Top PDF Knowledge Management Capabilities Rubrics

Knowledge Management Capabilities Rubrics

Knowledge Management Capabilities Rubrics

Rubric matrix is a clear set of criteria used for assessing a particular type of work or performance. A rubric also includes levels of potential achievement for each criterion. Using rubric has many advantages in this area such as: organizations can use rubric as a tool to improve their weaknesses; experts have explicit guidelines about how to judge about attributes; clarifying each attributes; easy and also exact evaluation and so on. Because of importance of KM, many organizations spend pervasive effort on KM projects. But many researchers indicated that many KM projects have failed. Investigating on these projects is for acquiring many goals and expectations, thus reasons for project’s failure are so controversial. Don’t be familiar with the status of organization’s knowledge and also preconditions (capabilities) that they are very essential for KM efforts are reasons for failure of KM projects. Another reason of KM projects failure could be the lacking of knowledge audit (“The K-Audit is a discovery, verification and validation tool, providing fact-finding, analysis, interpretation, and reports. It includes a study of corporate information and knowledge policies and practices, of its information and knowledge structure and flow”) for any KM plans and projects (Hylton, 2002).
Mostrar mais

5 Ler mais

Dynamic capabilities analysis in strategic management of learning and knowledge absorption

Dynamic capabilities analysis in strategic management of learning and knowledge absorption

The transformation involves conversion and refinement of knowledge to meet the needs of idiosyncrasy. Track information is difficult by the processing and exploitation because strategic formulation may be a holistic process with predetermi- ned elements. The ability of the firm to recognize the two sets of information, combine to achieve a transformation capacity (ZAHRA; GEORGE, 2002, p. 190). The know- ledge that could be exploited, depending on some important factors is the historical experience of the company, the right policy to influence the decision in the right di- rection and strategic priorities. Politicians in the sense that there are different actors and stakeholders with values and perceptions that affect their sense of organizational identity and influence access to information and knowledge and legitimizing the dif- ferent criteria to accept performance factors.
Mostrar mais

34 Ler mais

The Role of Knowledge Management in Higher Education Institutions: A Case Study from Tanzania

The Role of Knowledge Management in Higher Education Institutions: A Case Study from Tanzania

The aim of the paper was to investigate the role of knowledge manage- ment in higher education institutions. The case study was based on the Stefano Moshi Memorial University College (SMMUCo). The study relied on both secondary and primary data; primary data was obtained mainly through a questionnaire, observations, as well as short interviews/discussions with students and lecturers, since the researcher is a lecturer at SMMUCo. The findings show that the current University website and the general state of IT infrastructure is not adequate in supporting the knowledge management activities, for example both students and lecturers pointed out a lack of an information system where they could login to access specific information (e.g. individual course results, lecture notes, news bulletins and updates from the management). The paper concludes by highlighting the development of the knowledge management model, which SMMUCo could implement in order to achieve effective knowledge management. The model suggests that in order to build the knowledge management capabilities, the university should ef- fectively align its key resources, namely: (a) Employees (both academic and administrative staff), (b) University content (e.g. lecture notes, programs, poli- cies etc.), and (c) ICT infrastructure. The use of relevant technologies is highly recommended, since technology is viewed as a resource that can improve knowledge management.
Mostrar mais

16 Ler mais

Rev. adm. empres.  vol.57 número3

Rev. adm. empres. vol.57 número3

The irm must guarantee that the right things will “get done,” and therefore, should have the speciic ability to coordinate assets and activities; management capability (MC) is responsible for this task. Trott (2008) argues that “the task of all managers is to improve their operations—otherwise they are supervisors and do not justify their job title” (p. 119). If capabilities can be explained by a set of routines embedded in applied knowledge (technology), MC requires a more generalist repertoire to act through choice and decision where technology fails to have a perfect routine. Management’s capabilities require a wide range of skills, which should be lexibly applied in problem-solving to cope with various and often unpredictable circumstances (Langlois, 2003). From strategic decision-making to resource allocation, and through system integration, HR management, and accounting and inance issues, MC internally coordinates the irm. Nonetheless, management must be constantly aware of the process of change to dynamically adjust the organization to the irm’s needs without falling into excessive control that may stiles change (Pufal, Zawislak, Alves, & Tello-Gamarra, 2014).
Mostrar mais

13 Ler mais

A Knowledge Management Project for the Sustainable Growth of a Workforce Management Team

