Process-oriented Knowledge Management Research Articles

Process-Oriented Knowledge Management and Learning in Public Administrations

The capability to easily access and acquire knowledge is a key enabler for complex organisations that need to adapt to frequent changes of their operative contexts. These changes generally challenge workers that need to acquire new competences and skills. Such a situation is particularly evident in public administrations that nowadays are undergoing complex re-organisations in order to implement new regulations, and to deliver simplified services to both citizens and enterprises. This paper reports the insights gained in assessing the effectiveness of a novel knowledge management and learning approach, which was developed within a project financed by the European Commission. The approach, which is supported by a modular software platform, leverages enterprise related models to organise knowledge and make it available for learning purposes according to different paradigms. A validation, by means of a comparative study against more traditional learning paradigms currently in use within public administrations, is reported.

Process-oriented knowledge management and learning in public administrations

The capability to easily access and acquire knowledge is a key enabler for complex organisations that need to adapt to frequent changes of their operative contexts. These changes generally challenge workers that need to acquire new competences and skills. Such a situation is particularly evident in public administrations that nowadays are undergoing complex re-organisations in order to implement new regulations, and to deliver simplified services to both citizens and enterprises. This paper reports the insights gained in assessing the effectiveness of a novel knowledge management and learning approach, which was developed within a project financed by the European Commission. The approach, which is supported by a modular software platform, leverages enterprise related models to organise knowledge and make it available for learning purposes according to different paradigms. A validation, by means of a comparative study against more traditional learning paradigms currently in use within public administrations, is reported.

메타 규칙(Meta-rule)을 활용한 상황 적응형 프로세스 기반 지식 전달 방법론

Process-oriented knowledge management systems proactively deliver the right knowledge to the users using the contextual information that can be obtained from business process definitions/instances. Existing systems, however, do not provide any mechanism that can properly reflect environmental changes that may cause existing knowledge delivery rules to be outdated. In this study, an advanced process-oriented knowledge management, which uses meta-rules that can explicitly define actions for adaptation, is proposed. Meta-rules are rule about rules that support rule-modification operations. Specifically, a definition of meta-rules and a life-cycle for managing changing contexts are presented. In addition, system requirements are identified and system architecture along with prototype system are developed based on them. The proposed context-adaptable process-oriented knowledge management system will enable a proactive knowledge delivery even if unexpected changes occur.

Proposal for a process oriented knowledge management system (PKMS)

Proposal for a process oriented knowledge management system (PKMS)

Proposal for a process oriented knowledge management system (PKMS)

In an increasingly competitive environment, manufacturing companies are more frequently looking to handle the knowledge referentials relating to their redesign processes. They are then able to implement this with less effort and balance out their work capacity for innovation activities, contributing to more significant improvements in their product offering. In this article we propose a conceptual model for the implementation of a process-oriented knowledge tool dedicated to the formalisation of this type of knowledge referential. The implementable nature of this model has been validated by a demonstrator tested on an application case provided by our industrial partner, Renault Powertrain Technology Department.

Process-oriented Knowledge Management within the Product Change Systems of the Automotive Industry

The following paper extends the literature of process-oriented knowledge management. It describes the continuous increase of complexity within the product change management of the automotive industry (e.g. variety of products, globally positioned production sites, dynamic customer needs and regulations). This environment combined with less process-oriented systems requires an intense practice of experience-based knowledge that is not available to everyone at all times and thus leads to reduced project performance. Furthermore, it illustrates a new procedural understanding of knowledge activities and its application within a project at a German car manufacturer (Volkswagen AG). The application of this understanding in response to the challenges is accomplished by systems engineering. The result is an ergonomically created product change management system with decreasing need for experience-based knowledge, evolutional character, increased process quality and reduced processing times.

Business Process Oriented Knowledge Management System Design (Case Study Development Center of Metrological Human Resources, Ministry of Trade Republic of Indonesia)

Business Process Oriented Knowledge Management System Design (Case Study Development Center of Metrological Human Resources, Ministry of Trade Republic of Indonesia)

An Introduction to Knowledge Utilization Capability and its Autopoietic Epistemological Domain

