A design knowledge management model for civil aircraft cabin based on Markov Logic Networks

This paper analyzed the main features of product design and manufacturing in the knowledge management environment and service oriented management model based on collaborative. Based on the analysis of these two aspects, this paper puts forward the four key problems which the collaborative design activities in manufacturing supply chain will face in knowledge representation and knowledge converting and knowledge reuse and knowledge management. At last, a framework for collaborative product design(CPD) knowledge management model in manufacturing supply chain based on ontology is established under the application background of integrated platform for collaborative product design in manufacturing enterprise.

Knowledge is a critical enabling factor for healthy agri-food innovation systems (AIS). AIS and related knowledge management (KM) frameworks face significant implementation challenges. We review applications of KM to AIS, the current state of the art and shortcomings and present a new KM framework, Agricultural Knowledge Management for Innovation (AKM4I). Previous agricultural KM frameworks do not integrate innovation pragmatically, use linear, reductionist, top-down pathways to innovation, and do not explicitly incorporate issues of power, politics, ownership, and trust when combining scientific and local knowledge across multiple stakeholders. The AKM4I framework addresses systemic interactions favouring innovation outcomes by formalising flows and management of information and knowledge between diverse sets of stakeholders; and explicitly considering previously unresolved practical and relational barriers aiming to facilitate more equitable, rapidly evolving, and actionable knowledge generation and management for innovation and transformational change. An agricultural case study serves as an example of the implementation of AKM4I.

In the present dynamic and knowledge-driven business environment, Knowledge Management (KM) has emerged as a critical factor for enhancing organizational performance, fostering innovation, and ensuring long-term sustainability. Organizations increasingly rely on effective KM practices to systematically create, store, share, and apply knowledge, thereby improving decision-making processes, strengthening collaboration, and achieving strategic objectives. KM serves as a catalyst for managing intellectual assets and transforming them into valuable organizational outcomes, contributing significantly to competitiveness and growth . Despite its growing importance, the implementation of effective KM practices remains a significant challenge across organizations. Various barriers such as cultural resistance, technological limitations, lack of resources, and inadequate organizational support hinder the successful adoption of KM systems. Cultural dimensions, including organizational hierarchy, power distance, and communication patterns, play a crucial role in influencing knowledge-sharing behavior and the overall effectiveness of KM practices. In many cases, rigid organizational structures and resistance to change restrict open communication and limit the free flow of knowledge within organizations . Furthermore, the increasing emphasis on sustainability and digital transformation has highlighted the need for robust and adaptive KM frameworks. Emerging concepts such as Green Knowledge Management (GKM) emphasize the role of KM in achieving environmental, social, and economic sustainability. Organizations are increasingly integrating KM practices with sustainability goals to promote resource efficiency, environmental responsibility, and long-term development. At the same time, advancements in digital technologies, including artificial intelligence (AI), data analytics, and information systems, are transforming traditional KM processes by enhancing knowledge creation, storage, and dissemination capabilities . Although significant progress has been made in KM research, several gaps still exist in understanding its application across diverse organizational and industrial contexts. Existing KM frameworks often fail to adequately address cultural and contextual differences, which are critical for successful implementation. Moreover, while KM has been extensively studied in large organizations, its application in small and medium-sized enterprises (SMEs) remains relatively underexplored. SMEs face unique challenges such as limited resources, lack of structured KM systems, and informal management practices, which affect the effectiveness of KM initiatives . In addition, there is a need for more empirical and longitudinal studies to evaluate the long-term impact of KM practices on organizational performance, innovation, and sustainability. Many existing studies are conceptual in nature and lack practical validation across different industries and cultural settings. The integration of KM with emerging technologies and its role in supporting innovation and decision-making processes also require further exploration . This study adopts a literature review-based approach to examine the current landscape of Knowledge Management research, with a focus on its interrelationship with culture, innovation, and sustainability. By synthesizing findings from various studies, the research aims to provide a comprehensive understanding of KM practices, identify key challenges and research gaps, and suggest directions for future research. The study contributes to the existing body of knowledge by highlighting the importance of context-specific KM frameworks and the need for integrating technological, cultural, and sustainability dimensions in KM practices.

