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Search Results: 1 - 10 of 29454 matches for " Knowledge Management "
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Resource Differentiation of Knowledge  [PDF]
Evgeny Popov, Maxim Vlasov
iBusiness (IB) , 2011, DOI: 10.4236/ib.2011.32028
Abstract: The objective of the present research is classification of institutions for knowledge generation at a minimal economic level and formulation of a strategy regarding knowledge generation, which would allow introducing modifications into engineering processes. Based on the methodological apparatus for institutional economics, classification of economic institutions for new knowledge generation at a minimal economic level has been accomplished. The author has conducted an empirical study concerned with allocation of shares of new knowledge generation according to the degree of change impact on production processes of economic entities. As a result of the research carried out by us the structure of external and internal risks in the context of new knowledge generation has been determined; evaluation of risk factor significance has been made; weighting coefficient values for each risk factor have been determined through expert estimation. The received results allow the enterprises to carry out an estimation, forecasting and planning of generation of new knowledge.
Pathology of Barriers to Sharing Knowledge in Project Management and Ranking Them by AHP Method  [PDF]
Ebrahim Kalani, Ehsan Kamrani
Journal of Human Resource and Sustainability Studies (JHRSS) , 2017, DOI: 10.4236/jhrss.2017.51007
Abstract: Although knowledge management is a necessary part of strategic development of organizations, resources and improvement in competition, since it is always seen just as a temporary solution, most of related experiences have faced failure. Moreover since projects are mostly temporary and after they are done some of the main team members leave the company, this means the knowledge goes with them so this will cost future projects more money and time. In the present study we will try to find the main barriers for knowledge transmission and to rank them by statistical method of Analytic Hierarchy Process (AHP). In the end it comes to conclusion that despite the existence of the Project Management Body of Knowledge (PMBOK), it has been overlooked. The main barriers are the lack of organizational culture of preserving and sharing the knowledge and lack of trust and appreciation for using it throughout the company.
Value Study of a Proper Pattern for Promotion of Knowledge Management
Mohammad Yari Naserieh,Masoud Pourkiani,Mohammad Ziaadini,Issa Fahim
International Journal of Academic Research in Business and Social Sciences , 2012,
Abstract: The purpose of the present research is the Value study of a proper pattern for promotion of knowledge management. The research questions were planned and examined regarding the dimensions of knowledge administration such as creation, acquisition, saving, usage and evaluation of knowledge. The methodology of the research from the viewpoint of purpose is included within the developing and applied researches. Regarding its essence and methodology stands among descriptive researches within which the required data are gathered through library studies, interviews with the elites and field method. The statistical society of the research involved 122 of the professors both faculty members and guest lecturers. Since the society was limited sampling was not done. After studying theoretical research essentials and examining different models of knowledge management, influential factors on the promotion of knowledge management were discerned and inspected. Tools for gathering data included two questionnaires, the first one for recognizing and evaluating various dimensions of knowledge administration in the Islamic Azad University of Kahnooj (Iran) which was distributed among 122 people, yet 92 of them were returned. The second questionnaire was delivered to the elites and professors of this university whom had been chosen selectively for measuring the validity of a suitable model for promoting knowledge management. The rate of validity of the firs questionnaire was calculated 0.94 and its permanency coefficient as 0.93. The research suggested model with the coefficient of 0.93 was confirmed. In order to analyze data different descriptive statistical tests such as Ratio test, Freidman test, Mann-Whitney test and Kruskal Wallis test were used and then data was analyzed statistically by SPSS software. The results of the research showed that creation, development and evaluation of knowledge did not have any role in knowledge management, yet factors like saving, acquisition and usage of knowledge influence advancement of knowledge management much more.
Knowledge Management through Technology: Exploring Extant Research Using nVivo  [PDF]
Vinay Kumar Sharma, Madhurima Deb
Theoretical Economics Letters (TEL) , 2019, DOI: 10.4236/tel.2019.94050
Abstract: This research paper aims to systematically explore the knowledge management and knowledge management system through technology by performing a rigorous and computer assisted review. The research attempts to further the understanding of issued and innovations related to knowledge management in organizations and helps us see the future avenues in this field. The key contribution of this research is its computer based qualitative content analysis across genres to attain the above objectives. The finding of the study suggests that Knowledge Management is spread across three factors namely, 1) Knowledge acquisition, 2) Knowledge application, and 3) Knowledge storage. These three factors are linked to IT platform or technology then it leads to dissemination, awareness, accessibility etc of the Knowledge.
Job Rotation: An Effective Tool to Transfer the Tacit Knowledge within an Enterprise  [PDF]
Honglei Lu, Congjie Yang
Journal of Human Resource and Sustainability Studies (JHRSS) , 2015, DOI: 10.4236/jhrss.2015.31005
Abstract: There are a variety of ways to transfer the tacit knowledge within an enterprise, and job rotation is one of the effective tools. This article reveals the three-stage process enterprises transferring the tacit knowledge by implementing job rotation, and analyses the efficiency of tacit knowledge transferring among individuals in different job rotation situations, as well as the mechanism of knowledge transforming from individual knowledge to job knowledge. At last, a mechanism to manage tacit knowledge transferring by implementing job rotation is constructed, including specific targeting sub-mechanism, dynamic sub-mechanism and feedback sub-mechanism. This article will help companies control the job rotation process, optimize the management of tacit knowledge,
The Effect of Knowledge Management on Product Innovation - Evidence from the Chinese Software Outsourcing Vendors  [PDF]
Dong Yang
iBusiness (IB) , 2011, DOI: 10.4236/ib.2011.31003
Abstract: The knowledge acquisition and exploitation are becoming more and more for local vendors in offshore outsourcing cooperation. In the process of product innovation, internal knowledge sharing (IKS), external knowledge acquisition (EKA) and their interactive relationship is discussed. Through the using of the method of 3SLS, the results of STATA indicate that IKS and EKA positively complement for product innovation. Furthermore, the result of SPSS reveals that knowledge exploitation mediates the (IKS) EKA and product innovation.
