Knowledge Management From Theory To Practice A Road Map-Books Pdf

Knowledge management from Theory to Practice A road map
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Acknowledgement, First I would thank Keyi Pharmaceutical for support my empirical work and. its CEO Mr Fengming Xu who spent much valuable time on this thesis And. then I would like to thank my project supervisor Mr David Nadel for being. my mentor and offers suggestions and comments on my draft Also I would. like to thank the teacher of this course Sara Eriksen Without her help nothing. can be done At the end I would thank to my girl friend for being so. supportive, Nowadays business activities become more and more complex they entangle. numerous aspects of knowledge legal financial management information. technology and so on Knowledge Management a still novel solution for. most organization aims boost and optimize the knowledge transfers in. organization The thesis is about should and how small and middle medium. enterprises apply knowledge management The author argues the content of. knowledge management and how implements those ideas into real business. environment, Keywords Knowledge Management Small and Medium sized Enterprise. SME Enterprise Content Management ECM Workflow management. and Collaborative Support Software, Table of content. Acknowledgement 1, Abstract 2, Table of content 3, Table of Figure 5.
Chapter 1 Introduction and Motivation 6, 1 1 Research objectives and questions 7. 1 2 Relevance and Significance 7, 1 2 1 Why study Knowledge Management 7. 1 2 2Why SEM 8, 1 3 Structure of the thesis 8, 1 4 Delimitation 8. Chapter 2 Methodology and Design of the research 10. 2 1 Research approaches 10, 2 2 Reflection and Conclusion 12. Chapter 3 Conceptual analysis on Knowledge Management theories 13. 3 1 Knowledge 13, 3 1 1 DIKW chain model and the Nature of Knowledge 13.
3 1 2 Knowledge transfer and SECI model 15, 3 2 Explicit Knowledge Management 19. 3 2 1 Knowledge representation 19, 3 2 2 The importance of knowledge externalization and combination 20. 3 2 3 Ontology based Knowledge Repository 21, 3 3 Social Computing 22. 3 3 1 Communications as Knowledge transfers 22, 3 3 2 Social Network Analysis 23. 3 3 3 Shift to knowledge network analysis 26, 3 3 4 Community of Practice 27.
3 3 5 Workflow management and Committee of Experts 28. 3 4 Definition and content of Knowledge Management 30. 3 4 1 Definition of Knowledge Management 30, 3 5 The business initiatives of Knowledge Management 32. 3 5 1 Adaptation on employees changing 32, 3 5 2 Improvement of products and services 32. 3 5 3 Optimization about organizational performance 33. Chapter 4 Business Strategic planning on Knowledge Management 33. 4 1 Identify the demand and feasibility of Knowledge Management 33. 4 2 Develop knowledge management strategy 36, 4 2 1 Find requirement and design sub projects 37. 4 2 2 Sub Projects priorities setting 37, Chapter 5 The implementation for knowledge management projects 39. 5 1 The two footstones 39, 5 1 1 Enterprise Content Management 39.
5 1 2 Collaborative software 41, 5 2 Systemic deployment 44. 5 2 1 Select vendor and customization 44, 5 2 2 Build knowledge repository 44. 5 2 3 E communities 45, 5 2 4 E committee of experts 46. 5 2 5 IT architecture of knowledge management 46, 5 2 6 Monitor the knowledge management project 47. Chapter 6 Empirical Work 48, 6 1 Background information of this enterprise 48.
6 2 Business strategy 48, 6 3 The demand and feasible analysis 48. 6 4 Medicine launching development committee Project 49. 6 4 1 Background of project 49, 6 4 2 Objectives and blueprint of the project 50. 6 4 3 Reconstruct communication channels 51, 6 4 4 Develop a knowledge repository 51. Chapter 7 Conclusion and further study 53, 7 1 Conclusion 53. 7 2 Further study 54, References 55, Table of Figure.