In this paper, we strive to define the knowledge utilization capability (KUC) by delving into the epistemological foundations of knowledge management in an organization. To introduce the conceptualization of KUC, a review of three epistemological foundations as reported by Christensen and Bang (Journal of Knowledge Management 7(3):116–128, 2003) namely, artifact oriented, process oriented, and autopoietic oriented (Maturana and Varela 1980, 1987) is presented. The artifact-oriented epistemology is characterized by knowledge management focused on collecting and sharing formal data and information. The process-oriented knowledge management describes the different stages of knowledge conversion within an organization. The autopoietic view is rooted in the theory of neurobiology that comprises structures of social, self-organized systems. This view is embraced to enable a definition of KUC as a capability that results in new knowledge or modifications in the existing system of knowledge via the interactions among the various sub-systems or parts of the knowledge flow system. Thus the KUC is defined as the capability of an organization to synthesize new knowledge and reconfigure it from both the existing and new knowledge via the inter-organizational linkages. Thus, KUC is explicated as a capability with the potential for influencing future action supporting our research emphasis on this as a dynamic aspect of knowledge management theory in an organization.

Discovering collaborative knowledge-intensive processes through e-mail mining

Knowledge Management aims to promote the growth, communication and preservation of knowledge within an organization, which includes managing the appropriate resources to facilitate knowledge sharing and reuse. Business Process-Oriented Knowledge Management focuses on discovering and representing the dynamic conversion of existing knowledge among participants involved in executing business processes. In this context, Knowledge-Intensive Processes are a very important and challenging specific subclass of processes, since they strongly involve socialization and informal exchanges of knowledge among participants. This paper describes in detail a method for semi-automatic discovery of relevant information characterizing Knowledge-Intensive Processes, as well as the results of further evaluation of the method. Our approach draws on the informal exchange of existing knowledge in collaborative tools such as e-mails. The output is a conceptual map that describes the main elements of a Knowledge-Intensive Process, as well as their relationships. The results from the case study conducted to evaluate the method in an organization underlined the prospects for using collaborative environments to discover the way agents perform their activities.

The Knowledge Intervention Integration Process

Process oriented Knowledge Management (pKM) has been a widely discussed approach for KM initiatives. The approach ties business strategy closely to KM by connecting knowledge activities to key business processes. Social Software has been taken up in many domains as an organizational tool for managing knowledge. Up till now, the impact of being globally distributed (organizations and teams) has not been emphasized within the pKM view, nor has been the Social Software approach. The globally distributed, Social Software – supported approach has clear impacts for designing and implementing KM processes in the pKM view. Within this paper the authors clarify these implications with an integrated model for introducing Social Software tools for Knowledge Management and aligning those with KM as well as business processes. Their approach emphasizes on aligning the Social Software activities with KM coordination processes, knowledge-intensive business processes and knowledge activities. The authors’ work also stresses the need to recognize and deal with KM barriers within the coordination processes in order to define and implement appropriate interventions and activities.

Balanced Scorecard for performance measurement and strategic planning of indigenous knowledge management

Indigenous knowledge is held locally in the memories and practices of the communities. The communities have their own processes of storage, leverage, practice, share, and developing indigenous knowledge. The form of knowledge management (KM) employed however distinctly differs from the current practices in organizations. The paper focuses on this less studied, but potentially invaluable, indigenous knowledge management (IKM) practices within these indigenous communities. The Balanced Scorecard (BSC) is a strategic planning and performance measurement system that has already a documented history of successful implementation in several industries and enterprises knowledge management initiatives. In this paper we explore a process-oriented knowledge management model for indigenous communities. We then propose a third-generation BSC approach in the design of a holistic approach for knowledge management systems of these communities. This work serves as an extension to the past experiences of the authors in mod...

A model of integrating the cycle of construction knowledge flows: Lessons learned in Taiwan

Taiwan's construction industry has encountered many problems surrounding knowledge management (KM) applications for recent years. With regards to this issue, this study proposes a modified knowledge management application model, knowledge flow and work flow collaborative operation (KFWFCO) model, based on the approach of process-oriented KM and the investigations of Taiwan's construction industry characteristics of KM applications. In this study, the selected case study company will implement the model to integrate the knowledge flow into workflow and verified the feasibility of this model. The results of this study demonstrated that this model can help construction industry to resolve the previous construction KM problems by more systematic and flexible KM implementation.