PurposeThe purpose of this paper is to examine the efficacy of knowledge management (KM) based systems and best practices that could be used to address operational issues in the oil and gas sector.Design/methodology/approachGiven little was known empirically about the strategies and practices which contribute to improved performance, innovation and continuous improvement in the oil and gas sector qualitative method was used. Semi-structured interviews were used to derive senior managers’ constructs of project delivery efficiency and KM based systems. The interviews were analysed through the use of a qualitative analysis software package NUDIST NVivoTM. Participants were selected using purposive sampling. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the operational issues raised by participants.FindingsThese were synthesised into a framework capturing seven well-defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, KM strategies and value enhancing practices.Research limitations/implicationsAlthough the findings are pertinent to oil and gas organisations, it will be important to conduct follow-up research validating the potential for using the results of this study to establish frameworks for knowledge and information management in different organisations and contexts. This will provide not only data about the validity of the framework in generic terms but will also generate additional data on the application of KM strategy.Practical implicationsAs shown in this study, successful KM based systems requires the aligning of business strategy, technology for KM, project management operations with an enterprise knowledge-sharing culture. Such sharing requires managing the behaviour of project personnel such that knowledge transfer becomes part of the organisation’s norm.Social implicationsThe implementation of KM based systems requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. The strategies proposed in this research cannot be expected to resolve all KM issues in the oil and gas sector. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.Originality/valueThe proposed framework presents a better way of optimising the performance of project-based operations thus enabling oil and gas organisations to reform their poor performance on projects and empower them to better manage emerging cultural challenges in their future projects. Reflecting on their experiences, the participants confirmed that the proposed KM framework and its seven well-defined stages were central to the effectiveness of KM in oil and gas operations. Although the scope of this research was restricted to projects in Nigeria and the UK, the geographical focus of this research does not invalidate these results with respect to other countries. The fact is that the oil and gas sector globally shares some common fundamental characteristics.

The interest in knowledge management (KM) and its capabilities exists in all business sectors. Since 2009, and building on the result of Heisig's (2009) study, a few researchers have tried to create a new unified knowledge management framework, such as Evans et al. (2015) and Shongwe (2016). These frameworks and other heterogeneous knowledge management frameworks have been presented as holistic solutions that meet all sectors’ needs globally. Aiming to assist non-profit organizations implementing knowledge management programs, and as a part of a PhD thesis, this qualitative case study provides a practical and effective holistic KM framework dedicated to guiding NPOs in achieving their goals in serving surrounding communities and countries. This paper highlights pertinent issues in Knowledge Management framework development and implementation, which enhances the academic understanding and the practical implementation avenues for KM researchers and managers in the non-profit sector by suggesting common components of KM programs in NPOs led by a framework. This study is unique in presenting knowledge management components and framework derived from NPOs’ country, language, and culture to meet their specific needs and guide them in implementing successful KM programs.

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

Data collected through an online survey and through a number of detailed company assessments throw light on the relative strengths and weaknesses of different elements of Knowledge Management (KM) frameworks as applied globally. The online survey - a quick self-administered test, shows the strongest elements within the framework to be Technology and Behaviors and Culture. The weakest elements are KM Governance and KM Roles. The assessment - a detailed diagnostic process based on in-depth interviews, shows the strongest elements within the framework to be Technology and the Discussion of Knowledge. The weakest elements are KM Governance and KM Roles. a comparison of the results from the two sources is reassuringly close. More data may allow a more detailed analysis. Preliminary results suggest that national culture may influence the development of Knowledge Management Frameworks, with a correlation between strong Individuality and weak KM Governance and Roles. Keywords: Knowledge Management Survey, Knowledge Management Assessment, Knowledge Management Benchmark, Knowledge Management Framework, Knowledge Management Roles, Knowledge Management Technology, Knowledge Management Governance

