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E-grāmata: Successes and Failures of Knowledge Management

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(Distinguished Chair in Applied Business and Finance, Harrisburg University of Science and Technology, PA, USA)
  • Formāts: PDF+DRM
  • Izdošanas datums: 17-Jun-2016
  • Izdevniecība: Morgan Kaufmann Publishers In
  • Valoda: eng
  • ISBN-13: 9780128053379
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Successes and Failures of Knowledge ManagementPalielināt
  • Formāts: PDF+DRM
  • Izdošanas datums: 17-Jun-2016
  • Izdevniecība: Morgan Kaufmann Publishers In
  • Valoda: eng
  • ISBN-13: 9780128053379
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Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey.

Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization’s fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility.

Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization.

  • Provides keen insights for knowledge management practitioners and educators
  • Conveys KM lessons learned through both successes and failures
  • Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries

Recenzijas

"... the book inspires us for the present and upcoming challenges in KM. Lessons learned, achievements and disappointments are part of KM development, which is why this is a book worth reading to prepare the future...Learn from lessons in this great book and make the most out of KM in your organizations!" --Journal of Economics and Management

"Those in KM will benefit from reading Successes and Failures of Knowledge Management. It addresses the current state of KM, confirms the existing body of knowledge, and provides ideas for how to close informational gaps with future research." --Technical Communication

