Knowledge Management Process Model Research Articles

An Enhanced Emergent Model of Knowledge Management Processes

An Enhanced Emergent Model of Knowledge Management Processes

Research Knowledge Management using Mobile Technologies: Challenges and Solutions at the National Museum of Kenya

Knowledge is widely acknowledged as a pivotal asset, and various perspectives underscore the significance of effectively marshaling, deploying, and sharing knowledge within an organization for achieving organizational success. The National Museum of Kenya (NMK) was established with the primary goal of enriching knowledge and facilitating sustainable utilization of research information resources by stakeholders. However, the increasing diversification of knowledge sources has rendered content creation and knowledge management processes complex and laborious. Consequently, this complexity has resulted in inefficiencies throughout the knowledge management process, leading to inadequacies and disorganization. Despite the adoption of knowledge management systems, the integration of mobile phone technology in research activities at the museum has been neglected. This study aimed to scrutinize knowledge management practices at the NMK through the use of mobile apps, examine the associated challenges, and propose viable solutions. The study’s objectives were to investigate the challenges faced by researchers in generating knowledge and recommend feasible mobile technological solutions to address these challenges. The study was guided by the Knowledge Management Process Model, and employed a qualitative case study approach. The target population comprised researchers, knowledge managers, and ICT staff at the museum. Since this study was purely qualitative, data collection was achieved through interviews, and analyzed using narrative methods. The findings indicated that the NMK has implemented web-based systems supporting knowledge management activities. However, mobile phone technology has not been incorporated into any aspect of the museum’s knowledge management support tools. The study highlighted challenges such as; delayed data acquisition, misplacement of specimens, time consuming processes, data inaccuracies, and inefficiencies in knowledge management processes. Further, it was established that relying solely on web-based systems limits the flexibility of researchers in adapting to dynamic field conditions. Thus, this study recommends integrating mobile technologies into the knowledge management process at the National Museum of Kenya as a solution to the highlighted challenges. Mobile apps, known for their effectiveness and reliability, particularly in remote areas, offer a practical solution. This integration empowers researchers with more accessible and versatile tools, fostering improved content creation and knowledge management while ensuring inclusivity and efficiency, even in resource-constrained environments.

A knowledge management system in the strategic development of universities

The purpose of this study is a conceptual description of the implementation of knowledge management systems (KMS) as a mechanism for universities’ strategic development. Knowledge management (KM) practice from around the world proved the positive influence of KMS on productivity of educational institutions. The theoretical provisions and concept for KMS are determined based on an analysis of international experience of KMS use in higher education (HE). Theoretical provisions consist of 1) the staff activities as an object of KM and knowledge because of these activities, 2) the specificity of HE restrains a transfer of the KM mechanism from business to HE, and 3) the uniqueness of each university determines the structure and content of KMS for strategic development. The KM process in HE is reflected in the Socialization-Externalization-Combination-Internalization (SECI) model, where each stage contains a list of staff activities and a set of digital services. The novelty of the KM process model in HE is that knowledge flows in a wave, not a spiral. In this motion, knowledge passes from uncodified to partly codified and codified form. The study demonstrates that knowledge can go the from stage of partly codified to uncodified for revision, and knowledge flow can stop at any stage. The advantage of the concept we designed is the ability to control the flow of knowledge before it takes the codified form of a document. The digital environment for KM first allows management to control faculty activities at the initial stage of uncodified knowledge through measurement of activities, and then to estimate the knowledge flow itself. The gathered indicators help to make decisions to motivate or restrain faculty. The university management gets a complete picture of faculty activities with knowledge and the intensity of knowledge flow in training courses and educational programs.

