10
Point Checklist |
10 point checklist that sets outs the full range of the issues that
need to be addressed in KM. |
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Accumulating Knowledge Efficiency |
The ratio of Knowledge Capital accumulation to spending on
information management tracks with market valuation. By Paul A.
Strassmann |
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Aligning Knowledge Management Drivers With Business Strategy
Implications |
Understanding the link between the drivers of knowledge management
systems and business strategy is important for policy planning and
execution. This empirical research paper examines perceptions of 67
managers at medium and large-sized organizations in the NY
metropolitan area to better understand the drivers of knowledge
management in relation to business strategy. |
|
An
Investigation of the Basic Assumptions behind Knowledge Management
by Comparing Two Perspectives of Knowledge Creation |
In the thesis two different views of knowledge creation are
presented and discussed; the ‘mainstream’ view and the ‘complex
responsive process’ view. The aim with the thesis is first to
compare the two theories by discussing the assumptions they rely on,
secondly the aim is to discuss which theory is most applicable by
interpreting observations from a practical case in light from the
two different theories. |
|
Calculating Knowledge Capital |
No mumbo-jumbo. Here's a simple method for deriving the value of
intellectual assets. By Paul Strassmann |
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Choosing Your Knowledge Management Strategy |
In this paper, we survey a number of different knowledge management
strategies and a range of driving forces for knowledge management
activities. |
|
Clarifying Concepts Of Knowledge And Information - Literature Review |
This paper analyzes the concepts of information and knowledge
constructively, clarifying the confusion between the two concepts in
the literature. |
|
Conceptual Framework For Knowledge Management In Reverse Enterprise
System |
Objective of this paper is to communicate a critical review of
knowledge management in the Reverse Enterprise System using
framework of knowledge chains to outline findings. 2007 |
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Creating Competitive Advantage By Effectively Managing Knowledge |
This paper investigates the vital link between the management of
knowledge in contemporary organizations and the development of a
sustainable competitive advantage. A framework synthesized from a
review of the literature is offered. |
|
Developing a Knowledge Strategy |
Managing your company's knowledge more effectively and exploiting it
in the marketplace is the latest pursuit of those seeking
competitive advantage. |
|
Developing a Knowledge Strategy |
Today, knowledge is considered the most strategically important
resource and learning the most strategically important capability
for business organizations. However, many initiatives being
undertaken to develop and exploit organizational knowledge are not
explicitly linked to or framed by the organization’s business
strategy. This article provides a framework for making that link and
for assessing an organization’s competitive position regarding its
intellectual resources and capabilities. |
|
Enhancing Organisational Performance Through Knowledge Innovation |
A Proposed Strategic Management Framework. The field of knowledge
management (KM) has emerged strongly as the next source of
competitive advantage. However, as to how knowledge management (KM)
practices can be employed in the pursuit of innovation has yet to be
firmly established. |
|
Environmental Factors |
An Investigation Of Environmental Factors Influencing Knowledge
Transfer. This research asked the following question: Is there a
correlation between organizational culture and the ability of an
organization to efficiently and effectively transfer knowledge? |
|
Establishing A Connection Between Knowledge Transfer And Innovation
Diffusion |
Successful innovation diffusion process may well take the form of
knowledge transfer process. Therefore, the primary objectives of
this paper include: first, to evaluate the interrelations between
transfer of knowledge and diffusion of innovation; and second to
develop a model to establish a connection between the two. |
|
Facilitating Knowledge Sharing Through Lessons Learned System |
This paper explores the concepts of Lessons Learned (LL) and Lessons
Learned System (LLS), and then demonstrates the development of
Lessons Learned System (LLS) as part of knowledge management
initiative to facilitate knowledge sharing. March 2005 |
|
Global Knowledge Power |
Further accumulation and consolidation of knowledge is likely to
exacerbate global conflicts. By Paul A. Strassmann |
|
Glossary |
Glossary of terms used in competitive intelligence and knowledge
management. January 2009 edition. Developed by Vernon Prior. Pdf |
|
If
Managing Knowledge is the Solution, then What's the Problem? |
This article presents a taxonomy for describing resources,
capabilities and competitive environments in terms of four distinct
yet related knowledge processing requirements or "problems", viz.,
complexity, uncertainty, equivocality, and ambiguity. Each suggests
a particular knowledge processing capability. |
|
Implementing KM |
What's the key to implementing knowledge management? Interview with
Paul Strassmann; gives a quick overview |
|
Implementing Knowledge Management: A Practical Approach |
This paper discusses a practical way in which to assess and
implement Knowledge Management. It argues the importance of aligning
KM initiatives to the business goals and managing the key aspects of
people, processes and technology equally. 2006 |
|
Integrating Knowledge Management Technologies in Organizational
Business Processes |
Getting Real Time Enterprises to Deliver Real Business Performance.
