SEED: a tool for disseminating systematic review data into Wikipedia

Wikipedia, the free-content online encyclopaedia, contains many heavily accessed pages relating to healthcare. Cochrane systematic reviews contain much high-grade evidence but dissemination into Wikipedia has been slow. New skills are needed to both translate and relocate data from Cochrane reviews to implant into Wikipedia pages. This letter introduces a programme to greatly simplify the process of disseminating the summary of findings of Cochrane reviews into Wikipedia pages

Transformational Leadership and Knowledge Management: Analysing the Knowledge Management Models

The purpose of the present study is to investigate the mutual relationship between transformational leadership and knowledge management as well the potential effects of a transformational leader on his or her followers. In this paper, we review the role of transformational leadership in effective knowledge management and establish the emerging role of transformational leadership, as an ideal leadership style in building knowledge-based companies to achieve a higher degree of competitive advantage. The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even distrust sharing their knowledge (Kraut & Streeter 1995). And, second, our contribution to the literature lies in presenting a link between knowledge management and transformational leadership that incorporates the knowledge management processes that may impact the effectiveness of transformational leaders to enhance their capabilities to effectively play their roles within companies. In addition, managerial applications that may support knowledge management processes are proposed further research is necessary to finalise conclusions. The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership

Management Knowledge and Knowledge Management: Realism and Forms of Truth

This paper addresses the issue of truth and knowledge in management generally and knowledge management in particular. Based on ideas from critical realism and critical theory, it argues against the monovalent conceptualization of knowledge implicitly or explicitly held by many authors and aims instead to develop a characterization that recognises the rich and varied ways in which human beings may be said “to know”. It points out and conceptualises a fundamental dimension of knowledge that is generally ignored or cursorily treated within the literature, that is, “truth”. It identifies four forms of knowledge – propositional, experiential, performative and epistemological – and explores their characteristics, especially in terms of truth and validity. It points out some implications for knowledge management

Knowledge Management

The main aim of European Union is "to become the most competitive and dynamic world economy based on knowledge, capable for viable economic growth with better work places and greater social cohesion". Competitive advantage in "new economy" has passed from material and financial assets on (to) non-material and non-financial belongings. The key challenge for 21st century companies is knowledge defining, measuring, advancing, valuing and controlling. Characteristics of economy based on knowledge are: • knowledge is used as input and as output, • in the most developed countries i the world, more than half gross of domestic product is based on knowledge, • high technology Industries nearly have doubled their share in output in last two decades, while services based on knowledge increase faster, too, • in new employing number of " knowledge " workers brings on an overage 80% of new jobs, and • increasing of information and knowledge portions in production technologies, but in products, too.knowledge management

Exploiting tacit knowledge through knowledge management technologies

The purpose of this paper is to examine the contributions and suitability of the available knowledge management (KM) technologies, including the Web 2.0 for exploiting tacit knowledge. It proposes an integrated framework for extracting tacit knowledge in organisations, which includes Web 2.0 technologies, KM tools, organisational learning (OL) and Community of Practice (CoP). It reviews a comprehensive literature covering overview of KM theories, KM technologies and OL and identifies the current state of knowledge relating to tacit knowledge exploitation. The outcomes of the paper indicate that Internet and Web 2.0 technologies have stunning prospects for creating learning communities where tacit knowledge can be extracted from people. The author recommends that organisations should design procedures and embed them in their Web 2.0 collaborative platforms persuading employees to record their ideas and share them with other members. It is also recommended that no idea should be taken for granted in a learning community where tacit knowledge exploitation is pursued. It is envisaged that future research should adopt empirical approach involving Complex Adaptive Model for Tacit Knowledge Exploitation (CAMTaKE) and the Theory of Deferred Action in examining the effectiveness of KM technologies including Web 2.0 tools for tacit knowledge exploitation