Purpose – Guidelines for the design of knowledge-based e-learning usability systems are absent from the current recognized set of usability design heuristics and from an established evaluation methodology of e-learning system developments. Such systems can help Web designers and instructional designers design for different user needs and decide which properties are of a higher priority, thus meriting more design and development efforts. The authors aim to help students develop higher-order thinking skills, such as application, evaluation and syntheses of knowledge. Design/methodology/approach – The authors applied Merrill ' s first principles of instruction and usability properties as pedagogical and usability design guidelines, knowledge management (KM) and hierarchical task analysis as methodological knowledge bases. The authors proposed a KM e-learning usability framework which frames our mapping of Web usability attributes to e-learning usability properties. The authors aim to investigate whether adopting Merrill ' s first principles of instruction and usability properties as knowledge-based guidelines/design factors would help learners develop higher-order thinking skills and whether this design would result in positive technology acceptance. The authors also developed a method matrix to map the selected methods of cognitive engineering to its potential uses in the KM e-learning usability framework of this paper and mapped e-learning usability tools with components in the KM e-learning usability system. Findings – Findings indicated that our design effectively helped learners to demonstrate higher-order thinking skills and positive technology acceptance, promising indications toward the design and development of knowledge-based usability frameworks and systems. Research/limitations/implications – The sample size of this paper is small. Hence, conclusions are not generalizable at this moment. Originality/Value – The authors’ contributions are twofold: First, the authors proposed a KM e-learning usability framework, which frames the mapping of KM processes to e-learning principles and usability properties. Second, the authors proposed a method matrix which maps the selected methods of cognitive engineering to its potential uses in their KM e-learning usability framework. Based on these mappings and focusing on the usability properties navigation and learning support, the authors used ICT/Web2.0 tools to present/visualize information more clearly and more sensibly/manageably to students, to help trigger new knowledge and develop higher-order thinking skills, such as application, evaluation and syntheses of knowledge and articulate information from different perspectives throughout the KM life cycle.

Purpose The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

Purpose – This paper aims at identifying segments among knowledge management (KM) practitioners and analyzes whether performance varies across these segments. The field of KM aims at enhancing performance through knowledge practitioners. However, not all KM implementations have similar outcomes. Design/methodology/approach – A literature review is conducted through secondary sources. Based on the themes identified for research, qualitative research through a focus group discussion (FGD) and personal interviews is used to explore the themes. This is used to develop a conceptual KM framework. An instrument is developed which is tested for validity and reliability. The instrument is administered to respondents and 313 responses are obtained. Convenience sampling is used to select the respondents. Further, k-means cluster is used to identify segments among KM practitioners. A one-way analysis of variance (ANOVA) test is conducted to determine if the average scores of KM constructs varied between the three clusters. Further, ANOVA test is also used to analyze whether organizational and financial performance scores vary between the three clusters. Post hoc test is used to determine the extent of variation between cluster pairs. Findings – The results show that the sample comprises three segments which were subsequently labeled as active, partly and passive KM practitioners. It was found that active KM practitioners scored highest on various KM constructs, passive KM practitioners scored the least and partly KM practitioners had scores in between the two. One-way ANOVA results showed that the average scores of KM constructs varied significantly between the three clusters. The results show that a significant difference is found in organizational as well as financial performance between any two cluster pairs. Research limitations/implications – The sample comprises 313 respondents, of which around 65 per cent are from services industry and 67 per cent from private sector. A higher representation from public sector and manufacturing industry would have made the comparison more meaningful. The findings are based on data collected from India, and therefore, the results may not be generalizable to all economies. Practical implications – The three clusters identified from the sample data may help organizations who have initiated the KM process to benchmark themselves with the obtained clusters and identify the trust areas important to their KM initiative. Originality/value – The study builds upon both qualitative methodology through FGD and personal interviews and quantitative methodology through questionnaire and surveys. This comprehensive coverage of KM constructs and identification of respondent clusters is insightful. It also provides researchers useful means to enhance performance through KM within clusters.

PurposeThe paper proposes to evaluate the need for knowledge management in a call centre for improving quality of customer services, by addressing the issues specifically relating to information and knowledge management.Design/methodology/approachMethodology adopted in this research is qualitative, namely ethnography. After examining six models from literature review, a knowledge management model is developed for implementation to assess the required effort to compare against the expected benefits.FindingsKnowledge management could be achieved by effectively managing the five roles of knowledge, namely knowledge acquisition, utilisation, adaptation, distribution, and generation. Comparison of the benefits against the efforts has clearly justified the knowledge management efforts in the case study.Research limitations/implicationsThe knowledge management model could be adapted in other service sectors with similar characteristics to a call centre.Practical implicationsThe paper provides details of solutions to call centres on the approach to making knowledge management work in practice.Originality/valueA new knowledge management model was developed for applying the knowledge management concept in call centres. The approaches to managing knowledge in the model have yielded a number of benefits as demonstrated by a case study. This work will be beneficial to researchers and practitioners who are interested in applying knowledge management in call centres and/or service sectors with similar characteristics.