A Knowledge Management Project for the Sustainable Growth of a Workforce Management Team

As knowledge management projects have to deal with complex variables such as organic growth that have an inherent uncertainty, they can raise suspiciousness against other fact-based initiatives. That is why some knowledge managers try to frame the project in terms that are more business- friendly, such as indicating that cycle times will be reduced through a reutilization of the resources (Davenport and Beers, 1998). Therefore, it is necessary to focus on finding reliable key performance indicators and this will indeed require a use of less traditional options. One option to judge the outcomes is to verify if the organization improved in capabilities such as: anticipating opportunities for new products/services, rapidly commercialize new innovations, anticipate surprises and crisis, decrease market response times, avoid overlapping development of corporate initiatives, streamline its internal processes and reduce redundancy of information and knowledge (Gold and Segars, 2001).
Mostrar mais

72 Ler mais

SOME CONCEPTUAL PROPERTIES FOR KNOWLEDGE MANAGEMENT SYSTEMS DESIGN

SOME CONCEPTUAL PROPERTIES FOR KNOWLEDGE MANAGEMENT SYSTEMS DESIGN

to now, technology has been generally perceived as an enabler in supporting the various KM processes i.e. capturing, categorizing, storing, searching, and distributing. Business capability exploration focuses on reaching agreement about basic concepts and terms that different groups use. As a vehicle for reaching agreement between stakeholders, an ontology supports multiple points of view as well as different vocabularies. Developments in the field of Semantic Web Services show the opportunity of adding higher semantic levels to the existing frameworks, to improve their usage and ease scalability [8,11]. Semantic models are inherently multi-perspective and can generate controlled vocabularies and taxonomies as needed by different business problems, functional units, or communities of practice within the enterprise as well as across the supply chain. Building an intelligence layer allows delivery of capabilities and business value to users by building composite services. The knowledge plane models the essential business context, integration, relationships and business rules between applications, databases, and processes. Applications and data sources link to and interact with each other in real time and in context through the business ontology layer. Dynamic semantic models can be reasoned over. Connections can be inferred and ontologies can be consulted by different applications at execution time, make ongoing integration costs more linear rather than exponential.
Mostrar mais

8 Ler mais

BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

BODIES OF KNOWLEDGE IN PROJECT MANAGEMENT AND PROJECT QUALITY MANAGEMENT

Japan’s Engineering Advancement Association (ENAA) founded a committee for the introduction, development and research on project management in 1999, which created A Guidebook of Project and program Management for Enterprise Innovation – officially abbreviated P2M in 2001. Development of P2M and certification system appeared as the result of Japan’s enterprises needs to develop more innovative approaches for the development of their business. This is a very long and detailed document that contains 420 pages and it does not include only one project management but contains areas of program management.
Mostrar mais

8 Ler mais

Knowledge Management Practices for Development - Slovak Model

Knowledge Management Practices for Development - Slovak Model

Knowledge and its management, innovation and technology are key elements for economic growth and sustainable development in technology and globalization era. The purpose of this paper is to study the eff ects of best practices of knowledge management in Slovakia, a$ empting to present a model that may serve to improve access to knowledge management and technology in Albania. This paper analyses practices of research & development, intellectual capital, the link between knowledge, innovation and technology transfer and trends of economic development in Slovakia. This study has used the qualitative method, supported on secondary source of data. From the assessment perspective, the fi ndings are believable that investing on intellectual capital and managing knowledge properly, stable eff ects on the development of economy, industry and other fi elds is reached. Knowledge is managed by higher scientifi c institutions supported by the state. Today, in Slovakia are operating the most powerful companies. Albanians possess human capital that may face the diffi cult technological challenges and innovations. Both, Albania and Kosovo governments need to create a more coherent and national access to knowledge management and innovation through the establishment of National Council of Science, Knowledge and Technology Transfer.
Mostrar mais

5 Ler mais

JISTEM J.Inf.Syst. Technol. Manag.  vol.11 número1

JISTEM J.Inf.Syst. Technol. Manag. vol.11 número1

From a supplier’s point of view, one respondent commented that there are situations in which customers were technically unprepared, that the relationships were not always good and often that problems with projects were blamed on suppliers, which in his view was incorrect. Another supplier took the position that clients should have an organizational focus on projects with innovative components, particularly with regard to planning for the time and resources necessary to absorb new knowledge. According to supplier companies’ project managers, projects with innovative components cannot be managed in the same way as projects that use technologies known by the customers. The other highlight related to the supplier B, which showed total adherence in the search for appropriate interaction with its customers, using many of the processes of PM and the benefits of KM in projects for its clients. Although supplier B did not completely adhere to the model in the general context of all cases, as observed in the case of client company C, in the case of supplier B and the reports of managers from other companies, this need and trend in the model search is proposed as a success factor in subcontracting and achieving project objectives.
Mostrar mais