Designing Knowledge Management to Sustain Differentiation Business Strategy at CV Fel & Co International

This research addresses CV Fel & Co Company’s knowledge management challenges in achieving high product quality and uniqueness in the leather goods industry. This thesis focuses on Designing a Knowledge Management (KM) framework to address the knowledge-related challenges faced by CV Fel & Co International, a renowned fashion industry company specializing in producing high-quality leather-based fashion products under the brand name Kias Leather. A combination of primary and secondary data collection methods is employed to achieve this objective. The primary data collection method involves conducting interviews with the CEO and production manager of CV Fel & Co International, providing valuable insights into the specific knowledge-related issues faced by the company. The secondary data is obtained from reliable sources such as industry reports, scholarly articles, and websites, enabling a comprehensive understanding of the knowledge management landscape in the leather goods industry. This research adopts a goal-oriented analysis approach, focusing on the KM Process model, which encompasses People, Process, and Technology. The KM Process model provides a framework for effectively managing knowledge within the organization. By aligning people, processes, and technology, CV Fel & Co International can foster a culture of knowledge sharing and collaboration, facilitating the creation and utilization of valuable knowledge assets. Additionally, the SECI model is utilized to support the conversion of explicit knowledge into tacit knowledge, promoting continuous learning and innovation within the company, by conducting a comprehensive analysis of CV Fel & Co International’s issues from the company like the increasing number of competitors so the company needs a breakthrough to sustain a differentiation business strategy, human resources require special expertise and can be categorized as old and have knowledge needs and gaps, and lack of standard operating procedures (SOP). A KM Roadmap is developed as a comprehensive solution based on a thorough analysis of CV Fel & Co International’s challenges. The KM Roadmap outlines strategies and actions to effectively manage knowledge and bridge the identified knowledge gaps. It emphasizes the importance of aligning people, processes, and technology to support knowledge sharing and collaboration within the unique context of the leather goods industry. The KM Roadmap includes initiatives such as establishing communities of practice, implementing knowledge-sharing platforms, conducting regular knowledge transfer sessions, and fostering a learning culture through training and development programs. Furthermore, this thesis proposes integrating knowledge management practices into CV Fel & Co International’s business processes, specifically focusing on product design and execution and employee training and development. By embedding knowledge capture, dissemination, and utilization within the existing processes, CV Fel & Co International ensures that knowledge about design trends, branding strategies, and customer preferences is systematically incorporated into product development and production, enhancing the brand’s reputation and customer satisfaction. This integration enables the seamless flow of knowledge throughout the organization, improving product quality, increased innovation, and enhanced employee expertise. In conclusion, this research proposes a comprehensive KM framework, supported by the KM Roadmap and integrated business processes, to address the knowledge management challenges faced by CV Fel & Co International. By implementing these solutions, the company can enhance its knowledge management practices, bridge knowledge gaps, and sustain a differentiation business strategy in the competitive leather goods industry.

Toward a Theoretical Model of Learning Organization and Knowledge Management Processes

This article puts forward a conceptual model for understanding the influence of the learning organization's five disciplines on knowledge management processes. It proposes that the learning process should be measured as a multi-disciplinary construct consisting of personal mastery, mental models, team learning, shared vision, and systems thinking. Potential implications of learning organisation disciplines for the acquisition, sharing, and application of knowledge are illustrated. A number of possible relationships between learning organization disciplines, and knowledge management processes were employed to propose such relationships. This article develops a measure that shows the connection between the learning organization's disciplines and knowledge management processes. Through a conceptualization of the relationships between the learning organization discipline and knowledge management processes the study provides practical guidance for practitioners during the implementation of knowledge management processes.

Relationship between knowledge management processes and performance: critical role of knowledge utilization in organizations

ABSTRACTThis study examines the relationship between knowledge management processes and its impact on knowledge management performance. A structural model of knowledge management processes showing the relationship of knowledge generation, knowledge sharing, knowledge storage, and knowledge utilization and its subsequent impact on organizational KM performance is proposed. The model is tested using data collected from 1068 individuals working in primarily service based organizations in Turkey. A split-sample methodology is used to validate our measurement model and to further test the structural model. The results indicate that knowledge utilization mediates the relationship between rest of the knowledge management processes and organizational knowledge management performance. Knowledge generation is found to directly impact knowledge management performance, in addition to having a mediated impact through knowledge utilization. The results also provide support for the hypothesized relationship that suggests that the impact of knowledge generation and knowledge sharing on knowledge utilization is mediated by knowledge capture.

