Knowledge Transfer Needs and Methods

INE/AUTC 12.3

The impact of knowledge management processes on organisational performance

Copyright @ 2012 ISEing.In today's increasingly competitive business environment, the use of knowledge to gain a competitive advantage has become a serious concern for all organisations. However, despite the increasing number of studies relating to Knowledge Management (KM) in developed countries, few studies have explored this issue within the context of developing countries. Moreover, some industries have been affected more acutely than others in the transition to a knowledge-based economy. Towards covering this gap, this study aims at investigating the impact of Knowledge Management processes on Organisational Performance (OP). In this paper, the authors propose a conceptual model through an in-depth investigation of the previous and current studies in the area of Knowledge Management and Organisational Performance. Through an extensive classification of Knowledge Management processes, the proposed model explores the impact of each Knowledge Management process on improving the level of Organisational Performance. It is envisaged that this model can play a role in guiding the process of Knowledge Management implementation in order to maximise the beneficial effects of Knowledge Management processes on Organisational Performance

An agile business process improvement methodology

Adoption of business process improvement strategies are now a concern of most organisations. Organisations are still facing challenges and finding transient solutions to immediate problems. The misalignment between IT solutions and organisational aspects evolves across space and time showing discrepancies. Unfortunately, existing business process approaches are not according with continuous business process improvement involving business stakeholders. Considering this limitation in well-known Business Process (BP) methodologies, this paper presents a comparative study of some approaches and introduces agility in the Business Process and Practice Alignment Methodology (BPPAM). Our intention is to present observed problems in existing approaches and introduce agility in our proposal to address features, like the alignment between daily work practices and business process descriptions, in a simple and agile way. (C) 2017 The Authors. Published by Elsevier B.V

An Ontology Approach for Knowledge Acquisition and Development of Health Information System (HIS)

This paper emphasizes various knowledge acquisition approaches in terms of tacit and explicit knowledge management that can be helpful to capture, codify and communicate within medical unit. The semantic-based knowledge management system (SKMS) supports knowledge acquisition and incorporates various approaches to provide systematic practical platform to knowledge practitioners and to identify various roles of healthcare professionals, tasks that can be performed according to personnel’s competencies, and activities that are carried out as a part of tasks to achieve defined goals of clinical process. This research outcome gives new vision to IT practitioners to manage the tacit and implicit knowledge in XML format which can be taken as foundation for the development of information systems (IS) so that domain end-users can receive timely healthcare related services according to their demands and needs

Innovation and Employability in Knowledge Management Curriculum Design

During 2007/8, Southampton Solent University worked on a Leadership Foundation project focused on the utility of the multi-functional team approach as a vehicle to deliver innovation in strategic and operational terms in higher education (HE). The Task-Orientated Multi-Functional Team Approach (TOMFTA) project took two significant undertakings for Southampton Solent as key areas for investigation, one academic and one administrative in focus. The academic project was the development of an innovative and novel degree programme in knowledge management (KM). The new KM Honours degree programme is timely both in recognition of the increasing importance to organisations of knowledge as a commodity, and in its adoption of a distinctive structure and pedagogy. The methodology for the KM curriculum design brings together student-centred and market-driven approaches: positioning the programme for the interests of students and requirements of employers, rather than just the capabilities of staff; while looking at ways that courses can be delivered with more flexibility, e.g. accelerated and block-mode; with level-differentiated activities, common cross-year content and material that is multi-purpose for use in short courses. In order to permit context at multiple levels in common, a graduate skills strand is taught separately as part of the University’s business-facing education agenda. The KM portfolio offers a programme of practically-based courses integrating key themes in knowledge management, business, information distribution and development of the media. They develop problem-solving, communications, teamwork and other employability skills as well as the domain skills needed by emerging information management technologies. The new courses are built on activities which focus on different aspects of KM, drawing on existing content as a knowledge base. This paper presents the ongoing development of the KM programme through the key aspects in its conception and design

Assessing Communities of Practice in health policy : A conceptual framework as a first step towards empirical research

Peer reviewe

Parsimonious Catchment and River Flow Modelling

It is increasingly the case that models are being developed as “evolving” products rather than\ud one-off application tools, such that auditable modelling versus ad hoc treatment of models becomes a\ud pivotal issue. Auditable modelling is particularly vital to “parsimonious modelling” aimed at meeting\ud specific modelling requirements. This paper outlines various contributory factors and aims to seed\ud proactively a research topic by inextricably linking value/risk management to parsimonious modelling.\ud Value management in modelling may be implemented in terms of incorporating “enough detail” into a\ud model so that the synergy among the constituent units of the model captures that of the real system. It is a\ud problem of diminishing returns, since further reductions in the constituent units will create an\ud unacceptable difference between the model and the real system; conversely, any further detail will add to\ud the cost of modelling without returning any significant benefit. The paper also defines risk management\ud in relation to modelling. It presents a qualitative framework for value/risk management towards\ud parsimonious modelling by the categorisation of “modelling techniques” in terms of “control volume.

Knowledge transfer processes in Romanian multinational companies

The aim of this study is to investigate the knowledge transfers taking place between multinational companies and their locally dispersed subsidiaries. Focusing on the Romanian market it will shed some light on the way multinational companies - which have opened their subsidiaries rather recently in Romania - exploit the organizational knowledge stock and know-how in order to train their new employees. The Romanian economy and market characteristics have changed dramatically along the last decade, partly due to the penetration on the market of a series of multinational companies. For supporting knowledge creation in the Romanian subsidiaries, the headquarters should share and transfer knowledge to the newly created organizational entities characterized by separation through time, space, culture and language. It is also important to be aware of the specific cultural setting of the Romanian market. The case study performed on a multinational company, Nobel Romania, will analyze the way knowledge transfer was performed between headquarters and subsidiaries’ sales departments. Arguments will be drawn upon theory in knowledge management and related fields and an insider view of the process will be provided, along with in-depth interviews with people directly involved in transferring the know-how from headquarters to subsidiaries and people who have absorbed, combined and internalized the knowledge in the work process.knowledge management; knowledge transfer processes; multinational companies in Romania.