Developing a Framework for Managing Tacit Knowledge in Research using Knowledge Management Models

This research investigates whether and how selected models from Knowledge Management (KM) can be used to devise a framework for building coherent and rigorous methodologies for research in the creative and practice-led disciplines (CPD). This research has arisen from methodological problems of research in art and design in the UK concerning how, and the extent to which, non-propositional and tacit kinds of knowledge (e.g. experiential, procedural) can be included and communicated within research. The proposed research builds on previous studies by the authors into the role and relationship of different kinds of knowledge in research (Niedderer, 2007a, 2007b), and into how knowledge management (KM) and creative disciplines provide complementary insights on how knowledge can be managed and transferred (Imani, 2007). The research investigates whether and how the SECI model (Nonaka &amp; Takeuchi, 1995; Nonaka, 2000) can be used to develop a framework for managing different kinds of knowledge in research. Our research goes beyond existing approaches by offering a generic and flexible framework which researchers can use to better understand and build their own research methodologies and to integrate individual methods with regard to managing different kinds of knowledge.</p

INTERDEPENDENCY BETWEEN SIMULATION MODEL DEVELOPMENT AND KNOWLEDGE MANAGEMENT

The paper discusses the relationship between simulation and knowledge management. Simulation models are increasingly being used to simulate processes in many different domains, including urban management, for solving decision problems. Usually, during the model development, the simulation team developing the model must rely on the knowledge provided by domain experts. In order to facilitate this simulation modelling process, appropriate collaborative knowledge management tools may be utilised. On the other hand, simulation models can facilitate knowledge management activities and processes as models could be used to evaluate decision alternatives before they are implemented or models could be used to simulate missing business data needed for discovering knowledge patterns. The paper concludes with a brief literature review of the some interdisciplinary applications that involve the combined use of both approaches. These applications include the use of system dynamics simulation for analysis of knowledge management strategies in organisational populations, learning curves, capital human modelling, and investigation of the influence of knowledge transfer and proximity (geographical, cognitive, and organizational) on the firm agglomeration process inside an industrial district.simulation modelling, knowledge management, system dynamics

Incorporating the knowledge management cycle in e-business

In e-business, knowledge can be extracted from the recorded information by intelligent data analysis and then utilised in the business transaction. E-knowledge is a foundation for e-business. E-business can be supported by an intelligent information system that provides intelligent business process support and advanced support of the e-knowledge management cycle. Knowledge is stored as knowledge models that can be updated in the e-knowledge management cycle. As illustrated in examples, the e-knowledge cycle aids in the business decision taking, production management, and costs management

Public and Private International Law : German Views on Global Issues

In this paper, a strategy for organisational knowledge evolution is presented. Organisational knowledge is defined as knowledge concerning the management of the artefacts provided by the organisation. The strategy is derived from a theoretical, action-oriented representation of knowledge and uses concrete instruments for iterating between reflection and action. The instruments for reflection are conceptual models and information flow diagrams. The instrument for action is an object oriented information management system, where the models are implemented and tried out in practise. By applying these instruments iteratively, organisational knowledge is generated, both as individual and shared knowledge among the actors, as well as objectified knowledge represented by the models and the implemented information management system. We describe how this strategy has been used at the Ericsson telecommunication company to handle the transition to a new software development model. The transition was complicated by the fact that Ericsson has many designers (more than 10 000) working at local design centres all over the world. Our experience shows that the proposed strategy is a powerful way to quickly acquire, deploy and manifest new organisational knowledg

About Culture and Value. Research Orientations in Cross-Cultural Management

The paper examines the main challenges addressed to intercultural management, in relationship with knowledge management, and considering the context of economic and cultural globalization. Romania, as a recently adhered EU country is examined, from the perspective of its cultural potential and managerial problems. Various models are discussed, and solutions to further implications in the field of intercultural management research are proposed and critically debated.globalization, intercultural management, knowledge management

Knowledge Management and Sustainable Agriculture:the Italian Case

The contemporary knowledge-based economy requires global usage of information in all aspects of modern society. Pertinent information is an important asset for successful business, therefore an application of knowledge management in organisational practice has become a crucial factor for the viability and sustainable development of enterprises. This is particularly relevant for the agricultural context, which needs modern practices for enhancement and development. However, information and knowledge, due to their intangible character, seem difficult to manage and organize. Therefore the paper targeted at developing sustainable organizational model of knowledge management for small and medium enterprises. Italian agriculture is considered as a context for this study, and knowledge management was offered as a tool for facilitating agricultural performance and increasing competitiveness of agricultural sector. A wide concept of knowledge management and specified agricultural context require a theory-based approach to research and a survey. Thus, the research methodology includes the next four parts. The first one contains literature review and examines definitions, strategies, approaches and models of sustainable knowledge management. The second part includes content analysis of 105 scientific publications. The third part of methodology is based on the results of the two previous parts and includes creating the model of knowledge management. Verification of this model is the last part of the research. Verification was executed through on-line questionnaire distributed to Italian agricultural enterprises throughout the country on their intentions and awareness towards knowledge management and developed model of knowledge management. The results of the survey have demonstrated farmer’s incentives to implement the developed knowledge management model with flexible approach in its organisation

From MASK knowledge management methodology to learning activities described with IMS - LD

In this paper we present how knowledge capitalized using the Knowledge Management Mask methodology can be used to design E-learning activities by matching Mask models and the concepts proposed by the IMS-Learning Design modelling language. Our study consists in highlighting the e-learning aspects encapsulated in these MASK models carried out around a domain of activity, via a writing these elements in the description language IMS - Learning Design, in a preoccupation of reusability and reengineering.Knowledge Management, E-learning

KNOWLEDGE STRATEGIES TOOLS FOR MANAGING ENTERPRISE CRISIS

The current economy is granting a widely interest to any activities involving knowledge. In the recent years, the number of the so-called knowledge-based organizations has reached a phenomenal rate of growth. Along with knowledge organizations, knowledge management started to play an important role in building the business strategy. Current paper identifies the knowledge gaps which threaten companies’ existence and underlines some knowledge tools based on competency-models to mitigate these gaps. Some statistical measurements for quantifying the strategic impact of using such intelligent tools are also described.knowledge, management, enterprises, crisis, competences