Knowledge management process model

In the context of globalization and transformations, the knowledge potential management is an effective tool for increasing the effectiveness of organizations. The aim of the research is to study the procedural approach to the organization knowledge potential management, to distinguish the main knowledge management processes and to present suggestions on how to improve the knowledge management process model. The organization's knowledge potential in this study is defined, as the organization's resources and market opportunities, generating its knowledge potential, complexity and effective management of which create prerequisites for meeting the changing individual user needs, creating reciprocal value, uniqueness and leadership in the global marketplace. The conceptual knowledge management process model has been improved, based on the research. The first step in the model is the choice of a knowledge strategy, covering aspects of the formation and selection of strategic decision-making in knowledge potential management. The choice of an appropriate knowledge strategy brings to its implementation through a process of knowledge management cycle, consisting of knowledge acquisition, sharing, development, preservation and application of it. The knowledge management process model is completed with an evaluation of the knowledge strategy implementation.

Knowledge Construction Models: A view of Various Models for an Impeccable Learning Environment

Knowledge construction plays an important role in determining the effectiveness of learning by focusing on how humans process information and transform it into knowledge. This paper tries to identify the models of knowledge construction process that is suitable for the development of learning environment. The process of constructing student knowledge through a learning system involves an analysis of several types of knowledge construction models used as analytical tools for online learning. The methodology that been used in this paper is thematic analysis. From the analysis, it seems that it is suitable for us to use the Alavi Knowledge Management Process Model to develop a learning environment. Besides, the analysis from Veerman and Veldhuis-Diermanse model also appears to be a better choice as the process in this model able to help construct a social constructivist principle through focusing on non-task related activities to determine the process of knowledge construction. The implementation of online collaborative discussions is said to have great potential to provide opportunities for students to engage intellectually in the process of knowledge construction and in the tradition of cognitive and constructivism learning. Therefore, teachers must be prepared to implement suitable developments and cultures in teaching strategies by providing basic information, involving students to practice and apply relevant skills and implement it in fitting time

Toward a Knowledge Management Framework for Auditing Processes

We aimed at discovering how auditors working in an auditing firm managed their knowledge-related processes, and then built a theoretical model for the knowledge management of professional knowledge-intensive services like auditing. We conducted a case study in an auditing firm in Vietnam by employing a qualitative methodology in this research by using twenty in-depth interviews, observations, and documentary analysis. A literature review revealed that auditing research has been developed through various approaches ranging from experimental studies to information processing and experience-focused and knowledge-related interests. However, there has not been much empirical research that explains how knowledge is created during an auditing process. We conducted an empirical case study in this research that provided useful insights into constructing a theoretical model of knowledge management processes in auditing. Because the theoretical model consisted of three phases of collecting data, analyzing data (thereby turning them into information), and synthesizing information into knowledge, we called it the collect-analyze-synthesize (CAS) model. The model was used to visualize the auditing process as a spiral with many iterative CAS processes. Wisdom in the CAS model is defined as high levels of accumulated knowledge and the ability to exercise professional judgments attained from long-term experience. Wisdom is retained by members in an auditing firm and drives the auditing process. The significance of this study was inherent in three main areas: providing scholarly extensions of the literature by suggesting a knowledge management framework for auditing processes, helping auditors and auditing firms with their roles, and ensuring better assurance services for society.

STRATEGIES FOR MANAGING SCHOLARLY CONTENT AT UNIVERSITIES IN KENYA

This study investigated strategies employed by universities in Kenya for managing scholarly content. The study was underpinned by the Conversation Theory and the Knowledge Management Process Model and was based on the post-positivist paradigm. A survey was conducted within a multiple case study design. The population of the study consisted of academic staff, postgraduate students, university librarians and representatives of university research units from six universities in Kenya. Self-administered questionnaires were used to collect data from academic staff and postgraduate students while key informants were interviewed. The results revealed that while the respondents generated theses, journal articles and conference papers, the majority did not participate in knowledge generation in the period from 2010 to 2014. The results further revealed that most respondents documented research procedures, backed up information, and used printouts to preserve scholarly content; however, they hardly used digital archives and university servers. The results suggested heavy reliance on modern technology-enabled communication techniques and face-to-face interactions for communication amongst scholars, whereas institutional repositories (IRs) were hardly used. The results revealed inadequate institutional support for research and scholarly communication including funding, material and physical infrastructure, mentorship, and information and communications technology (ICT) facilities. The study concluded that strategies for managing scholarly content at universities in Kenya are weak, impacting negatively on the quality, quantity and visibility of scholarly content; and that a policy framework encompassing the different facets of managing scholarly content is necessary. The study recommended developing specific strategies and policies to enhance scholarly content management; institutionalising mentorship programmes; increasing funding to strengthen universities’ research capacity; and strengthening research niches.