2004 |
|
Is
knowledge the ultimate competitive advantage? |
Business Management Asia talks to Dr Yogesh Malhotra about why,
sometimes, merely possessing knowledge isn't enough; application, he
argues, is everything. 2003 |
|
KDD
for Business Intelligence |
Intelligent organizations recognize that knowledge is an
intellectual asset that grow over time and when harnessed
effectively, can sustain competition and innovation. This paper
explores the concepts of BI, KDD (Knowledge Discovery in Databases)
, process of knowledge discovery, key levers of knowledge strategy
and benefits of BI. 2012 |
|
KM
Program Implementation |
Knowledge Management Program Implementation Tips & Guidelines “A
Practitioners Point of View” |
|
Knowledge Management and Organizational Learning: Fundamental
Concepts for Theory and Practice |
This paper investigates several issues regarding the nature, domain,
conceptual foundations, and practical challenges of knowledge
management and organizational learning. |
|
Knowledge Management And The Nonprofit Industry: A Within And
Between Approach |
The nonprofit industry is specifically examined and it is suggested
that the uniqueness of this industry requires both a "within" and
"between" approach to KM. 2005 |
|
Knowledge Management In Self-Organizing Social Systems |
Knowledge is a threefold process of cognition, communication, and
co-operation. How can knowledge be managed in a self-organizing
system? May 2004 |
|
Knowledge Management Tools In Mobile Networks |
This article describes knowledge in general and knowledge management
in particular in the mobile network domain. It continues with
discussing the main features, benefits, challenges and
characteristics of a KM-tool in a mobile operator's organization. |
|
Knowledge Management: A Strategic Tool |
The objective of KM is to support the achievement of
business-objectives. Both knowledge-contributions / sharing as well
as re-use need to be encouraged and recognized at the individual
employee level as well as the company level. 2002 |
|
Knowledge Portals |
Using the Internet to Enable Business Transformation. The mission of
a Knowledge Portal is not only to provide a library-like pool of
information, but to actively support the user in his or her business
processes. |
|
Learning by Knowledge Intensive Firms |
Knowledge intensity has diverse meanings, partly because people use
different definitions of knowledge. |
|
Linking Knowledge Management and Information Technology to Business
Performance |
A Literature Review and a Proposed Model. Most current empirical
studies have explored the relationships among these three factors
either in isolation or in pairs of two at a time. 2006 |
|
Managing Tacit Knowledge In Organizations |
This paper examines potential ways to observe and manage the
creation and exchange of tacit knowledge within an organization.
2007 |
|
Managing the Intangible |
This article provides a good summary of the concept of knowledge
management including a definition and some paragraphs on
implementation, value, problems and barriers. It finishes with a
good bibliography. |
|
Measures |
Building Knowledge Management Measures Using the Navy's Approach.
The Navy defines three different kinds of KM metrics. Outcome
metrics concern the impact of the KM project or initiative on the
overall organization. They measure large-scale characteristics such
as increased productivity. Output metrics measure characteristics at
the project or task level, such as the effectiveness of lessons
learned information to future operations. System metrics monitor the
usefulness and responsiveness of supporting technology tools. |
|
Measuring and Managing Knowledge Capital |
By Paul Strassmann |
|
Metaphors of knowledge management: what you see is what you get |
In our paper we investigate the definition and practice of knowledge
management as perceived by middle and senior managers in
corporations which have been deeply involved in explicit systematic
attempts to manage their information and knowledge, and by
consultants associated with such projects. pdf-file 1999 |
|
On
The Use Of A Diagnostic Tool For Knowledge Audits |
The research reported in this paper outlines the construction and
utilisation of a diagnostic tool for performing what we call a
material knowledge audit in an enterprise of medium complexity.