Those figures without any references are created by the author. Figure 2 1 J rvnen s taxonomy of research methods 11. Figure 2 2 Information Systems research framework Hevner et al 2004 12. Figure 3 1 DIWS Chain 14, Figure 3 2 Key Characteristics of data information and knowledge 16. Figure 3 3 knowledge transfer 17, Figure 3 4 T2E knowledge transfer 17. Figure 3 5 E2E transfer 18, Figure 3 6 E2T transfer 18. Figure 3 7 SECI model 18, Figure 3 8 Knowledge assets 19. Figure 3 9 ontology based knowledge representations 23. Figure 3 10 a social network diagram 25, Figure 3 11 Formal vs informal structure in a petroleum company 26.
Figure 3 12 SNA phenomenon 26, Figure 3 13 an instance for knowledge network 27. Figure3 14 workflow management systems 30, Figure 3 15 workflow management supported collaborations 30. Figure 3 16 a simple model for a knowledge committee 31. Figure 3 17 Turban and Aronson s Knowledge Management cycle 32. Figure 3 18 Fischer Ostwald s Knowledge Management model 32. Figure 4 1 a sample for knowledge management questionnaire 35. Figure 4 2 the list of factors which determine the demand for knowledge. management 35, Figure 4 3 an incomplete list of knowledge intense industry 35. Figure4 4 the internal content of IS environment 37. Figure 5 1 AIIM ECM model 41, Figure 5 2 ECM provides connection between back end and front end. applications 42, Figure 5 3 critical ECM component capabilities 42.
Figure 5 4 Filter Calendar in IBM s Lotus Note7 44. Figure 5 5 enterprise s Web log in IBM s Lotus Note7 46. Figure 5 6 different types of knowledge management projects 47. Figure 5 7 a possible IT architecture plug in Knowledge Management 48. Figure 6 1 Phase of medicine development 50, Figure6 2 collaborative infrastructure 51. Figure 6 3 Discuss table 52, Figure 6 4 Knowledge repository 53. Chapter 1 Introduction and Motivation, In the last several decades numbers of concepts related with the term. knowledge have emerged Such as Intellectual Capital Knowledge Worker. Knowledge Transfer Organizational Learning Knowledge Economy. Knowledge based system and etc These phenomena clearly show a fact that. knowledge is considered as valuable assets and resources of today s enterprise. But do enterprises of today have capability to manage those resources Do. they need an information system to support them on management Is it. necessary to design a program called knowledge management KM for. managing resources of knowledge Just like supply chain management deals. with resources of suppliers while customer relation management CRM deals. with customer information resources it is necessary to tailor a KM system. what should a KM system include What kinds of organizations need KM. There are not yet clear and reliable answers to those questions yet in terms of. academic research, Notwithstanding these questions there are many organizations including. some Small and medium sized enterprises SME are tailoring their own KM. programs A Greek mythological metaphor may intuitionally explain their. situations An organization which is carrying on KM programs acts as the. Argonauts a band of heroes carried by the Argo ship This risky KM project. can be considered as a labyrinth The aim of this KM adventure which. represents the golden fleeces from the Greek story is to gain more. competitive advantages Though this analogy is not perfect it at least delivers. out some information that one KM project could be very risky especially for. SME and that organization should be considered as a band of heroes who. have their own skills knowledge and from diversified background when. considering the social cultural part of this adventure. Why does the author describe KM as the labyrinth What is the Minotaur in. this maze The theoretical and technological immaturity of current. Knowledge Management is part of the answer For instance the value of KM. is still under the debate among informatics schools Some scholars still think. that KM is part of the so called management fashion Further a knowledge. management project even entangles organizational culture and organization. behavior issues, When KM has been adopted by SMEs things are becoming more complex.