26 Ler mais

Análise da cultura organizacional no gerenciamento de projetos

Análise da cultura organizacional no gerenciamento de projetos

O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) – referência nas melhores práticas em gerenciamento de projetos – que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes.
Mostrar mais

168 Ler mais

BAR, Braz. Adm. Rev.  vol.11 número4

BAR, Braz. Adm. Rev. vol.11 número4

Even within transaction cost economics, Williamson (1996) suggests that a particular feature of firms is their access to low-powered incentives, which facilitates certain types of transactions. Several other contributions, many published in top management research journals, echo or express similar ideas in various ways (e.g., Adler, 2001; Ferraro et al., 2005; Foss & Lindenberg, 2012; Ghoshal, 2005; Ghoshal & Moran, 1996; Hodgson, 1998; Kogut & Zander, 1992, 1996; Nahapiet & Ghoshal, 1998; Spender, 1996). Further argument asserts that the ability of firms to cultivate pro-social motivation underlie organizational advantage (Nahapiet & Ghoshal, 1998); that is, firm-like organizations can carry out activities that other kinds of economic organizations are incapable of carrying out (at the same level). Chief among these advantages is knowledge sharing (Osterloh & Frey, 2000) and knowledge integration (Kogut & Zander, 1992). In fact, many of the above contributions belong to what is often called the knowledge-based view of the firm (e.g., Spender, 1996). The clear implication of these contributions is that markets and other non-firm governance structures should be used sparingly for the organization of knowledge processes such as innovation, knowledge sharing, knowledge integration, and so on (Kogut & Zander, 1992).
Mostrar mais

21 Ler mais

Knowledge Management in Machining Processes

Knowledge Management in Machining Processes

The machining system receives contracts after the tenders (competitions) generated by the market offer quatations. The competitive control means competitiveness assessment, and based on it, an intervention on the machining system through instructions regarding the progress of the machining process in order to obtain maximum competitiveness. On the other hand, after assessing competitiveness, the management system should enable to develop competitive offer for the tenders. To achieve these two objectives, the competitive control uses the reinforcement learning to get to know the market and the non supervised on-line learning technique to get to know the machining system.
Mostrar mais

5 Ler mais

Capacidade de absorção e processos organizacionais de gestão do conhecimento: relações com a inovação

Capacidade de absorção e processos organizacionais de gestão do conhecimento: relações com a inovação

Absorptive capacity (ACAP) literature has built, over the past twenty-five years, numerous theoretical frameworks and measures. The integration of these models can reduce disparities in ACAP conceptualization and research. First introduced by Cohen and Levinthal (1990), and defined as the “ability to recognize the value of new information, assimilate it, and apply it to commercial ends” (p. 128), some authors have re-conceptualized the ACAP construct (e.g., Lane et al., 2006; Todorova & Durisin, 2007; Zahra & George, 2002), suggesting different measures for its operationalization (Camisón & Forés, 2010; Flatten, Engelen, et al., 2011; Jansen et al., 2005; Jiménez-Barrionuevo, García-Morales, Molina, Jimenez-Barrionuevo, & Garcia-Morales, 2011; Minbaeva et al., 2003; Nieto & Quevedo, 2005). The multidimensional nature of ACAP is common to these major re- conceptualizations, who have consistently recognized dimensions like acquisition, transformation and application as components of ACAP. However, despite the proliferation of ACAP research since Cohen and Levinthal (1990), few studies tried to develop or reconceptualise absorptive capacity or the underlying dimensions of identification, assimilation or exploitation (see Lane et al. (2006) for a discussion). One of the most notable efforts was made by Zahra and George (2002) that defined absorptive capacity as “a dynamic capability that influences the firm's ability to create and deploy the knowledge necessary to build other organizational capabilities (p. 188)”. On their reconceptualization, absorptive capacity encompasses four factors (acquisition, assimilation, transformation and exploitation). Together, acquisition and assimilation represent potential absorptive capacity (PACAP), which capture organization’s capability to value and acquire external knowledge but “does not guarantee the exploitation of this knowledge” (p.190). Transformation and exploitation represents realized absorptive capacity (RACAP), meaning that the organization is able to combine and use the absorbed knowledge.
Mostrar mais