Knowledge management process model for healthcare organisation: a case of a public hospital

Knowledge management process model for healthcare organisation: a case of a public hospital

Knowledge management process model for healthcare organisation: a case of a public hospital

This study explores knowledge management (KM) practices in a public hospital in Malaysia. Healthcare practitioners are a knowledge-based community that depend on KM activities. However, little study has explored the KM process in a clinical environment. This paper focuses on KM practices among clinicians particularly on how they build their knowledge schemes, scan for knowledge and use knowledge in their organisation. The paper's primary goal is to examine how clinicians use KM process and to develop a KM model. This study aims to provide a model that will add to the existing models on KM process; extend the initial model used in this study; examine the contribution of different clinicians to the model as well as guide practitioners in understanding and applying knowledge effectively. By adopting an interpretive case study approach, two distinct roles of clinicians were selected to reflect how KM process is being practiced in their organisation.

Developing an ontological explosion knowledge base for business continuity planning purposes

Industrial accidents are among the most known challenges to business continuity. Many organisations have lost their reputation following devastating accidents. To manage the risks of such accidents, it is necessary to accumulate sufficient knowledge regarding their roots, causes and preventive techniques. The required knowledge might be obtained through various approaches, including databases. Unfortunately, many databases are hampered by (among other things) static data presentations, a lack of semantic features, and the inability to present accident knowledge as discrete domains. This paper proposes the use of Protégé software to develop a knowledge base for the domain of explosion accidents. Such a structure has a higher capability to improve information retrieval compared with common accident databases. To accomplish this goal, a knowledge management process model was followed. The ontological explosion knowledge base (EKB) was built for further applications, including process accident knowledge retrieval and risk management. The paper will show how the EKB has a semantic feature that enables users to overcome some of the search constraints of existing accident databases.

The theory and practice of knowledge management and transfer: The case of the Olympic Games

The purpose of this paper was to examine the theory and practice of knowledge management processes, using the Olympic Games as the empirical setting and the Olympic Games Organizing Committee and its stakeholders as participants. The case study of the 2010 Vancouver Olympic Winter Games was inductively and deductively content analyzed, resulting in the development of a knowledge management and transfer process model for Olympic Games organizing committees and their stakeholders. Moreover, we found that the information and knowledge concepts should be placed on a continuum from explicit to tacit (with experience); practitioners do not distinguish between knowledge management activities as researchers do; socialization, externalization, combination, and internalization mechanisms can be found when tailoring knowledge for a stakeholder; and knowledge sources, reasons, organizational culture, and especially individuals are important when implementing knowledge management/transfer processes.

Proposing a customer knowledge management model for customer value augmentation: A home appliances case study

Customer Relationship Management (CRM) plays a prominent role in enabling businesses to meet their customers’ needs, and therefore it acts as a catalyst in the process of creating and delivering value to them. As CRM concerns managing customer knowledge, it can be considered as a subset of Knowledge Management (KM). Therefore, in this study, the effort has been made to propose a Customer Knowledge Management (CKM) process model to compensate the existing lack of a study integrating CRM and KM with the aim of customer value augmentation. In this CKM model, all forms of CRM are employed to support all the phases of CKM. Finally, a home appliances case is studied to illustrate the proposed CKM model.

