A task-based framework for supporting knowledge work practices

Knowledge Management Research & Practice (2009) 7, 192–195. doi:10.1057/kmrp.2009.20 This special issue on Knowledge Management and e-Research Technologies aims to provide a distinctive perspective on the role of technology in knowledge work. We begin with the assumption that today’s knowledge work and research practice is increasingly mediated by a diversity of tools which may not traditionally be labelled as knowledge management technologies (Hendriks, 2001; Butler, 2002), but which are embedded within knowledge work practices. Although many have criticised the idea of formal knowledge management technology (Swan et al., 1999; Galliers & Newell, 2001; Hislop, 2002), it is highly apparent that contemporary knowledge work is facilitated using information and communications technologies (ICTs) of various types from the ‘macro’ knowledge management systems that have been heavily criticised to the more ‘micro’ emerging technologies that we may not traditionally associate with the term knowledge management technology. This special issue, therefore, returns to the debate on the role of technology within knowledge creation, dissemination and use, but explores this with a specific focus on the how new, flexible ICTs are emerging, which blur the boundary between technology and social knowledge practices. Within knowledge management theory, it is possible to observe two broad and enduring perspectives towards technology (elaborated persuasively and famously by Hansen et al. (1999) but also by Alavi & Leidner (2001); Schultze & Stabell (2004)) between those who seek to catalogue and capture knowledge within computer systems, believing knowledge as capable of objective representation and is therefore capable of codification (Schultze, 1998), and those who believe knowledge to be inherently tacit and social, and who argue technology’s role is to support collaboration (Schultze, 1998). Both perspectives seem much evident in literature on Knowledge Management Systems, which frequently adopts a view of ‘knowledge management’ through the management of either catalogued, codified, data or of collaborative, social relationships. These two perspectives of codification or collaboration have, however, created, in our opinion, an unhelpful dichotomy and instrumentalisation of ‘knowledge management technology’ (Mitev & Venters, 2009) leading to polarised literature of either codification technology or collaborative systems. This special issue thus seeks to present articles that will stimulate the debate on the interrelationship and connection between technology aiming to codify knowledge and that aimed at collaboration. Our argument is founded on the observation that human action is mediated by tools, in a myriad of forms, which have a materiality to us and form part of our ongoing practice (Orlikowski, 2007; Orlikowski & Scott, 2008). That knowledge is socially constructed through social interaction is Knowledge Management Research & Practice (2009) 7, 192–195 & 2009 Operational Research Society. All rights reserved 1477–8238/09

The aim is to investigate how a strategic flexibility approach can be used for the planning of information systems as support for knowledge work, i.e. knowledge management systems (KMS). The result of a case study of an intranet project is presented, discussing systems that cover the perspectives of strategic flexibility and illustrating the application of the concept. A concluding discussion argues for this approach to knowledge management as a key activity in balancing change and stability in the organization.

The increasing importance given towards knowledge management (KM) implementation for organisational success is hardly questionable resulting in significant attention directed towards KM systems. The extended IT industry has been quick to promote the notion that KM and in turn KM systems not only lowers cost structures and increases strategic flexibility but also facilitates knowledge creation and utilization. Conversely, many KM systems have proven unsustainable to date, exhibiting low quantity and quality of knowledge, with systems falling into disuse. Knowledge is generally assumed to be largely cognitive and therefore, highly personal and dynamic. Knowledge workers too do not like to be ‘managed’ and have the tendency to resist systematic attempts to manage and dictate contributions. KM systems on the other hand are seen to require systematization and control of knowledge. Such a mismatch has seen most KM systems today being reduced to nothing more than a management fad and an illustrious information management system failing to achieve its intended aims. This position paper espouses important tenets when operationalising KM. The paper highlights the need to contextualise KM initiatives by studying human practices as a development process with the introduction of Activity Theory. The paper also examines the need to co-create knowledge workers by understanding human consciousness and motivation as value with key drivers. The authors have also espoused the need to foster a conducive KM environment to spur KM implementation.KeywordsKnowledge management (KM)Knowledge management system (KMS)Activity theory (AT)Co-creation of value

Many mobile knowledge management (KM) systems have been described in the literature having unique and interesting features, each being inserted into a specific application domain. This fragmentation in the application domain makes it difficult to compare and define a set of core features of mobile KM systems. Analysing and comparing features and strategies of several systems from different application domains makes it possible to identify the core features that form a mobile KM system. Consequently, we may use these core features to define the evaluation and comparison framework of mobile KM systems, regardless of its application domain. The purpose of this work is to define these core features and discuss their importance, through the analysis of six mobile KM systems, highlighting the positive and the negative aspects of the KM processes. The contributions of this work are the framework and the list of core features of mobile KM systems.