2007 |
|
People Are Important! |
Knowledge Management (KM) is widely accepted as valuable means for
organizations to enhance intellectual capital, encourage innovation
and optimize performance. The authors maintain that successful KM
implementation is critically dependent on the collaborative nature
of the organization’s social fabric. They further assert that this
social fabric is significantly influenced for better or worse by
critical non-rational people-factors that are ignored in a typical
KM initiative. 2004 |
|
Personalization of information |
The Personalization of Information: Martin Oetting, Winter 2000 |
|
Projecting Knowledge Management: Screenwriting As A Tool For
Knowledge-Sharing And Action |
This paper explores the encultured and other kinds of knowledge
which screenwriters target to help audiences receive, and ultimately
act, on a message in a screenplay. It examines the strengths and
weaknesses of sharing knowledge with a broad, public audience as
distinct from within an organization. Finally, it presents five key
tools of the screenwriting art. 2006 |
|
Projects As Triggers Of Knowledge Production In Project-Based
Companies: An Autopoietic View |
This conceptual article draws attention to the autopoietic
epistemology as a potential observational scheme to describe
project-based companies’ knowledge production. |
|
Prospecting for Experts |
Knowing who to ask can save you time and money. |
|
Protecting the Knowledge Enterprise |
As knowledge management changes the rules of competitive
intelligence, offense and defense must merge in a coordinated
strategy. |
|
Relating the Knowledge Production Function to Total Factor
Productivity: |
An Endogenous Growth Puzzle. The knowledge production function is
central to R&D-based growth models. This paper empirically
investigates the knowledge production function and intertemporal
spillover effects using cointegration techniques. |
|
Rethinking the Knowledge-Based Organization |
In the course of working with more than 30 companies over the past
eight years, I have found that a knowledge-based organization is
made up of four characteristics that can be summarized as process,
place, purpose and perspective. Each of these elements forms a basis
for evaluating the degree to which knowledge is an integral part of
the organization and the way it competes. Executives who understand
how the four elements interact will be able to start changing their
companies to take advantage of the vast intellectual assets hidden
below the surface. 2003 |
|
Sharing The Intellectual Wealth |
It's one thing to possess knowledge, another to spread it around. |
|
Size Is Important In Knowledge Management |
This paper explores some of the current concepts, information
sources, and various issues surrounding Knowledge Management systems
application, and identifies potential reasons why KM is failing to
deliver the promised, expected results. I purport that
concentrating on a single Knowledge Management approach, excluding
other methodologies, is not an effective approach. August 2003 |
|
Small Business |
Smaller-sized Companies Also Need Knowledge Management. by
Antoinette Hylton |
|
Strategic Integration: A Knowledge Management Approach to Crisis
Management |
Every day, businesses are threatened by crises that could have been
prevented or their impact lessened if only knowledge of causal and
influencing factors were known and better managed. Better knowledge
management, we contend, can help firms anticipate these factors and
design thoughtful policies to lessen the impact of such events. |
|
Strategies for Success: Building Usable Knowledge Management Systems |
Examines the process of building a KM application, with emphasis on
gaining management support, overcoming reluctance to share knowledge
and convincing people to use KM systems. |
|
Success Factors in Knowledge Management |
There are a number of knowledge management practices that appear
consistently across a variety of organizations, regardless of
structure and mandate. |
|
Tacit Knowledge: Capture, Sharing, And Unwritten Assumptions |
The transfer of tacit knowledge from those who have it to those who
need it is often seen as the Holy Grail of knowledge management. Yet
the literature on tacit knowledge gives mixed messages about the
feasibility of, or techniques for, transferring tacit knowledge, and
it is difficult to evaluate the strengths of the competing claims.
