Proposed Knowledge Management Model Research Articles

A New Information Management Model for Measuring the Institutional Performance

The purpose of this paper is to develop a Knowledge Management (KM) model in order to investigate and monitor the performance of HEIs in Oman. In this paper, a KM model of five KM components based on the relative performance factor and a critical set of 22 indicators from an original set of 180 indicators are proposed and outlined; in terms of the use of the KM categories and selected indicators, the performance of 30 Higher Education Institutions was measured and studied. In this paper, the literature and related approaches were studied. A KM model which is based on the five main components of KM, relative performance factor, indicators, weights, and data collection was proposed. Three types of data were collected from institutions to calculate the indicators/the relative performance factor, and several tests were carried out. In addition, the conceptualisation and operationalisation processes of the model are discussed. The proposed KM model was implemented in all the private institutions and the obtained results show the applicability and accuracy of the technique, and the proposed technique was compared with the classical approach. The results of the proposed approach have been tested and analysed comprehensively: these results of the statistical tests of the aforementioned proposed approach show a high level of accuracy of the results, and that the results of institutions differ significantly one from another, and also that the differences between institutions are not due to any random factor. The discussion of the numerical results shows that the performance of HEIs was placed in three categories. The findings of the paper highlight the performance of HEIs and they give significant evidence to individual HEIs and to the stakeholders so as to allow them to act on the findings and distinguish between them in terms of the actual performance.

Managing Knowledge About Future of Work: A Model for Higher Education Institutions

The Fourth Industrial Revolution is causing considerable changes to the world of work. The interaction between technology and work, which takes many forms such as digitalization, automation, and augmentation, is happening quickly and broadly, impacting economic sectors left almost untouched by previous industrial revolutions. In this scenario, Higher Education Institutions (HEIs) must be able to foresee changes to prepare future professionals to match the needs of this new digital age. The professionals that are being prepared today need to learn a new set of skills related to emerging and disruptive technologies, such as Artificial Intelligence, the Internet of Things, and Big Data. In this paper, we propose a Knowledge Management model to help manage the HEIs’ teaching staff knowledge about the future of work, specifically, the expected skills and competencies to be highly demanded from professionals in the future. Therefore, we performed a brief review of related work about Knowledge Management in the context of HEIs, Management of Future-oriented Knowledge, and the application of the Delphi method to studies concerning the Future of Work. Considering this previous work, we propose a Knowledge Management model that combines the European Foundation for Quality Management (EFQM) Excellence Model framework with a Delphi process that is used during the Knowledge Generation step of the Knowledge Management process. The proposed model considers that professors are experts in their areas of concentration and, as such, are capable of helping their HEIs with their knowledge that can be used to improve the courses’ curricula. The model also considers that HEIs can help professors make this knowledge explicit, then store, transfer, and apply it. We provide detailed information about how to apply the model, how to deal with potential application problems and the model limitations. The proposed Knowledge Management model can help HEIs to keep up with the trends of demands of the labor market.

A hybrid model of knowledge management for new service development

Although many theories regarding the implementation of knowledge management (KM) in organizations have been proposed and studied, most applications tend to stand alone without incorporating the business processes. Different categories of knowledge provide different benefits and how to integrate various categories of KM into a hybrid approach as an effective KM manner remains strategically important, and yet is still understudied. Therefore, in this paper a hybrid model that integrates principal KM applications for new service development (NSD) and the measurement of the resulting financial benefits have been developed. The proposed KM model incorporates newsgroups, knowledge forums, knowledge asset management and knowledge application processes as a hybrid means for sharing organizational knowledge along two axes, explicit vs. implicit and individual vs. collective. One of the largest management consulting companies in Taiwan, China, whose process model of NSD was standing alone with KM applications, was selected for the case study. A set of hybrid KM processes was developed to implement the proposed KM model, and it illustrates an application with greater financial benefits for integrating hybrid KM practices into the business process. Based on knowledge value added (KVA) validation, the proposed KM model provides a new operating system for sharing NSD knowledge within an organization. Through the case study by measuring the achieved financial results, the proposed KM model is found to provide an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organization.

An empirical model of four processes for sharing organisational knowledge

Purpose – This study aims to introduce an empirical model which incorporates newsgroups, knowledge forums, knowledge assets and knowledge application processes to share organisational knowledge. Therefore it seeks to illustrate an application for integrating knowledge management (KM) into the business process. Design/methodology/approach – The Taiwanese contingent of an international certification body – also a council member of the International Organisation for Standardisation (ISO) – was selected for a case study. A hybrid technology infrastructure was designed and employed to implement the proposed model. Based on knowledge value added validation, the proposed KM model provides a set of new operating systems for sharing knowledge within an organisation. Findings – Although many theories regarding implementation of KM in organisations have been proposed and studied, an application model for practical integration of various modern principles to share organisational knowledge is strategically important. Therefore a model that integrates principal KM applications into the business process, and the measurement of the resulting benefits, has been developed. Originality/value – Knowledge is a valuable asset for an individual in today's economy; nevertheless the acquisition of such an asset relies heavily on knowledge sharing within an organisation. The author has proposed an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organisation.

Knowledge management approaches in managing agricultural indigenous and exogenous knowledge in Tanzania

PurposeThe purpose of this study is to assess the application of knowledge management (KM) models in managing and integrating indigenous and exogenous knowledge for improved farming activities in Tanzania, by examining the management of indigenous knowledge (IK), access and use of exogenous knowledge, the relevance of policies, legal framework, information and communication technologies (ICTs), and culture in KM practices in the communities.Design/methodology/approachSemi‐structured interviews were used to collect qualitative and quantitative data from 181 farmers in six districts of Tanzania. Four IK policy makers were also interviewed.FindingsThe study demonstrated that western‐based KM models should be applied cautiously in a developing world context. Both indigenous and exogenous knowledge was acquired and shared in different contexts. IK was shared within a local, small and spontaneous network, while exogenous knowledge was shared in a wide context, where formal sources of knowledge focused on disseminating exogenous knowledge more than IK. Policies, legal framework, ICTs and culture determined access to knowledge in the communities. The study thus developed a KM model that would be applicable in the social context of developing countries.Research limitations/implicationsThe study necessitates testing the developed model against existing KM models, in a specific context such as local communities of the developing world, to determine whether it is better at explaining the link between KM principles and KM processes.Originality/valueThe proposed KM model provides a deep understanding of the management and integration of agricultural indigenous and exogenous knowledge in the rural areas of developing countries. Previous KM models were developed in the context of an organizational environment, and thus failed to address the needs of rural communities. The proposed model thus advances the theory of KM in developing countries, and provides linkages between KM processes and KM principles.

Knowledge management implementation in construction projects: a KM model for Knowledge Creation, Collection and Updating (KCCU)

Knowledge Management (KM) is becoming increasingly important for construction companies in order to improve their competitiveness by reducing the cost and time while improving the quality of projects. Construction projects are in knowledge-intensive environments where many interrelated components work together in a complex manner. In many circumstances, knowledge in the construction industry is mostly tacit knowledge and highly based on individuals' experiences and perceptions. These situations call for a method of managing knowledge to solve construction problems and achieve a high quality of construction projects. Various kinds of KM models have been developed to support KM activities. However, the existing KM models and tools are far from enough, since most KM models only provide a communication platform and much creative knowledge work still depends entirely on human activities. This paper presents a new KM model that overcomes such shortcomings and provides an effective and efficient way of managing knowledge in the construction industry. A case study collected from the industry is used to demonstrate how the proposed KM model can be used to improve the industry's KM performance. The results indicate that the proposed KM model can facilitate the process of implementation, development and use of the KM system.