Knowledge management is a strategic issue that is usually used for strategic planning of organizational development in order to reach organization competitiveness and retaining organization knowledge. It has also become a trend in Governmental institution for implementing knowledge management align with the regulation. Internal employee rotation, promotion mutation and open bidding program among government institution take part of this loosing knowledge. Knowledge management model is set of knowledge process that encourage knowledge management initiative can enhance organizational objectives. Therefore it is needed to determine the suitable knowledge management model for the government, because the necessity of this model to accomplish some issues above. This research conducted a literature review and previous study analysis to build a theoretical model of Indonesian government knowledge management. Classification, categorization and elaboration analysis are used for construct a new theoretical model. Indonesian knowledge management model consists of two stages defining organizational strategy that delivering organizational strategy and knowledge management strategy stages which is consist of five elements, there are organization culture, critical success factor of knowledge management, SWOT analysis, organization KM process and organization knowledge map.

In the area of knowledge management, existing and past research has tended to focus on the enterprise level. The topic of personal knowledge management (PKM) has only seen growth recently although PKM is not new, as our ancestors sought ways to learn better and to improve their knowledge. However, there are very little empirical researches, or significant conceptual development has been done with PKM, and there is lacking paper to evaluate the previous PKM literatures. This paper aims to provide a critical review of the published literature related to PKM and the PKM models. From the previous literatures, it is clear that PKM is playing an important role at individual, organization, and social level. PKM has evolved from mere individual activities to something that are more outcome/impact oriented; from information handling skills to personal competencies, sense making, and self‐reflection; from individual focused to a community and social collaborative focused. A new PKM model is developed based on the recent research done by the authors. There are four core components in this new PKM model, namely personal information management, personal knowledge internalization, personal wisdom creation, and interpersonal knowledge transferring. At the end of this paper, the Web 2.0‐based PKM tools was evaluated and important roles were identified to facilitate the practicing of PKM. Copyright © 2011 John Wiley & Sons, Ltd.

To better understand the applicability of knowledge management (KM) in public health (PH) as a strategy to improve planning and decision making. The study was designed as a narrative inquiry; a form of storytelling research. Qualitative data were collected through interviews designed to gain participants' stories about planning processes. Twenty-four participants from six PH Units in Ontario, Canada. We performed a secondary analysis to better understand the use of KM strategies, techniques, and approaches. Findings were compared to a preliminary KM framework supporting knowledge processes within a dynamic, interactive context. Analysis showed that while KM strategies are supported informally, it is most often done in an ad hoc manner. Participants acknowledged a gap in their knowledge sharing practices. PH professionals are ready to apply KM in PH as an approach to facilitate planning and decision making. The proposed KM framework incorporates partnerships to adapt to the realities of PH context. Consideration of KM strategies can improve information organization, partnerships and decision making, as well as contribute to current PH reforms aimed at strengthening the health care system. This presents an opportunity to integrate formalized methods of knowledge use and knowledge sharing among PH employees using a KM approach.

Knowledge management serves to create value from an organization's intangible assets. Many organizations have adopted knowledge management practices in recent years. Some of those organizations have achieved success at knowledge management, but others have not. The focus of this chapter is on those organizations that have not been as successful at knowledge management as they originally planned. This chapter posits that organizations can look to virtual communities as role models for successful knowledge management because many of the features that have been identified in the literature as important for successful knowledge management are present in virtual communities. The very nature of virtual communities — their sense of community, the desire they create to share knowledge, the automatic archiving of knowledge for future use, etc. — are used in this chapter to support the claim that virtual communities can serve as role models for knowledge management in organizations. Request access from your librarian to read this chapter's full text.