This paper is intended to make clear the key underlying assumptions
in the literature that are relevant to capture and sharing of tacit
knowledge. |
new |
Tacit knowledge: the variety of meanings in empirical research |
Rather than turning to further theory, this paper examines how the
phrase has been applied in empirical research. Pdf-file 2004 |
|
Tacit knowledge: unpacking the motor skills metaphor |
Motor skills are held to provide paradigm examples of tacit
knowledge but knowledge management researchers have overlooked
decades of research and theorising on motor skills. A review of this
field shows it to be undergoing considerable intellectual debate
between information-processing and dynamic systems models. Some
implications for knowledge management research and practice are
outlined. pdf-file 2005 |
|
The
Analysis of Organizational Culture and Structure as a Basis for the
Implementation of Knowledge
Management |
In the commercial world of today Knowledge Management and
Organizational Learning are supposed to be indispensable
prerequisites for the competitive ability of companies. Managers, in
particular, have the potential to change an organization and
therefore they should act in an exemplary way. |
|
The
Business Case For Knowledge Management |
The authors have developed a framework and set of guidelines aimed
at assisting knowledge champions in their efforts to successfully
justify a knowledge management program. 2004 |
|
The
Effect Of Communication On Knowledge Sharing In Organizations |
This study attempted to investigate the effects of communication on
knowledge sharing in an organization. Based on the data from COMU
Turkey, the relationships among communication satisfaction,
communicator style, knowledge donating, knowledge collecting, and
seven demographic variables were statistically analysed. 2007 |
|
The
Evolution Of Knowledge Management Systems Needs To Be Managed |
In this paper, the authors report the results from a field research
study of information systems in a knowledge-intensive, fast-growing,
and dynamic organization. |
|
The
Importance of Knowledge Capital |
Despite claims to the contrary, ownership of Knowledge Capital is
highly concentrated. By Paul A. Strassmann |
|
The
Knowledge Imperative |
Building competitive advantage through effective knowledge
management: definition of KM, building a knowledge strategy, global
best practices |
|
The
Knowledge-Devouring Web |
As Internet-based information sources expand, opportunities for
knowledge creation get left behind. By Paul A. Strassmann |
|
The
Role Of Knowledge Management In Creating Transformational
Organizations And Transformational Leaders |
W. Edward Deming’s theories of management have informed our thinking
and practices for four decades. We consider three questions: (1)
how do Dr. Deming’s theories align with the current representation
of knowledge management? (2) how might today’s knowledge management
theory and practice help realize Dr. Deming’s vision? (3) What form
of education encourages systemic transformation? |
new |
The
SECI model of knowledge creation: some empirical shortcomings |
This paper presents a critique of key empirical aspects of Nonaka’s
model of knowledge creation. Pdf-file 2004 |
|
The
State of KM |
A new survey suggests that a KM investment offers hope for hard
times. May 2001 |
|
To
Facilitate Or Intervene |
A Study Of Knowledge Management Practice In SME Networks. February
2003 |
|
Training and Performance Improvement Professionals |
Eight Things That Training and Performance Improvement Professionals
Must Know about Knowledge Management. Advocates applying KM
practices such as internal and external knowledge sharing to improve
training and performance initiatives. |
|
Trends In Corporate Knowledge Asset Protection |
This paper examines the perceptions of corporate managers regarding
changes in security practices related to knowledge assets at their
organizations in light of recent perceived increases in security and
competitive intelligence threats. February 2003 |
|
Valuing Knowledge: Is It Worth It? |
One of the most challenging issues in the field of KM is that of
measurement. How valuable is knowledge? How can you justify
investment in this new 'fad' of knowledge management? This article
outlines the nature of this challenge, provides an overview of some
of the methods being used, and discusses the role of the information
professional. |
|
Why
Knowledge Management Systems Fail? |
Enablers and constraints of knowledge management in human
enterprises. Pdf-file |
|
Why
Three Heads Are Better Than One (How to Create a Know-It-All
Company) |
Even in the best of times, it's a battle to convince employees to
participate in knowledge management programs. But in tough times,
the tendency is for employees to horde what they know. Here's how
some companies convinced individuals to share best practices.
December 2003 |
|