Lens Of Knowledge Management Research Articles

An analysis of the delayed response to Hurricane Katrina through the lens of knowledge management

AbstractIn contrast to many recent large‐scale catastrophic events, such as the Turkish earthquake in 1999, the 9/11 attack in New York in 2001, the Bali Bombing in 2002, and the Asian Tsunami in 2004, the initial rescue effort towards Hurricane Katrina in the U.S. in 2005 had been sluggish. Even as Congress has promised to convene a formal inquiry into the response to Katrina, this article offers another perspective by analyzing the delayed response through the lens of knowledge management (KM). A KM framework situated in the context of disaster management is developed to study three distinct but overlapping KM processes, namely, knowledge creation, knowledge transfer, and knowledge reuse. Drawing from a total of more than 400 documents—including local, national, and foreign news articles, newswires, congressional reports, and television interview transcripts, as well as Internet resources such as wikipedia and blogs— 14 major delay causes in Katrina are presented. The extent to which the delay causes were a result of the lapses in KM processes within and across the government agencies are discussed.

The enterprise system lifecycle: through a knowledge management lens

Abstract This paper argues the importance of a lifecycle‐wide knowledge sourcing strategy in support of the Enterprise System (ES) investment. It emphasizes the need for research into more effective and cooperative ES knowledge management across the three key players — the ES vendor, the ES implementation partner or consultant, and the ES‐using client organization. Copyright © 2005 John Wiley & Sons, Ltd.

Customer and company voices in e‐commerce: a qualitative analysis

Consumer knowledge is a very important asset for an organisation. Two types of consumer knowledge have been identified, “knowledge about customers” including customer segments, individual customer preferences, potential customers, and “knowledge possessed by customers” including knowledge about product ranges, companies, and the marketplace. e‐Commerce offers an ideal medium for the creation and exchange of both types of knowledge. This paper presents the results of an initial phase in a research cycle that looks at e‐Commerce through the lens of knowledge management. It examines e‐Commerce provision made by organisations for customers across seven facets ranging from transactional to relational facilities. The results of a self‐evaluation of companies' e‐commerce propositions are contrasted with customer expectations to determine divergence and alignment. Implications are discussed and conclusions proposed.