Papildus informācija

Highlights studies that demonstrate how to leverage knowledge within organizations to improve decision-making and facilitate innovation
Contributors xv
Preface xvii
Chapter 1 Parameters of Knowledge Management Success
1(12)
C.W. Holsapple
S.-H Hsiao
J.-Y. Oh
Introduction
1(2)
Foundation
3(4)
Knowledge
4(1)
Conduct of Knowledge Management
5(1)
Superiority and the PAIR Model
6(1)
Parameters
7(4)
Conclusions
11(1)
References
11(2)
Chapter 2 Why are Companies Still Struggling to Implement Knowledge Management? Answers from 34 Experts in the Field
13(22)
V. Ribiere
F.A. Calabrese
Introduction
13(4)
The State of Knowledge Management
13(2)
Original Source Material Knowledge Base
15(2)
Research Method
17(1)
Key Findings
17(11)
Data Analysis
17(3)
Text Mining Analysis
20(3)
Data Interpretation
23(5)
Comparative Analysis with Previous Studies
28(3)
Conclusions
31(2)
Acknowledgments
33(1)
References
33(2)
Chapter 3 REAL Knowledge and the James Webb Space Telescope: Success and Failure Coexisting in NASA
35(24)
E. Hoffman
J. Boyle
E. Rogers
Introduction
35(2)
NASA Knowledge Services Governance and Strategic Imperatives
37(3)
Strategic Imperatives in the Modern Project Knowledge Environment
40(3)
REAL (Rapid Engagement Through Accelerated Learning) Knowledge Model
43(5)
Success and Failure Coexist: The James Webb Space Telescope
48(8)
Pioneering Technology and Instrumentation
50(2)
Expectations Versus Performance
52(1)
Technology Readiness
53(1)
Waiting for Assessments
54(1)
JWST in Terms of REAL Knowledge
54(2)
Conclusions
56(2)
References
58(1)
Chapter 4 Processes: Still the Poor Relation in the Knowledge Management Family?
59(12)
J.S. Edwards
Introduction
59(1)
People, Processes, and Technology in Knowledge Management
60(2)
Analyzing Examples of KM Failure and Success
62(5)
Connections Between People and Business Processes
62(2)
Connections Between People and Knowledge Processes
64(1)
Connections Between Business Processes and Knowledge Processes
65(1)
You Can't Win Them All!
66(1)
Conclusions: Reflections on the Future
67(1)
References
68(3)
Chapter 5 KM Successes and Failures: Some Personal Reflections on Major Challenges
71(12)
A.K.P. Wensley
Introduction
71(3)
Evolution of Knowledge Management
72(1)
Problems with the Nature of Knowledge
72(1)
Familiar Challenges in Knowledge Elicitation
73(1)
Studies in the Nature of Expertise and Judgment
74(1)
Challenges in Knowledge Representation
74(1)
What We Know and do not Know
74(6)
Problem of Big Data and Machine Learning
75(1)
Knowledge, Knowledge Management, and Culture
75(2)
Importance of Trust and the Sharing of Knowledge
77(1)
Digital Asset Management
78(1)
Importance of Forgetting
78(1)
Support and Changing of Routines
79(1)
Recapturing Knowledge
80(2)
Value of Knowledge
81(1)
Knowledge Processes
81(1)
Conclusions
82(1)
References
82(1)
Chapter 6 Lessons Learned from Nearly 200 Cases of KM Journeys by Hong Kong and Asian Enterprises
83(14)
E. Tsui
Introduction to the Nature of the Knowledge Management Initiative and its Specific Objectives
83(1)
The Infrastructure---People, Systems, Hardware, Software, etc Required to Launch the Initiative
84(2)
The Challenges that were Encountered, How They Developed, and How They were Overcome
86(2)
How the Initiative was Received by the Users or Participants
88(3)
The Efficiency, Effectiveness, or Competitive Advantage Outcomes that were Achieved and How They were Measured and Evaluated
91(2)
Gap Between KM in the Books and in Practice
93(4)
Knowledge Audit and Knowledge Strategy: Which One Comes First?
93(1)
KM Journeys are Rarely Started from Scratch
94(1)
Natural KM "Entry Points" in Organizations
94(1)
KM Strategies Vary Among Multinational Corporations, Local Companies, and Small to Medium-Sized Businesses
94(1)
Factors for Sustaining the use of Knowledge Management Systems that Differ from Factors that Affect Adoption
95(1)
IC is Much Harder Than KM to Sell
95(2)
Chapter 7 Knowledge Loss and Retention: the Paradoxical Role of IT
97(16)
N. Levallet
Y.E. Chan
Introduction
97(1)
Review of the Literature
98(3)
Knowledge and the Knowledge-Based View
98(1)
Knowledge Retention and Loss
99(2)
Research Model
101(1)
Research Methodology
101(2)
Findings
103(3)
GovSystem Overview
103(1)
Bright Side of GovSystem: Effective Knowledge Acquisition and Retrieval
103(1)
Dark Side of GovSystem: Knowledge Loss During Acquisition and Retrieval
104(2)
Findings Summary
106(1)
Discussion and Implications
106(2)
Discussion
106(1)
Implications
107(1)
Conclusions
108(1)
References
109(4)
Chapter 8 Knowledge and Knowledge-Related Assets: Design for Optimal Application and Impact
113(16)
G.S. Erickson
H.N. Rothberg
Introduction
113(1)
Background: Knowledge Management
114(1)
Rethinking the DIKW Hierarchy
115(1)
Competitive Intelligence Systems
116(2)
The Knowledge-Related Hierarchy and the Disciplines
118(1)
Big Data and Business Analytics
119(2)
Discussion: What is KM Missing?
121(3)
Conclusions
124(1)
References
125(4)
Chapter 9 Knowledge Management Success and Failure: the Tale of Two Cases
129(12)
S. Larson
Introduction
129(1)
Case Study 1 Language, Culture, and Leaders: a Case Study of the Challenges of Installing a Knowledge Management System in a Tax Firm
130(4)
Business Setting
130(1)
Business Problem
131(1)
Goals of the KM System
131(1)
Proposed Solution
131(1)
Implementing the KM System
132(1)
Challenges
132(1)
Results and Conclusion
133(1)
Case Study 2 Building a Better Knowledge Management and Customer Service System
134(5)
Introduction
134(1)
Business Setting
134(1)
Business Problem
135(1)
Goals
135(1)
System Implementation
135(1)
Help Desk Ticket System
136(1)
KM System
137(1)
Incentive Program
137(1)
Results and Conclusion
137(2)