A Model of Knowledge Management Culture Change  [PDF]
Mohammad Essawi, Oleg Tilchin
American Journal of Industrial and Business Management (AJIBM) , 2013, DOI: 10.4236/ajibm.2013.35053

A dynamic model shaping a process of knowledge management (KM) culture change is suggested. It is aimed at providing effective KM of employees for obtaining desired results in an organization. The essential requirements for obtaining KM culture change are determined. The proposed model realizes these requirements. Dynamics of the model are expressed by a change of its parameters. It is adjusted to the dynamic process of KM culture change. Building the model includes elaboration and integration of interconnected components. The “Result” is a central component of the model. This component determines a desired organizational goal and possible directions of its attainment. The “Confront” component engenders constructive confrontation in an organization. For this reason, the employees are prompted toward KM culture change with the purpose of attaining the desired result. The “Assess” component realizes complex assessments of employee proposals by management and peers. The proposals are directed towards attaining the desired result in an organization. The “Reward” component sets the order of assigning rewards to employees based on the assessments of their proposals.

The Influence of Knowledge Management on Learning in Government Organisations  [PDF]
Mohamed Buheji, Said Al-Hasan, Brychan Thomas, Denis Melle
American Journal of Industrial and Business Management (AJIBM) , 2014, DOI: 10.4236/ajibm.2014.411071
Abstract: There has been a tendency for government organizations to become competitive due to instability in modern economies. Accordingly, Knowledge Management (KM) has been rapidly growing in the past decade as a source of influence on organisational development practices. In the past decade research approaches largely failed to show the importance of KM initiatives in creating synergy with other initiatives to an extent that would lead towards organizational competitiveness. This paper investigates whether KM holistically influences organisational learning, specifically in the context of the government sector. In order to understand the relationships between KM and organisational learning identified in the literature and increasingly used in practice, a quantitative survey approach was undertaken using a series of researcher-developed scales. Based on the literature review Organisational Learning (OL) was identified to be important in relation to KM, and a conceptual framework was designed to test the concept of the holistic influence of KM on organisational learning. Some 625 valid responses were collected from top and middle management from 54 government organizations in the Kingdom of Bahrain, and the model was statistically tested according to the research hypotheses by regression analysis then Structural Equation Modelling (SEM). The results reveal strong and significant correlations amongst organisational development practices. Even though the holistic influence of the model could not be confirmed, findings show positive KM influence on organisational development practices, thus KM is an essential factor for government organisations. As well as illustrating KM as an important source of influence, this study establishes a new direction that helps to integrate all governmental organisations’ initiatives in relevance to organisation development practice leading to better competitiveness. The research makes a novel contribution since it increases the probability of a holistic approach model that brings support for decision makers to enhance overall government organizations’ competitiveness. The scale developed for the model tested can be generalised and used as a self assessment tool for organisational practices in KM. The work sets a baseline for KM practices in the Government of Bahrain and similar GCC Governments that can act as a reference for researchers on KM, learning and competitiveness in emerging economies. The model needs further investigation in future research to explore the missing variables to make it “fit for purpose”. This concept of a
Knowledge, Attitude and Practice of Patients with Diabetes Regarding Eye Care: A Cross Sectional Study  [PDF]
Eberechukwu Ogbeanu Achigbu, Reginald Nnamdi Oputa, Kingsley Ihedioha Achigbu, Ikenna Ugochukwu Ahuche
Open Journal of Ophthalmology (OJOph) , 2016, DOI: 10.4236/ojoph.2016.62013
Abstract: Introduction: The non-communicable eye diseases such as diabetic retinopathy have become significant threats to vision and require lifelong management. The development of ocular complications of diabetes has been associated with longstanding and/or poorly controlled disease. Early detection and prevention are keys to reduce this scourge, but this largely depends on the existing knowledge. Objective: This study is aimed at determining the knowledge, attitude and practice regarding eye care among patients living with diabetes with a view to making recommendations for a multidisciplinary patient-centered approach to ophthalmic care. Methods: One hundred and three respondents were interviewed using a structured questionnaire in a cross sectional study carried out in the Endocrinology Clinic of Federal Medical Centre, Owerri, Imo State, Nigeria. Results: There was a female preponderance with a male to female ratio of 1:1.3. Of these respondents, 68.9% had been diabetic for 5 years or less; 56.4% could define diabetes; but only 40.77% could mention some ocular complications of diabetes. Only 31.1% had had their eyes examined; the rest had not been to an eye clinic due to lack of funds, time, no ocular problems and not having been referred to an eye doctor. This attitude and practice were not significantly associated with age, sex, occupation or duration of illness. Conclusion: Though more than half of the respondents could define diabetes, there is still a poor knowledge of the ocular complications of diabetes and a poor attitude and practice regarding eye care among these patients. An interdisciplinary patient-centred approach to the management of diabetic eye diseases is recommended so as to reduce the burden of visual impairment from diabetes.
Gestión del conocimento: Parte I. Revisión crítica del estado del arte
Soto Balbón,María Aurora; Barrios Fernández,Norma M;
ACIMED , 2006,
Abstract: a critical analysis of the state-of-the-art knowledge management and its relation with information management is carried out. its different forms of expression, its relation to the information technologies, as well as its introduction in cuba are studied. likewise, the most important models for the application of knowledge management in the organizations are exposed. finally, the place and importance of the portals as knowledge management tools in the institutions and their evaluation are analyzed
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