Abstract
To create wide and deep knowledge flows by providing implicit and explicit knowledge services, organizations have constructed knowledge management systems (KMS). As employees are major knowledge resources in an organization, it is essential to use their collaborative intelligence in KMS, but there has been little research on how the heterogeneous networks of people interact to produce intelligent outcomes. This research suggests a new KM framework that leverages collaborative intelligence techniques, such as collaborative search, collaborative filtering, and social network analysis, as well as conventional knowledge management techniques including smart sensor technology. Finally, this paper reports our experience in a real world KMS development case that applied the framework and suggests challenges of knowledge management learned from this research.
Highlights
In today’s fast-changing global markets, failure or success is no longer tied to the traditional inputs of labor, materials, or capital
Tacit knowledge is a crucial source of sustainable competitive advantage because it is difficult for competitors to imitate it
(3) 80% of accumulated standardized normal distribution is acknowledged for expert document viewers (T1) and only 20% of standardized normal distribution is acknowledged for nonexpert document viewers (T2): Usage index (Ui) for a specific analyzing period (i) = 0.8 ∗ T1 + 0.2 ∗ T2 (i = 1 month, 3 months, 1 year)
Summary
In today’s fast-changing global markets, failure or success is no longer tied to the traditional inputs of labor, materials, or capital. Successful knowledge management (KM) can improve an organization’s competitive advantages [1] and is the foundation of innovation [2]. The most common components of the frameworks and models consist of a series of processes, such as creation, storage/retrieval, transfer, and application. Tacit knowledge is a crucial source of sustainable competitive advantage because it is difficult for competitors to imitate it. Since organizational tacit knowledge such as know-how, experience, and culture usually resides in members’ brains, it is very complex to develop KMS which can help and utilize this type of knowledge with diversity of the expertise and the knowledge needs. Finding experts in the organization and/or over the organization is regarded as one of KMS components that supports tacit knowledge management [13,14,15]. YimamSeid and Kobsa [13] identified two major motivations of expert seeking: (a) as a source of information and (b) as someone who can perform a given organizational or social function
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