Many mobile knowledge management (KM) systems have been described in the literature having unique and interesting features, each being inserted into a specific application domain. This fragmentation in the application domain makes it difficult to compare and define a set of core features of mobile KM systems. Analysing and comparing features and strategies of several systems from different application domains makes it possible to identify the core features that form a mobile KM system. Consequently, we may use these core features to define the evaluation and comparison framework of mobile KM systems, regardless of its application domain. The purpose of this work is to define these core features and discuss their importance, through the analysis of six mobile KM systems, highlighting the positive and the negative aspects of the KM processes. The contributions of this work are the framework and the list of core features of mobile KM systems.

This study investigates the factors affecting the perceived usefulness of and the intention to use knowledge management (KM) systems by students. The research model posits that the intention to use KM systems in higher education depends on perceived usefulness, perceived user-friendliness, organizational rewards, and community of practice. A survey method was used to collect the data for the study. We used a convenience sample consisting of undergraduate students enrolled in various business courses in a Canadian University. The data obtained from a sample of 120 students were initially factor analyzed to identify the relevant factors. Separate factor analysis was conducted for each of three types of measures – the independent measures, the intermediate measures, and the dependent measure. In order to test the proposed hypotheses, we employed the method of multiple regression analysis. The findings suggest that organizational rewards and KM system characteristics positively impact perceived usefulness, and that user-friendliness, usefulness, organizational rewards, and community of practice are significant predictors of intention to use KM system. This analysis reveals that business schools need to focus on usefulness and practical relevance of knowledge captured in knowledge management systems. This is in line with the current debate in management education regarding the appropriateness of methods employed to teach business knowledge. Organizational rewards being a significant predictor of intention to use KM systems corroborate the expectancy theory. Therefore, it is important for business schools to communicate on the usefulness of their KM systems but also to encourage its usage through different incentives.

The purpose of this study is to examine the effect of the knowledge management (KM) system on the hospital services performance. The hospital located in DKI Jakarta (Indonesia) that has implemented the KM system as a pilot project is the population of this research. Where the respondents are medical personnel at the hospital. This study analyzes the correlation between the use of KM systems and the performance of hospital services, using independent-samples T-tests and ANOVA tests from SPSS and R Commander programs to prove the hypothesis of the two variables, namely the use of KM systems (capabilities) and hospital services performance. The results of this research have succeeded in proving that there are significant differences between medical personnel who rarely use the KM system and who often use it, with those who often have a greater level of service performance. Thus, it can be concluded that the KM system used by hospital has a positive effect seen in the performance of medical personnel.

Discussions at previous HICSS conferences have shown that there is no general agreement on definitions of knowledge management (KM) and knowledge management systems (KMS) success. A deep understanding of these concepts would help to design and implement efficient KM initiatives and systems. We present an exploratory research study to begin and facilitate a debate that will hopefully lead to a consensus definition of KM and KMS success. We chose an expert panel approach followed by two exploratory surveys to approach the KM and KMS success definition. The research shows only a few points of consensus. We present areas of agreement as well as of disagreement, which serve as a good starting point for further discussions on KM and KMS success

Using case-based reasoning (CBR), the authors integrate the techniques of cognitive task analysis (CTA), hierarchical clustering and ontology and propose a Web-based CBR knowledge management (KM) system for investigating the construction of a KM system with multiple information techniques to support KM activity in industry. The maintenance service centres of a computer company are used as an example to illustrate extracting the maintenance knowledge necessary to construct a PC troubleshooting KM system. The effectiveness of applying a Web-based CBR KM system to support KM activities in the KM life cycle is subjected to practical verification.

PurposeThis paper aims to identify the impact of demographical and organizational variables such as age, gender, experiences use of knowledge management system (KMS), education and job level on knowledge sharing (KS) performance of knowledge workers in knowledge activities of a KMS. Specifically, it seeks to explore that is there any relationship between the KS behavior patterns of high KS performance knowledge workers with their performance. Furthermore, this study using its conceptual attitude model aims to show that whether knowledge workers’ behavior patterns in sharing information and knowledge throughout a KMS have any specific effect or not.Design/methodology/approachThis paper proposed a framework to mine knowledge workers’ raw data using data mining techniques such as clustering and association rules mining. Also, this research uses a case-based approach to a knowledge-intensive company in Iran that works in the field of information technology with 730 numbers of workers.FindingsFindings suggest that demographical and organizational variables such as age, education and experience use of KMS have positive effects on knowledge worker’s KS behavior in KMSs. In fact, people who have lower age, higher education degrees and more experience use of KMS, have more participation in KS in KMS. Also, results depict that the experienced use of KMS has the most impact on the intention of KS in this KMS. Findings emphasize on the importance of the influence of the behavioral, organizational environments and psychological factors such as reward system, top management support, openness and trust, on KS performance of knowledge workers in the KMS. In fact, according to data, the KMS reward system caused to increasing participation of the users in KS, also in each knowledge activity that top managers participate in, the scores were higher.Practical implicationsThis research helps top managers in designing policies and strategies to improve the participation of knowledge workers in KS and helps human resource managers to improve their membership policies. Also, assist Information Technology (IT) managers to enhance KMSs’ design to leverage with organization strategies in the field of improving KS and encourage people to participate in KMS.Originality/valueThis research has two key values. First, this paper applies a data mining framework to mining and analyzing data and this paper uses actual data of a KMS in a specialist company in Iran, with about 27,740 real data points. Second, this paper investigates the impact of demographical and organizational attributes on KS behavior, which little is empirically known about the impact of demographical variables on KS intention.

