A Community-Based Knowledge Management Strategy To Foster Economic Development And Innovation In French-Speaking Communities Outside Quebec

2013 ◽  
Author(s):  
Erica Wiseman ◽  
Kimiz Dalkir ◽  
A Cormier ◽  
J-F Lamy
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Free Flow ◽  
Community Based ◽  
Knowledge Management Strategy ◽  
Individual Group ◽  
French Speaking

Knowledge management (KM) is an emerging discipline that systematizes the capture, codification, sharing and dissemination of knowledge in order to leverage individual, group and organizational intellectual capital. Yet little is known about what conditions facilitate the free flow of knowledge to achieve goals such as learning and innovation.

Developing a knowledge management strategy for data analytics and intellectual capital

2018 ◽  
Vol 26 (3) ◽  
pp. 400-419 ◽  
Author(s):  
Harold D. Harlow
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Data Analytics ◽  
Management Strategy ◽  
Management Tool ◽  
Social Implications ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Strategic Intent

PurposeThis paper aims to build on current analytics and Big Data definitions and strategies from the literature to develop an overall strategic model connecting knowledge management strategy (KMS) for intellectual capital (IC) acquisition and business use. It also extends the IC research stages to a fifth stage of IC research including IC strategic intent.Design/methodology/approachA literature review highlights the connections among strategic intent, firm strategy, KMS and a data analytics strategy aligned with firm and KMS strategic intent. An extended model of the interrelationships is developed from the prior research.FindingsA model framework was developed from the literature that connects Big Data to achieve the goals of a firm KMS and demonstrates how Big Data analytics (BDA) needs to shift from being a tactical tool to a strategic knowledge management tool directed by the overall strategy and strategic intent of the firm.Research limitations/implicationsThe model presented needs to be empirically tested over a sample of companies and periods to determine if performance improves using this model.Practical implicationsUse of this model proposes that strategic intent will be enhanced and improve the capture of intellectual property derived from advanced analytics and increase sustainable advantages at firm.Social implicationsThe social implications of lack of strong privacy laws coupled with the possible elimination of millions of knowledge worker jobs creates a pressing need for more research into and identification of firm’s and government’s Big Data strategic use for both good and perhaps evil.Originality/valueThe research in this paper extends current models of IC development and adds strategic intent and collective intelligence as the fifth stage of IC research and presents an overall KMS/BDA model.

Sustainable Knowledge Management Strategies

2018 ◽  
pp. 46-73 ◽  
Author(s):  
Denise A.D. Bedford
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Knowledge Management Strategy ◽  
Knowledge Assets ◽  
Gray Literature ◽  
Physical Assets ◽  
Knowledge Organizations

Knowledge organizations have been challenged to develop sustainable, actionable and business oriented knowledge management strategies. Many strategies published in the peer reviewed and gray literature include tactics, principle, platitudes and checklists. Organizations often borrow templates from associations or other organizations as starting points for formulating their strategies. These strategies often fall short of expectations. This chapter proposes a framework for an organization to walk through the process of developing a knowledge management strategy that aligns with business-critical capabilities, identifies the intellectual capital and knowledge assets required to support those capabilities, aligns assets and capabilities, and creates a foundation for selecting and monitoring tactics to invest in and manage liabilities associated with those assets. The chapter recommends a strategic infrastructure that is comparable to those developed for financial and physical assets.

Research and knowledge interaction

2003 ◽  
Vol 4 (4) ◽  
pp. 576-587 ◽  
Author(s):  
Per Nikolaj Bukh ◽  
Ulf Johanson
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Research Group ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Resources ◽  
Technology And Innovation ◽  
Science Technology ◽  
The Common ◽  
Science Technology And Innovation

This paper discusses the differences and complementarities of the two guidelines for managing, measuring and reporting intellectual capital (IC) that has been developed by the Meritum research group and the Danish Ministry of Science, Technology and Innovation, respectively. IC is closely related to knowledge management and the guidelines describe how to identify a company's knowledge management strategy including the identification of its objectives, initiatives and results in the formation, application and development of the company's knowledge resources. The guidelines also show how to measure IC and communicate the strategy to the stakeholders. The paper outlines the common background for the guidelines, the content of the guidelines and concludes after a comparison with a discussion of the need for research in the area and improvement of future guidelines.

A Tour of a Successful Knowledge Management Strategy

2002 ◽  
Vol 54 (11) ◽  
pp. 33-34 ◽  
Author(s):  
Michael Behounek ◽  
Mary Rose Martinez
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

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