An integration architecture for knowledge management systems and business process management systems

Recently, interests in the notion of process-oriented knowledge management (PKM) from academia and industry have been significantly increased. Comprehensive research and development requirements along with a cogent framework, however, have not been proposed for integrating knowledge management (KM) and business process management (BPM), which were proposed independently. Based on a comprehensive framework that reflects lifecycle requirements of both KM and BPM, this paper proposes an architecture for integrating knowledge management systems (KMSs) and business process management systems (BPMSs) to combine the advantages of the two paradigms. The paper first defines the concept of process knowledge and classifies it into three types. Then, it suggests how the functionalities of existing KMSs and BPMSs must be extended to support the three types of process knowledge while satisfying the lifecycle requirements of both knowledge and business processes. The architecture, which is comprehensive since it is derived from the extended requirements from the lifecycle perspective, will provide a basis for research and development of process-oriented knowledge management systems. A prototype system is presented to demonstrate the feasibility of the proposed architecture.

Process Oriented Knowledge Management: A Service Based Approach

Process Oriented Knowledge Management: A Service Based Approach

Modelling and Implementing Pre-built Information Spaces. Architecture and Methods for Process Oriented Knowledge Management

Modelling and Implementing Pre-built Information Spaces. Architecture and Methods for Process Oriented Knowledge Management

Nuclear knowledge management: the GRS realisation

The paper describes the set-up of a knowledge management system at GRS. A knowledge model has been used as a guideline through the stages of knowledge-related activities, including specification of the knowledge goals, knowledge identification, acquisition, development, use, dissemination, preservation and assessment of the knowledge management system. The activities related to these stages are described. In addition, process-oriented knowledge management as a means to integrate knowledge-related activities into everyday work, and semantic technologies for modelling knowledge domains and for improving search for relevant documents are presented.

A blueprint for the implementation of process‐oriented knowledge management

AbstractProcess‐oriented Knowledge Management aims at the integration of business processes and knowledge management. In order to provide knowledge for value adding activities within the business processes KM instruments and KM systems have to be adapted to business and knowledge processes. In detail, KM instruments such as content management, skill management, lessons learned, and communities have to be assigned to KM activities and processes. Models and patterns that describe generic pKM processes can build a blueprint for the implementation and support the stepwise integration of business processes into the knowledge life cycle. The introduction of a pKM becomes more efficient, as the flexibility is increased and the complexity is reduced. In this paper the authors show the essential elements of a blueprint developed during the implementation of a pKM in a large transaction bank. The blueprint describes the essential knowledge structures, activities, processes and instruments on different layers of abstraction in the context of a continuous knowledge life cycle. Copyright © 2003 John Wiley & Sons, Ltd.

Process-oriented knowledge management: a case study

Most knowledge repositories store documents organized by subject areas. In process-oriented knowledge management, each knowledge management project is developed around an organizational process and the mission, rationale and objectives of the process define the scope of the project. At the heart of the process-oriented knowledge management strategy is a knowledge management system called KMS. KMS has a workflow management subsystem that enables it to capture knowledge in context as it is created and present knowledge to the user at the right step of the process. Its repository contains not only knowledge created and manipulated in an organizational process, but also the knowledge of the process itself in the form of process designs, case histories and lessons learned from past experiences. This paper describes the process-oriented knowledge management strategy and its implementation in the real estate organization of a real-life global company.

Knowledge Management in Pursuit of Performance: Insights from Nortel Networks

From 1994 through 2000, Nortel Networks transformed itself from a technology-focused to an opportunity/customer-focused company. By 2000, Nortel was a profitable, innovative leader in the telecommunications industry. The change was the result of an ambitious effort to redesign its entire new product development (NPD) process such that time-to-market was significantly reduced. NPD is highly knowledge-intensive work based on the individual and collective expertise of employees. The primary focus of this case study is on Nortel's efforts to reengineer the front-end of its NPD process and capitalize on knowledge assets. This effort was built around a process-oriented knowledge management (KM) strategy, involving a tripartite and systematic focus on process, people, and technology. Through our case analysis we develop a model of KM success by exploring Nortel's KM strategy and the managerial, resource, and environmental factors that influenced Nortel's success. Nortel's experiences suggest lessons for other firms attempting to manage knowledge assets in core business processes.

Defining process‐oriented knowledge management strategies

AbstractAlong which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented taken from theoretical and empirical studies which are then related to each other in the light of what we call a strategic intervention into an organization's way of handling knowledge. We then make the case for the integration of process orientation into a comprehensive multi‐dimensional framework for knowledge management strategies. Process‐oriented knowledge management initiatives are designed to provide employees with task‐related knowledge in the organization's operative business processes. We argue that with this framework the resulting process‐oriented knowledge management strategies address the integration of the resource‐based view of an organization — which is the main focus of knowledge management — with the market‐oriented view — which is implicitly brought about by process orientation. Copyright © 2002 John Wiley & Sons, Ltd.