IT-Based Project Knowledge Management

Purpose: Identification of knowledge management methods in the process of implementing an integrated ERP class IT system.Design/methodology/approach: The research method was a case analysis, during which two methods of data collection were used (an unstructured interview with a participant of the implementation team, observation of the author of the article).Research on knowledge management in ERP systems implementation projects is justified and necessary to enable more efficient management of these projects. Findings:The study proves that the phases of the life cycle of knowledge are closely related to the phases of the project.During the project preparation phase, the necessary organizational knowledge is identified.During the design phase of the IT solution, knowledge about the organization is transferred (from employees to consultants).In this way, a coherent IT solution project is created, which is implemented in the next phase of the project.From this moment knowledge about the organization is used to create the solution, test it, and then use it. Research limitations/implications:The considerations contained in this study outline further directions for theoretical and practical analysis.The implementation of an integrated ERP class IT system is a strategic decision, the effects of which will be significant for the course of business processes, use of resources and efficiency of management.Practical implications: The implementation process requires diverse, often specialized knowledge from the participants, and also involves multidirectional flows of this kind of knowledge.There is a need to carry out research on knowledge management methodologies in the design environment.Originality/value: Implementation projects require diverse, often specialized knowledge from participants, and involve multidirectional flows of this kind of knowledge.Their subject matter is the organizational, management, business and technological knowledge possessed by all participants (including future users of the integrated system).

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.

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.

The idea that organizational knowledge constitutes valuable strategic capital is increasingly popular nowadays. In order to maintain their position and to be competitive, organizations need to generate, collect, share, and exploit organizational knowledge efficiently and effectively. The effective handling of such knowledge is ever more widely recognized as a significant factoring of competitiveness. The first organizational efforts to manage knowledge focused on information technology solutions. These IT solutions, although important to knowledge management, often failed to achieve their objectives because organizations did not consider cultural factors critical to effective knowledge management. In this paper we explore the characteristic features of national and organisational cultures' impacts on knowledge management and competitiveness. We take on board Trompenaars's insight concerning national and organizational culture. Following our theoretical exploration of national and organizational culture, we report the findings of two researches, which have revealed the relationship between knowledge management, cultural characteristics, and competitiveness. Finally, we present the implications of our argument by focusing on the links between knowledge management and culture. We do this in order to show, that cultural characteristics are not only determinant factors of competitiveness but also of knowledge management, which is a key factor of competitiveness.

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.

A contingency perspective of knowledge management recognises the need for a fit between knowledge management solutions (KMS) and decision making contexts which they support. In order to determine the best fit, a field survey was carried out to investigate the impact of two different types of KMS (technical and social) on decision makers' behaviour and performance in different decision contexts (simple and complex). The results provide partial support for the contingency view. As expected, the study identified social KMS as the best fit for complex contexts, based on subjects' superior performance from comparable adoption of both KMS. In contrast, the study identified that both KMS were an equally good fit for simple contexts, based on similar levels of subjects' performance, but social KMS was preferred in terms of adoption. These findings contribute to much needed empirical evidence for research and provide useful guidance for practice. However, their limitations warrant further study.

More and more organizations have recognized the importance of efficient enterprise knowledge construction, extraction and management. To effectively acquire domain knowledge from experts, a knowledge centre that can automatically manage the huge amounts of documents and knowledge is required. In this paper, a knowledge management (KM) model as well as a platform consisting of document keyword extraction (DKE) module, document classification (DC) module, authority reasoning (AR) module and validation process decision (VPD) module are developed for intelligent and automatic management over the manufacturing intellectual properties (IPs) of the automobile industry. In this industry, sophisticated entities are involved in knowledge construction and reuse under the collaborative design environment. A case study is provided to evaluate feasibility and performance of the intelligent knowledge management model. With the training and learning stages, the accuracy and precision of the KM decision modules can be significantly improved. Therefore, in addition to the automobile IP management, it is proven that with the learning mechanism, the proposed intelligent KM approach can be applied to different applications for organizations to efficiently construct and manage domain knowledge .

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.

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.

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.

Applying fuzzy quality function deployment to prioritize solutions of knowledge management for an international port in Taiwan

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

After the introduction of knowledge management, ontologies, intelligent tutoring systems, and the relationships among them, a model of ontology-based knowledge management in intelligent tutoring systems is presented in this paper. It consists of knowledge representation, organization and acquisition module, knowledge distribution module, and knowledge maintainess module. The knowledge representation, organization and acquisition module uses multi-media teaching material getting from textbook and Internet to represent and structure domain knowledge. The knowledge distribution module produces personalized learning units dynamically based on student models and domain knowledge bases in order to improve the self-adaptability and pedagogical effects of the system. Finally, the knowledge maintainess module updates student models and domain knowledge bases according to students' performance and their interactions with the system.

In recent years, the importance of keeping and sharing knowledge in organization have motivated many firms to start knowledge management (KM) projects. However, in reality, many of KM projects have failed or not achieved the planned goals. Lack of infrastructure for knowledge creation are known as one of the important reasons for this failure. Knowledge creation is one of the main level in KM cycle. Knowledge and knowledge creating tools, if well recognized and applied, have a significant role in the success of the KM project. The aim of this study is to identify organizational factors that affect individual knowledge creation in the firm. The systematic literature review resulted in 23 key factors on individual knowledge creation. These factors were classified in five categories namely: organizational culture, strategy, organizational structure, human resources and information technologies. Focusing on these factors, can increase knowledge creation by employees in organization and decrease the rate of KM projects failure.

Private Sector-led Urban Development Projects. Management, Partnerships and Effects in the Netherlands and the UK