Operational knowledge management:identification of knowledge objects, operation methods, and goals and means for the support function

Though much has been written about knowledge management, this field has not been described extensively from an operational management perspective. Consequently, knowledge management seems difficult to implement at the operational levels of the organisations. To solve this problem, the abstract notion of knowledge is translated in operational knowledge objects. These objects are the input and output of two operation methods: (1) transformation or learning; and (2) knowledge logistics. The article describes several activities of these operation methods, and gives a classification of operational goals and means for the operations support function. The author concludes with mentioning challenges for the field of operational knowledge managemen

Vision Statements and Road-Map Methodology for Knowledge Management Adoption

The present paper describes the strategy of introducing future knowledge management system at farms. The FUTUREFARM and PREZEM projects strive to apply new knowledge management methods in arable farming where they guarantee an easy adaptation of the farming sector to the everchanging conditions in short, middle and long-term perspective. The knowledge management methods have to be put into practice on strategic, tactic and operational planning levels. Based on the project analysis and workshops with farmers, the paper brings an outline of the main goals and obstacles for new knowledge management methods adoption and furthermore defines the target groups and relevant methods of dealing with them.Knowledge management, adaptation, arable farming, Farm Management, GA, IN,

Knowledge Management in E-Learning Systems

Current knowledge management systems focus on knowledge acquisition, storage, retrieval and maintenance. Yet, for that knowledge to be operational, to become knowledge rather than information, requires internalization and learning. E- learning systems and courseware, on the other hand, are all too often monolithic and inert and fail to facilitate the development and sharing of knowledge. In this paper we discuss some aspects about knowledge providing and present our research in this field through an e-learning system for major risks management.Knowledge, management, e-learning, information, data, simulation, case study

A Theoretical Framework for Operational Risk Management and Opportunity Realisation

Advanced probability models are used to evaluate risks and to justify decisions where reliable data is available, e.g. reinsurance, money markets and nuclear energy. Operational risk management – the trade-offs made to run an efficient and effective organisation – has much less, and lower quality, data. In the first part of the paper, observations are made about the factors shaping operational risk management: the increasing shift of influence from tangible to intangible variables; the intuitive manner in which most operational risk is managed; the dynamic nature of the trade-offs balancing risk and reward; and in particular, that the critical factor in managing risk and opportunity is often how each choice feels rather than how a rational choice should be made. An economic framework is then used to examine the optimal relationship between operational risk and reward. Although operational risk management has many investment characteristics, players are bias towards minimising risks rather than maximising opportunities. This is because of uncertainty over the variables, and better knowledge of costs than rewards. The conclusion is that an overt, systematic approach to managing operational risk will be more effective and efficient than allowing an informal, intuitive process to operate. This requires that assumptions and the judgement process must be made explicit; that the value of intangibles should be appreciated; and that the knowledge gained by individuals in managing risk should be codified and retained by the host organisation.

Integrated Expert Management Knowledge on OSI Network Management Objects

The management of modern telecommunications networks must satisfy ever-increasing operational demands. We propose a study for the improvement of intelligent administration techniques in telecommunications networks. This task is achieved by integrating knowledge base of expert system within the management information used to manage a network. For this purpose, an extension of OSI management framework specifications language has been added and investigated. For this goal, we shall use the language Guidelines for the Definition of Managed Objects (GDMO) and a new property named RULE which gathers important aspects of the facts and the knowledge base of the embedded expert system. Networks can be managed easily by using this proposed integration

Lessons learned from Asian tsunami disaster: Sharing knowledge

Creating an organised common platform to capture, organise and share the knowledge on disaster management strategies is considered vital to enhance the effectiveness of future disaster management efforts. Hence, ensuring the availability and accessibility of accurate and reliable disaster risk information when required entails an efficient system for knowledge sharing. This paper highlights the importance of knowledge and good practice sharing in disaster management strategies, and discusses key lessons learned from 2004 Asian tsunami, particularly relating to the Sri Lankan context. Good practices and lessons learned are discussed on five different themes: social, technical, legal, operational and environmental. Further, the ISLAND website is introduced and developed as part of a research aimed at increasing the effectiveness of disaster management by facilitating the sharing of appropriate knowledge and good practices

The Evolution of OSI Network Management by Integrated the Expert Knowledge

The management of modern telecommunications networks must satisfy ever-increasing operational demands. Operation and quality service requirements imposed by the users are also an important aspect to consider. In this paper we have carried out a study for the improvement of intelligent administration techniques in telecommunications networks. This task is achieved by integrating knowledge base of expert system within the management information used to manage a network. For this purpose, an extension of OSI management framework specifications language has been added and investigated in this study. A new property named RULE has also been added, which gathers important aspects of the facts and the knowledge base of the embedded expert system. Networks can be managed easily by using this proposed integration

Identification of disaster knowledge factors: preliminary findings

Disasters bring about the loss of lives, property, employment and damage to the physical infrastructure and the environment. The number of reported disasters has increased steadily over the past century and risen very sharply during the past decade. While knowledge management can enhance the process of disaster management, there is a perceived gap in information coordination and sharing within the context of disaster management. Identification of key disaster knowledge factors will be an enabler to manage disasters successfully. The study aims to identify and map key disaster knowledge success factors for managing disasters successfully through capturing the good practices and lessons learned. The objective of this paper is to present the interview findings on influence level of disaster knowledge factors in managing disasters successfully and the means they influence throughout the disaster management cycle. While all the respondents agreed that the influence level of social factors in managing disasters is very high, a number of respondents agreed that the influence level of technological factors is significant. Operational/managerial, economic and technological factors seem to influence the whole disaster management cycle including mitigation/preparedness, immediate relief and reconstruction/recover

Effects of social capital on operational performance: impacts of servitisation

Studies on servitisation have largely overlooked the roles of social capital with suppliers and knowledge management. We propose a moderated mediation model to investigate the impacts of servitisation on the mechanisms through which social capital with suppliers improves operational performance. The hypotheses are empirically tested using structural equation modelling and data collected from 276 manufacturing firms in China. The results show that social capital improves operational performance both directly and indirectly through knowledge management, and the relationships are influenced by servitisation. In particular, social capital improves operational performance directly and indirectly through knowledge combination in servitised firms, whereas social capital only improves operational performance indirectly through knowledge acquisition in traditional manufacturers. The findings contribute to the literature by revealing that the effects of social capital with suppliers on operational performance are partially mediated by knowledge acquisition and knowledge combination and the mediation effects are moderated by servitisation, and by providing insights into how to design purchasing and production systems to profit from servitisation

Information Management: A Consolidation of Operations, Analysis and Strategy

The book provides an exposition on the discipline of information management. It is organised into four parts. The first of these deals with factors that shape the meaning of information management - the professional associations that have formed; the science of information; and corporate approaches to consideration of information as an enterprise resource. The following three parts explain how information management is undertaken in three domains: operational, analytical and administrative. The operational domain details techniques that are concerned with processing information about information - the organising structures, finding aids, classification and retrieval systems, that make their respective information systems useable. The analytical domain is concerned with determining enterprise and user information requirements; undertaking requirements analysis; information audits; and evaluation of information operations. The administrative domain is concerned with the strategic approach – fostering effective utilisation of information and knowledge resources using a planning framework that aligns information services with that of an enterprise’s objectives and resourcing, and works effectively within constraints imposed by the broader regulatory and business environment