Unlike large organizations SMEs usually do not have technology nor finance. leadership position which can greatly support KM program if they were in. such position In other words they face greater challenges because it is. unreasonable for SMEs to follow the trace of large organizations Knowledge. Management programs Instead SMEs should have their own roadmap in this. labyrinth This roadmap should consider their pros and cons for planning and. implementing knowledge management program, 1 1 Research objectives and questions. The ambition of the thesis is to design a feasible and holistic Knowledge. Management solution roadmap for small and medium sized enterprises This. roadmap must be pragmatic yet theoretically sound Zack 1998. Unfortunately it is not easily to achieve at the theoretically sound level in. current Knowledge Management field where full of debate and doubt. Therefore a conceptual analysis on Knowledge management theory is. essentially necessary First of all the author needs to proof that Knowledge. management is feasible and useful Further the author should answer what a. knowledge management system includes And then the author would also. analyze that why small and medium sized enterprises need knowledge. management The main focus of this thesis is to design a Knowledge. Management roadmap that guides small and medium sized enterprise to. Knowledge Management implementation This roadmap should cover both. technological and business aspects in order to be feasible In the technical part. the author will select the existing techniques to implement the knowledge. management system model, This thesis will answer to the questions as below. What is Knowledge Management, What are the business initiatives of knowledge management. How actually can Knowledge Management contribute to organization. How to implement Knowledge Management nowadays, Should SMEs small and medium sized enterprise take on KM Knowledge. Management solution If yes how should knowledge management be taken. The author divides the research objectives into 2 phases In the first part the. author will outline a theoretical knowledge management system model. including all the essential factors of organization environment The second. phase is to implement this model into a real SME business environment. Obviously the first objective is the foothold for the second one. 1 2 Relevance and Significance, 1 2 1 Why study Knowledge Management.
Knowledge management area lacks of a holistic picture Thomas J C from. IBM describes knowledge management as a puzzle The author attempts to. put all important pieces of this puzzle together and deliver a clear and deeply. understanding on knowledge management, 1 2 2Why SEM. According the data from European Commission SMEs represents 99 of all. the enterprises in EU and provides around 65 millions jobs It is beyond doubt. that SMEs are both socially and economically important Just like large. organizations SMEs also needs Knowledge Management in order to be more. competitive, However small and medium sized enterprises face serious challenges when. taking Knowledge Management since SME has neither technical nor financial. leadership Currently Knowledge Management research mainly focuses on. large organization This thesis attempts to full the blank. 1 3 Structure of the thesis, The Chapter2 is about the methodologies which employed in this thesis The. Chapter2 includes the argumentation about choosing those methods and the. possible better combination of methods, The purpose of the Chapter3 is to construct a holistic Knowledge. Management system model rather than to simply introduce theoretical. background In this chapter the author will critically review many essential. Knowledge management concepts The purpose of this part is to hold a better. understanding about Knowledge Management, The Chapter4 and Chapter5 are about implementation of theoretical.
knowledge management model from previous chapters with Chapter4 from. business planning aspect and Chapter5 from technical aspect. The chapter6 is an empirical work The author applies the previous ideas in a. real company, The Chapter 7 concludes previous studies and recommends further studies in. this subject, 1 4 Delimitation, In empirical work it seems like a project proposal Due to limited time and. energy the staff surveys are not taken, Chapter 2 Methodology and Design of the research. This chapter describes how the author designs this research and chooses the. methodologies As mentioned in section 1 1 there are two phases in this. research theoretical modeling and practical implementation The author will. apply different sets of methodologies for each one. 2 1 Research approaches, Figure 2 1 J rvnen s taxonomy of research methods. According J rvnen s taxonomy of research methodologies there are 6. research approaches introduced Mathematical Approaches. Conceptual Analytical Approaches Theory Testing Approaches. Theory Creating Approaches Innovation Building Approaches and. Innovation Evaluating approaches, Among those methods Conceptual Analytical approaches and.
theory creating approaches are employed in the first phase research. According J rvnen s explanation the aim of Conceptual analytical approaches. is to abstract the reality into theory model or framework Theory creating. approaches are how to systemize the concepts relations between them depict. Knowledge management area lacks of a holistic picture Thomas J C from IBM describes knowledge management as a puzzle The author attempts to put all important pieces of this puzzle together and deliver a clear and deeply

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