References
139(2)
Chapter 10 Social Knowledge: Organizational Currencies in the New Knowledge Economy
141(10)
K.E. Russell
R. La Londe
E. Walters
The Odometer Reading: Evolution of Social Knowledge Management
141(1)
Conversations Build Communities
141(1)
More Than an Idea, it's a Practice
142(1)
An Evolutionary Road
143(1)
Managing Social Knowledge: People, Process, Technology, and the Human Experience
144(1)
Showing Value with SKM (Putting Miles on the Odometer)
144(1)
Merging Into Traffic: Trusting the Rules of the Road in the New Social Economy
145(1)
A Generational Shift
146(1)
The Emerging Social (Knowledge) Economy
146(1)
What has Worked? Where to Start?
147(3)
Acknowledgment
150(1)
Chapter 11 Knowledge Management and Analytical Modeling for Transformational Leadership Profiles in a Multinational Company
151(24)
T. Ha-Vikstrom
J. Takala
Introduction
151(1)
Theoretical Framework
152(4)
Transformational Leadership Model
152(1)
Sand Cone Model
153(3)
Analytic Hierarchy Process (AHP)
156(1)
Research Environment and Methods
156(1)
Transformational Leadership Index (TLI)
157(1)
Results
157(5)
Transformational Leadership Profiles
157(1)
Total Leadership Index---Reexamination
158(4)
Discussion
162(2)
Conclusions
164(1)
References
165(3)
Appendix 1
168(1)
Appendix 2
169(1)
Appendix 3
170(1)
Appendix 4
171(1)
Appendix 5
172(1)
Appendix 6
173(2)
Chapter 12 Success and Failure in Improvement of Knowledge Delivery to Customers Using Chatbot---Result of a Case Study in a Polish SME
175(16)
B. Filipczyk
J. Goluchowski
J. Paliszkiewicz
A. Janas
Introduction
175(1)
The Needs and Difficulties in Management of Knowledge Delivery to Customers in the Selected SME
176(2)
Improvements of Knowledge Bases and Delivery Processes Using Chatbots
178(1)
The Improvements of Knowledge Delivery to Customers in Janas Company
179(4)
Results of Improvements of Knowledge Delivery to Customers Using SAGA
180(3)
Discussion
183(2)
Conclusions and Directions for Future Research
185(2)
References
187(4)
Chapter 13 Don't Neglect the Foundation: How Organizations can Build Their Knowledge Architecture and Processes for Long-Term Sustainability
191(12)
S. Earley
Diverse, Fast-Changing Information Sources
191(1)
Knowledge That Serves the Customer
192(1)
Incorrect Architecture Reduces Organizational Agility
192(2)
Architectural Problems Across the Information Ecosystem
194(1)
Foundational Architecture as a Project Rather Than a Program
194(1)
Parochial View of the Application
195(1)
Balancing Centralized Versus Distributed Control
195(1)
Passing on Data and Content Quality Issues
195(1)
Cutting Corners or Checking the Boxes
196(1)
Incorrect Development and Application of Use Cases and Scenarios
196(1)
Lack of Understanding of User Types and the Needs of Users
197(1)
Lack of Appreciation of the Value of Unstructured Information
197(1)
Lack of Meaningful Metrics or Interpretation to Tie Business Value to Information
197(1)
Lack of Maturity in Enterprise Architecture, User Experience, and Governance
198(2)
Ownership and Sponsorship
199(1)
Short-Term Objectives with Long-Term Vision
199(1)
Goals of Procurement Versus Needs of the Program
199(1)
Focus on the Outcome Value, not the Cost of the Engagement
200(1)
Socialization
200(1)
Summary
200(3)
Chapter 14 Semantic Technologies for Enhancing Knowledge Management Systems
203(12)
V. Sugumaran
Introduction
203(1)
Background
204(2)
Knowledge Management
204(1)
Intelligent Agents
205(1)
XML and Knowledge Management
205(1)
Semantic Technologies
206(2)
RDF---Resource Description Framework
206(1)
RDF Schema
206(1)
Ontology
207(1)
Web Services
207(1)
Semantic Technologies-Based Knowledge Management Environment
208(3)
Internal Components
209(1)
External Components
210(1)
Summary
211(1)
Acknowledgment
211(1)
References
212(3)
Subject Index 215
Dr. Jay Liebowitz is the Distinguished Chair of Applied Business and Finance at Harrisburg University of Science and Technology. He previously was the Orkand Endowed Chair of Management and Technology in the Graduate School at the University of Maryland University College (UMUC). He served as a Professor in the Carey Business School at Johns Hopkins University. He was ranked one of the top 10 knowledge management researchers/practitioners out of 11,000 worldwide, and was ranked #2 in KM Strategy worldwide according to the January 2010 Journal of Knowledge Management.

Prior to joining Hopkins, Dr. Liebowitz was the first Knowledge Management Officer at NASA Goddard Space Flight Center. Before NASA, Dr. Liebowitz was the Robert W. Deutsch Distinguished Professor of Information Systems at the University of Maryland-Baltimore County, Professor of Management Science at George Washington University, and Chair of Artificial Intelligence at the U.S. Army War College.

Dr. Liebowitz is the Founding Editor-in-Chief of Expert Systems With Applications: An International Journal (published by Elsevier), which is ranked #1 worldwide for AI journals according to the h5 index of Google Scholar journal rankings (as of November 26, 2014). He is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems). He has published over 40 books and a myriad of journal articles on knowledge management, analytics, intelligent systems, and IT management. As of January 2014, Dr. Liebowitz served as the Editor-in-Chief of Procedia-CS (Elsevier). He is also the Series Book Editor of the new Data Analytics book series (Taylor & Francis). In October 2011, the International Association for Computer Information Systems named the Jay Liebowitz Outstanding Student Research Award” for the best student research paper at the IACIS Annual Conference. He has lectured and consulted worldwide.
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