KNOWLEDGE MANAGEMENT AND KNOWLEDGE WORKERS

The last decade has witnessed an exponential growth of interest in organizational learning and Knowledge Management. This comes as a natural consequence of the ever more widespread understanding of the knowledge-based economy as a revolutionary change in the global economy. The rise of the service economy, the increasingly flow of global information, and the growing recognition of the importance of intellectual capital are turning knowledge into a key critical resource and a source of competitive advantage in the global economy, making from KM an evolutionary rather than a revolutionary development.knowledge management, knowledge workers, learning organization

Notions of Knowledge Management

{Excerpt} Knowledge management is getting the right knowledge to the right people at the right time, and helping them (with incentives) to apply it in ways that strive to improve organizational performance. Data are facts, and information is interpreted data. Knowledge is created and organized by flows of information, shaped by their holder. It is tacit or explicit. Tacit knowledge is nonverbalized, intuitive, and unarticulated knowledge that people carry in their heads. It is hard to formalize and communicate because it is rooted in skills, experiences, insight, intuition, and judgment, but it can be shared in discussion, storytelling, and personal interactions. It has a technical dimension, which encompasses skills and capabilities referred to as know-how. It has a cognitive dimension, which consists of beliefs, ideals,values, schemata, or mental models. Explicit knowledge is codified knowledge that can be expressed in writing, drawings, or computer programs, for example, and transmitted in various forms. Tacit knowledge and explicit knowledge are mutually complementary forms of meaning

Glossary of Knowledge Management

{Excerpt} Networks of people who work on similar processes or in similar disciplines and who come together to develop and share their knowledge in that field for the benefit of both themselves and their organization. Communities of practice maybe created formally or informally, and members can interact online or in person. Knowledge activities that have been identified as most widely used by an organization, often also called the knowledge life cycle or the knowledge value chain. They are to identify, create, store, share, and use knowledge, often in a two-way exchange. Two important requirements have to be fulfilled to achieve improvements from these activities: (i) the activities should be aligned or integrated into business processes; and (ii) the activities should be balanced in accordance with the specificities of each process and organization. A knowledge management solution should not focus only on one or two activities in isolation

Penerapan Knowledge Management pada Badan Perencanaan Pembangunan Daerah (Bappeda) Kota Pekanbaru

Regional Development Planning Agency (Bappeda) of Pekanbaru city is one of the local government institutions accordance with their tasks to help heads of regions in organizing of government in development planning. Regional development planning must reflect the reality of the needs of an area, which be functioning as a plan to improve the use of available public resources in the region. One of the problems that occur is Bappeda can not be separated from the various constraints such as the lack of documents availability of study results or study to formulate the development planning program. There are still a lack of quantity and quality of human resources in the Bappeda environment, so it is difficult to make a quality and on time planing. Meanwhile, high and rapid of development and growth of the Pekanbaru city which must be balanced by Bappeda to produce planning products that can answer development and changes of region in the future. By applying the knowledge management is believed to have an important role in helping to improve the effectiveness of Bappeda because it can encourage the use of prior knowledge to improve the quality of decision making process. In addition, knowledge management can also serve as a tool in the process of organizational change, because the knowledge management can help to build a culture of learning within an organization. Learn to perform activities which they are responsible should be getting better over time. Based on this, researchers interested in conducting a qualitative research on the application of knowledge management in Bappeda Pekanbaru City.Theoretical concept used by the author is the theory of knowledge management Ismail Nawawi are: human, process, technology, content and the factors that affect the implementation of knowledge management in the organization. This study used a qualitative research with descriptive study. In collecting the data, the researcher used interview, observation and documentation.The results of this study indicate that Bappeda has implemented knowledge management, although there are still deficiencies in the implementation process, for example such as lack of awareness to share information among employees outside the meeting activities. But the advantages are Bappeda continue to make changes for the better as the enactment of theimplementation of an online system to provide information of evelopment activities to the society which is currently only up to the district level