Buradasınız

Anasayfa » Content

Designing Meaningful KM Processes to Improve Organizational Learning

Journal Name:

  • Trends in Information Management

Publication Year:

  • 2009

Key Words:

Author Name
Abstract (2. Language): 
There is an urgent need to develop and implement meaningful knowledge management processes for capturing tacit knowledge of individuals leaving the organizations due to attrition or otherwise. Developing, sharing, retaining, and leveraging knowledge are integral to knowledge management processes. Leveraging knowledge is manifested in learning and thus, knowledge management and organizational learning are intricately related. Knowledge management processes are often invisible and integral to more obvious and significant business processes that are employed to deliever products and services. However, the underlying knowledge management processes are critical to capture and utilizing them to improve effectiveness and efficiency of organizational performance. Using literature review findings and two independent research studies, knowledge management processes at four levels -organization process, knowledge flow process, learning/low process, and management and leadership process are presented in this paper. All these processes must be integrated and employed together.Further, it is important to recognize the dynamic nature of these processes to meet changing organizational needs. The paper begins with an introduction to underline the necessity and importance of formalized KM processes in organizations. Next, review of the literature focuses on research studies dealing with knowledge management processes in order to be familiar with the current understanding of the subject. Finally, recommendations to integrate all these knowledge management processes are discussed for better organizational performance.
Bookmark/Search this post with
FULL TEXT (PDF): 
PDF icon arastirmax-designing-meaningful-km-processes-improve-organizational-learning.pdf
  • 2
220-245
  • English

REFERENCES

References: 

Alavi, M.. & Leidner, D E. (2001). Review; Knowledge Management and
Knowledge Management Systems: Conceptual Foundations and
Research Issues. MIS Quarterly, 25( 1), 107-136. Anantatmula, V. ( 2005. April-June). Outcomes of Knowledge Management
Initiatives. International Journal of Knowledge Management, 1(2),
50-67.
Anantatmula, V., & Kanungo, S. (20UÓ). Structuring the Underlying Relations among the Knowledge Management Outcomes. Journalof Knowledge Management, 10(4), 25-42. Anantatmula, V. (2007). Linking KM Effectiveness Attributes to
Organizational Performance. The VINE: Journal of Information and
Knowledge Management Systems, 37(2), 133-149. Beccrra-Fcrnadez, L, & Sabherwal, R. (2001). Organizational Knowledge
Management: A Contingency perspective. Journal of Management
Information Systems, 18(1.), 23-55. Beck, C.E., & Schornack, G. (2005). A System Model for Knowledge
Management: A Rhetorical Heuristic Process. HICSS38, IEEE
Computer Society, 0-7695-2268-8/05,1-10. Bertzsis, A.T. (2001 ). Dimensions of the Knowledge Management Process.
IEEE Computer Society, 1529-4188/01,432-441. Cabrera, A., & Cabrera, E. F. (2002). Knowledge-sharing Dilemmas.
Organization Studies, 23(5), 687-710. Ellis, K. (2003, November). K-span: Building a bridge between learning
and knowledge management. Training, 40(10), 46. Femandcs, A. A. (2000). Combining inductive and deductive inference in
knowledge management tasks. In Eleventh International Workshop
on Database and Expert Systems Applications, pp. 1109-1 114,
IEEE Computer Society Press, 2000. Fliaster, A., & Spiess, J. (2008, January). Knowledge Mobilization through
Social Ties: The Cost-Benefit Analysis. Schmalenbach Business
Review, V. 60, pp. 99-117. Gold, A.H., Malhotra, A., & Segars, A. H. (2001). Knowledge
Management: An Organizational Capabilities Perspective. Journal
of Management Information Systems, 18( 1 ), 185-214. Han, W., & Zhong, Q. (2006). Development of an Instrument to Measure
Knowledge Management Processes, International Conference on
Management Science and Engineering, 1CMSE '06. 1262-1268. Hsu. L. (2006, Summer). The impact of industrial characeristics and
organizational climate on KMS and BIP Taiwan Bioscienceindustry. Journal of Compiler information Sy&ton, ^Of)f>, 8 IT
Huang, W. (2006). Acquiring Innovative Knowledge via Effective Process Management. 2006 IEEE International Conference on Management of Innovation and Technology. IEEE Computer Society, I -4244¬0148-8/06,384-388.
Hung, Y. & Chou, S.T. (2005 ). On Constructing a Knowledge Management Pyramid Model. IEEE Computer Society, 0-7803-9093-8/05,1-6.
Jcnnex, M.E., & Oilman, L. (2004). Accessing knowledge management success/effectiveness models. Proceedings of the 37th Hawaii International Conference on System Sciences, HICSS37, IEEE Computer Society
Kankanhatli, A., & Tan, B.C.Y. (2004). A review of metrics for knowledge management systems and knowledge management initiatives. Proceedings of the 3 7th Hawaii International Conference on System Sciences, HICSS37, IEEE Computer Society.
Kay, B., & Cohen, J. (2008, April). Safeguarding the Intellectual Capital of Baby Boomers. Training and Development, pp. 30-33.
LalT, M. (2008, January). Knowledge Walks Out the Door. Training and Development, V. 20.
Li, M,. Ciao,. F, & Kameoka, A. (2004). Enhancing Creativity and Imagination in Process Management- Combinative Use of Systems Methods and Knowledge Management Tools. International Engineering Management Conference 2004, IEEE Computer Society. 0-7803-8519-5/04,505-509.
Maier, R., & Remus, U. (2001). Towards a Framework for Knowledge Management Strategies: Process Orientation as a Strategic Starting Point. HICSS34. IEEE Computer Society, 0-7695-0981 -9/01,1-10.
Mou, Y.,
Zhang
, S., & Cao, J. (2004). Providing Knowledge Support In Business Process: A Context Based Approach. 2004 IEEE International Conference on Systems, Man, and Cybernetics. IEEEComputer Society, 0-7803-8566-7/04,2143-2149. Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company.
New York: Oxford University Press. Preece, A.. Flct, A.. Slceman, D., Curry, D., Meany, N„ & Perry, P. (2001).
Better Knowledge Management through Knowledge Engineering.
IEEE Intelligent Systems, 1094-7167/01, January-February, 36-43. Probst, G., & Büchel, B. (1997). Organization Learning. London, UK:
Prentice Hall.
Rad,
P.
F., &
Anantatmula, V. (2005). Project Planning Techniques. Vienna,
VA: Management Concepts. Silver, C. (2000, November/December). Where Technology and
Knowledge Meet. Journal of Business Strategy, pp. 28-33. Tranficld, D., Young, M., Parrington, D., Bessant, J. & Sapsed, J. (2003).
Knowledge Management Routines for Innovation Projects:
Developing a Hierarchical Process Model. International Journal of
Innovation Management, 7( 1), 27 49. Turban, E. and Aronson, J.E. (2001). Decision Support Systems and
Intelligent Systems (&'' ed..) Prentice-Hall: EnglewoodCliffs,NJ. van Zolingcn S.J.. Strcumer, J.N,. & Stooker, M. (2001). Problems in
knowledge management: a case study in a knowledge-intensive
Company. International Journal of Training and Development,
5(3), 168-184.
Zack,
M
. H. (1999, Summer). Managing Codified Knowledge. Sloan Management Review, 1999.

Thank you for copying data from http://www.arastirmax.com