197 Ler mais

CONFLUENCE OF KNOWLEDGE BETWEEN INFORMATION SCIENCE AND MANAGEMENT: INTERDISCIPLINARY MANAGEMENT

CONFLUENCE OF KNOWLEDGE BETWEEN INFORMATION SCIENCE AND MANAGEMENT: INTERDISCIPLINARY MANAGEMENT

Abstract: Theoretical study on the disciplinary epistemic constitution of Information Science and Management, which explores interdisciplinarity between these two fields of knowledge, with the confluence points of the strategic information management, environmental scanning and competitive intelligence. The theoretical foundations are based on Information Science and on the researches that acknowledge interdisciplinarity between these areas, including Brazilians. As to the area of Management, the study is based on the authors of the area that deal with the importance of information as a reduction element of uncertainty, as well as authors who talk about environmental scanning, aimed at creating and reviewing business strategies for organizations, through a greater command of themselves and the environment in which they operate. The analysis shows that there are researches in Information Science that are already dealing with its interdisciplinarity with Management.
Mostrar mais

19 Ler mais

Article BG Taking Stoch Looking Ahead JIBS 2005

Article BG Taking Stoch Looking Ahead JIBS 2005

On what entrepreneurship is concerned, three promising avenues may be mentioned. First, there is a need to go deeper in the process of ‘identifying’ business opportunities. Are we dealing with a discovery process (Kirzner, 1973; Shane, 2000; 2003) or with a ‘making sense’ perspective (Gartner et al, 2003)? Are business opportunities perceived and framed, from the outset, at an international level? Second, different entrepreneurs’ characteristics may influence born globals international scope and management mentalities. To what extent born globals founded by novice, habitual, serial and portfolio entrepreneurs – following Wright and Westhead (1998) and Delmar and Davidson (2000) – differ and how do entrepreneurial types impinge upon firms’ international choices and developments? Similarly, do firms launched by marketing, technical and structural entrepreneurs (Andersson, 2000) follow different international strategies and development patterns? Third, further understanding is needed about internal exploitation versus transaction options in pursuing international business opportunities. Are international decisions on this regard influenced by considerations different from national decisions (Shane, 2003)? Does the perceived gap between entrepreneurs’ resources and exploitation requirements widen for international markets, leading to a higher propensity to use licensing arrangements (Arora et al, 2001; Grindley and Teece, 1997). Again, it is thought that extant international business theories, namely the internalisation perspective, are much helpful in this regard.
Mostrar mais

37 Ler mais

REVIEW OF GUIDELINES FOR THE INTELLECTUAL CAPITAL STATEMENT- HOW TO MANAGE AND COMMUNICATE THE COMPANY'S KNOWLEDGE1

REVIEW OF GUIDELINES FOR THE INTELLECTUAL CAPITAL STATEMENT- HOW TO MANAGE AND COMMUNICATE THE COMPANY'S KNOWLEDGE1

MERITUM GUIDELINES DANISH GUIDELINES Intellectual capital report Intellectual capital statement Intangibles management Knowledge management Vision of the firm & strat[r]

14 Ler mais

JISTEM J.Inf.Syst. Technol. Manag.  vol.1 número1

JISTEM J.Inf.Syst. Technol. Manag. vol.1 número1

Knowledge management specialists have rarely addressed the issue of maintenance management specifically. Some researchers have addressed it indirectly by examining the knowledge issues associated with manufacturing or construction industries (BLUMENTRITT & JOHNSON 1999, ANUMBA et al 2000). Other authors have focussed mainly on the supporting role of knowledge management techniques in relation to different functions, notably after-sales service (PENTLAND 1992) and technical support (DAS, 2003). In the case of maintenance management a different approach is needed since the domain covers several functions including purchasing, human resource management, training and quality management. It is also interesting to note that several previous articles have addressed the issues of tacit and explicit knowledge (SPENDER 1996, SCHMIDT 1999). This is particularly relevant in the maintenance industry since explicit knowledge made up of concrete measurements and quantitative data held in specific maintenance management information systems coexists with implicit knowledge that is essentially the experience of the operatives who carry out the different maintenance tasks in the field. This view is also shared by Rosenberg (1994) who puts forward the fact that formalized measures of knowledge such as patents and R & D expenditure frequently neglect the more mundane aspects of knowledge acquisition.
Mostrar mais