Process Approach to Knowledge Management

Process Approach to Knowledge ManagementThe article points out the limited availability of practical implementation guidelines, methods and tools as one of the core issues in the widespread usage of knowledge management (KM) in organizations. The process approach is proposed as an efficient way to understand the scope of knowledge management and to plan its development or improvement, in line with organizational strategy. The role of information technology (IT) in supporting knowledge management is emphasized and key functional groups of IT systems are listed. A sample section of the detailed process model is presented for the KM resource identification master process, with a BPMN graphical visualization. Both the process model and the detailed specification of IT systems supporting knowledge management are considered by the author as complex structures that require to be hosted in a dedicated support environment. Key assumptions of a tool, named KMBoost, are outlined to show how a simple, but interactive toolset can foster the understanding and usage of the KM process model. In the concluding remarks a high level SWOT analysis of the KM process model and the KMBoost tool is conducted.

Impact of cultural differences on knowledge management in global projects

PurposeThis study aims to propose a knowledge management process model for global projects. The paper also seeks to generate interest among academic researchers for undertaking further research on this important topic.Design/methodology/approachThis research effort uses literature review findings and past research efforts of the author to develop a generic KM process model and a set of questions for designing a project‐specific KM process model.FindingsDifferent cultures understand knowledge and its value differently. It is a challenge to develop KM processes for knowledge capturing and sharing in global projects where cultural diversity is a norm.Research limitations/implicationsThe KM process model and the set of questions identified to develop the KM process need to be studied further and to be validated for their effectiveness in knowledge management.Practical implicationsThe study is an attempt to recommend a knowledge management process that meets both internal and external goals and challenges. It aims to generate interest in the research community for undertaking a detailed and comprehensive research on this topic. It also aims to serve as a foundation for future studies.Originality/valueThe study is an original effort in examining some of the issues related to the impact of cultural differences on knowledge sharing in global projects and virtual teams.

Design Framework of KSPI Model (5iKSPI)

1. Abstract Several contemporary models have been developed to assist organizations to evaluate and to improve their software development processes and capabilities. There is substantial evidence that a successful software process improvement (SPI) program will result in improvements in productivity, quality, schedule, and business value. In this paper work, we have analysis several SPI models like: BOOTSTRAP, CMM, ISO, PSP, SPICE, TSP, and Trillium, and Knowledge based models like: Pillars Of Knowledge Management Model, Core Capabilities And Knowledge Building Activities Model, Organizational knowledge Management Model, Model Of Knowledge Organization, Model OF Knowledge Management Stages, Intellectual Capital Model, Spiral Of Organizational Knowledge Creation, KPMG knowledge Management Process Model. Here we design a new SPI model(5iKSPI) that based on Knowledge management techniques. 2. Literature Survey According to Suliman Al-Hawamdeh [10] the majority of those interested in knowledge management, the key drivers are organizational efficiency, maximizing organization‟s potential, competitive advantage, building a learning organization and managing intellectual capital. However, implementing knowledge management is also not that easy. Organizations wanting to implement knowledge management have to grabble with issues such as strategy, technology, organizational culture and knowledge organization. In other research from Espen Frimann et. al [5] we found that employee participation in the improvement process has a positive effect on the success of Software process improvement. Another research from Bridget Meehan et. al. [2],the finding of established that four knowledge V 2010 International Journal of Computer Applications V olume 1 N o. 14

„Knowledge Management?” KM Boost© as a Tool to Support Knowledge Management

Knowledge management (KM) can no longer be seen as a new concept or a hot management buzzword. It is widely present both in the domain of business and science. At the same time, when studying KM publications and practices, one may draw a conclusion that KM is misunderstood and either overestimated or undervalued. One of the key reasons for difficulties in using KM can be attributed to low supply of detailed KM models and tools that could be used to understand the scope of KM and to support its implementation or improvement. The article presents an approach to address this issue via a detailed knowledge management process model and an interactive tool for KM auditing and improvement management. The approach to model and tool design is presented, together with sample details and results of validation in organizations.

Knowledge management in hospitals: a process oriented view and staged look at managerial issues

The medical field in recent years has been facing increasing pressures for lower cost and increased quality of healthcare. These two pressures are forcing dramatic changes throughout the industry. Managing knowledge in healthcare enterprises is hence crucial for optimal achievement of lowered cost of services with higher quality. The following paper focuses on developing and fostering a knowledge management process model. The process is then viewed through the lenses of various strategic management and competitive frameworks.