The present study is focusing on the characteristics of knowledge harvesting continuity management, and knowledge management. This begins from reviewing the previous research papers on knowledge management and information systems following with some recommendations to an ideal knowledge management system. This paper worked on an organized analysis of 32 empirical refereed articles on knowledge harvesting, continuity management, and knowledge management. Findings of the study state that an organization must integrate its knowledge management system, knowledge harvesting, and management functioning to decrease the loss of knowledge at the time of knowledge worker leaving the organization.

This paper investigates the determinants of Knowledge Management System (KMS) adoption. It leads to reconsider KMS adoption in the light of the structuration theory. This research develops the concept of usage level both comprising qualitative and quantitative dimensions. A case-study is conducted within a French mutual insurance company and treats the implementation of an Intranet and the introduction of the groupware technology Lotus Notes. It underlines the major influence of individual and technological factors on KMS implementation. This paper outlines findings such as the important role of the profile of the direction, the profile of the users, IS and KMS characteristics. The influence of organizational structure and culture, and knowledge embedded within the system also play a role during the adoption. Thus, this research develop an empirical model of KM adoption success. The mutual insurance's experiences suggest lessons for others firms attempting to better manage knowledge assets.

Illustrating the return-on-investment (ROI) for a portal solution or knowledge management (KM) system has proven an elusive target. This paper will demonstrate that ROI can be found for portals and KM systems in measuring the ROI on improved processes and increased economic value of employee performance. Thus, rather than employing traditional notions of value and assets as noted in standard accounting practices, KM solutions are tools managers should use to support opportunities for process improvement and redesign. ROI that measures value from this perspective creates new areas of value from an organization's existing, undervalued assets. A well-developed measurement methodology for implementing a KM system may illustrate ROI, justify expenditures for implementing the system, and provide a format to ensure that process improvement occurs. A well-thought-out KM system has the capability of becoming the “digital nervous system” of an organization, tying all areas to the strategic goals of an organization.

Optimisation of Supply Chain is today an issue for companies. This paper explores how Knowledge Management could improve the efficiency of Supply Chains. It investigates the specificities of knowledge of Supply Chain collaborators and the specificities of their management. With an Action Research methodology it proposes a framework and recommendations to design efficient Knowledge Management Systems for intra-organizational Supply Chains. It shows that in this context Information Technologies (TI) are rather used to change cognitive schemes than to manage knowledge. IT are used as artifacts that interact with individuals in creating, stocking, sharing and using organizational knowledge.

Introduction. Today, in the era of the intellectualization of the economy, knowledge management plays an important role in building an effective strategy for the enterprise. The effective application of the knowledge management system at the enterprise reduces business risks, improves the speed and quality of decision-making processes, promotes innovative activity, and leads to an increase in the competitiveness of the enterprise. By applying an effective knowledge management system, an enterprise can achieve significant savings of resources, which is difficult to achieve using traditional management models and methods. The purpose of the paper is to research and analyze the knowledge management system of the enterprise, as well as to formulate recommendations for the development of effective technology for implementing the knowledge management system at the enterprise. Results. The knowledge management system of the enterprise today occupies a central place in the research of many domestic and foreign scientists. Its main elements are objects, subjects of knowledge, knowledge management goals and tasks, knowledge management processes, knowledge management functions and principles, approaches to knowledge management, as well as knowledge management culture. To improve the process of development and implementation of the knowledge management system at the enterprise, the authors proposed a recommended technology that consists of 9 consecutive stages, the priority of which are: identification of the business bottlenecks, analysis of the knowledge available at the enterprise, development of the enterprise’s knowledge management strategy, creation of a department at the enterprise that will be responsible for knowledge management, as well as the development of knowledge management tools. Conclusion. Implementation and application of the recommended technology for the development and implementation of the knowledge management system will allow the enterprise to clearly organize the knowledge management system and thus improve the efficiency of operations and achieve resource savings that cannot be achieved using traditional management mechanisms.