17 Ler mais

Dynamic capabilities and marketing capabilities in Portugal

Dynamic capabilities and marketing capabilities in Portugal

Hypothesis 4 (a and b) stands for the direct link between knowledge creation and transfer and the performance of firms. The performance construct computes a positive correlation with knowledge transfer processes (r= .406; p<.01), but, interestingly, there is no correlation with Knowledge Creation Routines. As recognized by Lampel and Shamsie (2003), mobilizing and transforming capabilities are directly related to market performance. However, knowledge creation routines can be understood as a source of wisdom that must be operationalized into competitive factors with an indirect link with performance. In line with Barney et al. (2001), these findings underline the importance of marketing and RBV on the relationship between marketplace changes and the evolution of key resources. More recent RBV publications recognize that the link between firm resources and performance is more complex, depending on the influence of different factors (Andersén, 2011). The key role of knowledge transfer is also consistent with previous research. For example, Ray et al. (2005) highlights the importance of IT based shared knowledge and the ‘rare’ characteristic of this capability.
Mostrar mais

42 Ler mais

STUDI E-LEARNING BERBASIS KNOWLEDGE MANAGEMENT LINGKUNGAN HIDUP

STUDI E-LEARNING BERBASIS KNOWLEDGE MANAGEMENT LINGKUNGAN HIDUP

Pembangunan nasional berkelanjutan perlu memperhitungkan pendayagunaan sumberdaya alam yang berwawasan lingkungan untuk kebutuhan generasi mendatang. Bagi masyarakat, lingkungan hidup adalah merupakan ruang atau tempat tinggal bagi kehidupan sehingga perlu dilestarikan selain didayagunakan. Kolaborasi antara pengetahuan lingkungan dan pelestariannya dengan pengetahuan ICT dapat dikembangkan menjadi sebuah sistem pengelolaan, pengetahuan tentang lingkungan Environmental Knowledge Management Systems. Pendekatan efisiensi dan efektivitas pada ICT, yang meliputi variable ketepatan waktu, kapasitas, relevansi, aksesabilitas, fleksibilitas, akurasi dan realibilitas, dapat dipakai untuk mengeksplorasi faktor-faktor penentu keberhasilan pelestarian lingkungan hidup berbasis masyarakat sebagai sentra partisipan. Metode analisis menggunakan Core Process of KM yang terdiri knowledge identification, knowledge aqcuition, knowledge development, knowledge sharing and distribution, knowledge utilization, dan knowledge retention. Sedangkan metode perancangan adalah pendekatan berbasis objek (OOAD) yang berisi diagram-diagram UML, dilanjutkan dengan evaluasi dan verifikasi hasil uji coba prototype aplikasi e-learning akan dilakukan pengukuran dengan menggunakan IT Balanced Scorecard melalui 4 perspektif, yaitu: (1) government contribution; (2) society orientation; (3) operation excellent; (4) future orientation. Dengan dirumuskannya faktor penentu keberhasilan tersebut selanjutnya dikembangkan model pembelajaran maya, guna meningkatkan pemahaman masyarakat terhadap pentingnya pelestarian lingkungan. Hasilnya sebuah model prototipe aplikasi-environmental KMS atau e-learning yang akan diujicoba pada beberapa wilayah masyarakat khususnya di sekitar Jabodetabek.
Mostrar mais

7 Ler mais

A national academic production study about knowledge management through Haberma's knowledge theory.

A national academic production study about knowledge management through Haberma's knowledge theory.

The purpose of this study is to challenge the academic production on Knowledge Management (KM) recently published by the Brazilian academy. A total of 6,096 published articles in the Proceedings of the National Meeting of Postgraduate Management Programs, named ENANPAD, from 1997 to 2007, were compiled. Habermas’ knowledge theory has great relevance for the critical debate on the area of knowledge management (KM) in three types of knowledge: technical, practical and emancipatory. Through the documental research it was possible to identify the absolute predominance of the technical interest as a characteristic of the instrumental reason directed to constant prediction and control in the area of KM. Approximately 75% of these empirical studies did not address the question of power relations and knowledge nor did it address human consciousness emancipation towards a critical reflection of oppressive practices or political and ideological social approaches.
Mostrar mais

18 Ler mais

Show all 9852 documents...