Development Of Knowledge Management Strategies Research Articles

Knowledge management in industry 4.0 environment for sustainable competitive advantage: a strategic framework

ABSTRACT Knowledge is an intangible asset that can increase employees’ and organisation’s effectiveness. Limited research has been done to upgrade existing knowledge management systems in the Industry 4.0 environment. Hence, this study identifies thirteen critical factors for developing a knowledge management system in Industry 4.0 environment. Interpretive Structural Modelling (ISM) is utilised to develop the structural relationships among these factors. Finally, fuzzy MICAMC is used to categorise the factors based on driving-dependence value. The results reveal the direct and indirect effects of these factors in developing a KM system in the digital age. Findings suggest that top management support, development of knowledge management strategy, knowledge friendly culture, creation and maintenance of digital infrastructure, and employees training are the major drivers for developing a KM system in Industry 4.0 environment. Organizations can use the proposed framework to prioritise their actions to develop a KM system in the Industry 4.0 environment.

A comparison of three delivery systems for teaching an information technology course

An important aspect of the global, knowledge-based, technology-enabled economy is that organizations must invest in continuous training [4]. Managers, now exposed to concepts such as knowledge economy, organizational intelligence, learning organization, knowledge era, and organizational learning, [2, 3, 12], need to establish the optimum mix of continuous training activities to leverage organizational knowledge to its fullest potential. Several methods and models aimed at managing organizational knowledge at a macro level are now available [2, 3, 5, 6, 8, 9, 11]. But these methods don't address the micro level problem of planning and selecting continuous training activities while taking into account manager and employee preferences, and constraints such as budget or deliverables. The analysis of empirical data presented in this article incorporated factors, criteria, and weights into a model named Econof. Our findings provide managers with valuable tools to implement a continuous training management process aligned to organizational strategy---a step toward the development of knowledge management strategies.