ◽  
Institutional Issues ◽  
Dependence Problem ◽  
Keynote Speech

On 27 September, 2014, the Faculty of Economics of Lomonosov MSU celebrated the 60th anniversary of the dean Alexander Auzan in the form of a scientific discussion. The subject matter of the symposium was “The institutional issues of the long-term socio-economic dynamics”. The symposium was attended by more than 400 people including I. Abankina, T. Abankina, A. Aksakov, L. Alexeyeva, A. Arkhangelsky, Y. Beletsky, A. Dolgin, R. Enikolopov, S. Glazyev, A. Gnedovsky, A. Isaykin, R. Kapelyushnikov, G. Kleiner, B. Lapidus, A. Levinson, P. Medvedev, A. Nechayev, R. Nureev, L. Ovcharova, V. Polterovich, K. Rogov, A. Savatyugin, S. Shapiguzov, B. Skvortsov, G. Tosunyan, K. Zimarin, D. Zimin, N. Zubarevich. Elvira Nabiullina, a graduate of the Faculty and the head of the Faculty’s Board of Trustees, opened the symposium. Alexander Auzan presented the keynote speech where he addressed such topics as path dependence, modernization as an issue and as a hypothesis, the role of informal institutions and universities. The discussion was moderated by Ilya Lomakin-Rumyantsev, the vice-president of the Faculty’s Development Council. The path dependence problem is presented in the article from an interdisciplinary perspective. First insights into this problem appeared in the writings of Russian philosophers of the late XIX - early XX century, long before the American economists received the Nobel Prize for framing of the problem. Later the problem was specified in quantitative studies, followed by some versions of explanations. The new political economy raises the question of what can be done to cope with the problem and why certain hypotheses have failed. Individual studies of the author and his colleagues are primarily related to the role of universities.

Knowledge Management Trends

2011 ◽  
pp. 3475-3483 ◽  
Author(s):  
Lisa A. Petrides ◽  
Lilly Ngyuen
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Information Transfer ◽  
Higher Education Institutions ◽  
Theory And Practice ◽  
Educational Institutions ◽  
Business Sector ◽  
The Impact ◽  
Systemwide Change

While the pressure of public accountability has placed increasing pressure on higher education institutions to provide information regarding critical outcomes, this chapter describes how knowledge management (KM) can be used by educational institutions to gain a more comprehensive, integrative, and reflexive understanding of the impact of information on their organizations. The practice of KM, initially derived from theory and practice in the business sector, has typically been used to address isolated data and information transfer, rather than actual systemwide change. However, higher education institutions should not simply appropriate KM strategies and practices as they have appeared in the business sector. Instead, higher education institutions should use KM to focus on long-term, organization-wide strategies.

A Mapping of Knowledge Management Techniques and Tools for Sustainable Growth in the Public Sector

2020 ◽  
pp. 24-46
Author(s):  
Loukas K. Tsironis ◽  
Theodore Tarnanidis
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Sustainable Growth ◽  
The Public ◽  
Future Developments ◽  
Management Techniques

This chapter seeks to determine the criteria that lead to the excellence of knowledge management in the public sector. The authors discuss issues of what exactly knowledge means and how knowledge management is defined, how an organization will capture, preserve, and diffuse knowledge, and why knowledge management is ultimately important for predictable future developments. Knowledge management is considered a prerequisite for achieving innovation and competitiveness both within and outside the organization as it promotes the consolidation of an organization in the long term with a clear focus on strategic importance. Likewise, knowledge management programs can be applied to different areas of an organization in the public sector. However, it should be mentioned that the difficulties that arise in their implementation are many, as various concerns arise, which are directly related to the equal mappings of knowledge and its measurement.

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