19,347 research outputs found

    Family orientation, strategy and organizational learning as predictors of knowledge management in Dutch SMEs

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    Knowledge management (KM) is becoming a growing concern in management research and practice because of its role in determining firm innovation capability and in enhancing working life quality of knowledge workers. Although research and policy interest in KM is beginning to grow for small and medium-sized suppliers, still relatively limited attention has been paid to understand the specifics of KM issues of SMEs in particular. Previous studies rely on either qualitative case studies or very small samples. In this study, we will investigate KM among SMEs using empirical data from about 2000 SMEs. The aim of this study is to investigate the prevalence of different KM techniques and the determinants of KM. We found that SMEs are most likely to acquire knowledge by staying in touch with professionals and experts outside the company. Also, SMEs are most likely to share knowledge and experience by talking to each other and to store knowledge in formal repositories. Furthermore, we found a significant positive relationship between organizational learning and strategy and knowledge management, as well as a significant negative relationship between family orientation and knowledge management. In conclusion, knowledge management practices are not independent from other resources and processes inside SMEs. Therefore, there is no all-in-one knowledge management practices package for all types of SMEs across industries.

    Integrating artificial intelligence for knowledge management systems – synergy among people and technology: a systematic review of the evidence

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    This paper analyses Artificial Intelligence (AI) and Knowledge Management (KM) and focuses primarily on examining to what degree AI can help companies in their efforts to handle information and manage knowledge effectively. A search was carried out for relevant electronic bibliographic databases and reference lists of relevant review articles. Articles were screened and the eligibility was based on participants, procedures, comparisons, outcomes (PICO) model, and criteria for PRISMA (Preferred Reporting Items for Systematic Reviews). The results reveal that knowledge management and AI are interrelated fields as both are intensely connected to knowledge; the difference reflects in how – while AI offers machines the ability to learn, KM offers a platform to better understand knowledge. The research findings further point out that communication, trust, information systems, incentives or rewards, and the structure of an organization; are related to knowledge sharing in organizations. This systematic literature review is the first to throw light on KM practices & the knowledge cycle and how the integration of AI aids knowledge management systems, enterprise performance & distribution of knowledge within the organization. The outcomes offer a better understanding of efficient and effective knowledge resource management for organizational advantage. Future research is necessary on smart assistant systems thus providing social benefits that strengthen competitive advantage. This study indicates that organizations must take note of definite KM leadership traits and organizational arrangements to achieve stable performance through KM

    A framework for effective management of condition based maintenance programs in the context of industrial development of E-Maintenance strategies

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    CBM (Condition Based Maintenance) solutions are increasingly present in industrial systems due to two main circumstances: rapid evolution, without precedents, in the capture and analysis of data and significant cost reduction of supporting technologies. CBM programs in industrial systems can become extremely complex, especially when considering the effective introduction of new capabilities provided by PHM (Prognostics and Health Management) and E-maintenance disciplines. In this scenario, any CBM solution involves the management of numerous technical aspects, that the maintenance manager needs to understand, in order to be implemented properly and effectively, according to the company’s strategy. This paper provides a comprehensive representation of the key components of a generic CBM solution, this is presented using a framework or supporting structure for an effective management of the CBM programs. The concept “symptom of failure”, its corresponding analysis techniques (introduced by ISO 13379-1 and linked with RCM/FMEA analysis), and other international standard for CBM open-software application development (for instance, ISO 13374 and OSA-CBM), are used in the paper for the development of the framework. An original template has been developed, adopting the formal structure of RCM analysis templates, to integrate the information of the PHM techniques used to capture the failure mode behaviour and to manage maintenance. Finally, a case study describes the framework using the referred template.Gobierno de Andalucía P11-TEP-7303 M

    Tacit knowledge elicitation process for industry 4.0

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    Manufacturers migrate their processes to Industry 4.0, which includes new technologies for improving productivity and efficiency of operations. One of the issues is capturing, recreating, and documenting the tacit knowledge of the aging workers. However, there are no systematic procedures to incorporate this knowledge into Enterprise Resource Planning systems and maintain a competitive advantage. This paper describes a solution proposal for a tacit knowledge elicitation process for capturing operational best practices of experienced workers in industrial domains based on a mix of algorithmic techniques and a cooperative game. We use domain ontologies for Industry 4.0 and reasoning techniques to discover and integrate new facts from textual sources into an Operational Knowledge Graph. We describe a concepts formation iterative process in a role game played by human and virtual agents through socialization and externalization for knowledge graph refinement. Ethical and societal concerns are discussed as well

    What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

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    Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

    Knowledge diffusion at a major central European automotive supplier

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    Diffusion of knowledge is a topic approached by modern economy to reach and sustain competitive advantage. As the environment is more uncertain, it is essential organisations learn to deal with new environmental changes as a consequence of Industry 4.0. The purpose of this project is to assess the adequacy of valuable knowledge diffusion in organisations during the implementation of Industry 4.0 principles and technologies. This diffusion is implemented in automotive businesses reaching an improvement of communication and production processes and consequently the productivity. This project establishes a case study, was adopted by an automotive industry Group focusing in promotion of knowledge diffusion and Industry 4.0 implementation among various stakeholders of the same company. The processes were analysed using observation, unstructured interviews and focus groups. The proposed challenge was to study how to apply Industry 4.0 to improve relevant knowledge sharing processes within the company. Regarding the needs and challenges identified, the best approach was to develop a communication channel which aligns the knowledge between all stakeholders. To link the two departments, recognize the value of an invention and achieve an innovation, some improvements were suggested and a new mean of communication was developed. The created product have not already been implemented due to time required, stakeholders busy schedule and R&D work dependability. With the proposed solution, the company will overcome the identified communication challenge and reduce the loss of important knowledge to maintain their progress.A difusão do conhecimento é um dos tópicos mais abordados pela economia moderna para alcançar e sustentar a vantagem competitiva. Como o ambiente empresarial é mais instável é fundamental que as organizações aprendam a lidar com as novas mudanças ambientais introduzidas pela Indústria 4.0. O objetivo deste projeto é avaliar no sponsor a adequação da difusão do seu conhecimento mais valioso na implementação dos princípios e tecnologias da Indústria 4.0. Esta difusão é implementada para melhorar os processos de comunicação e produção de forma a melhorar a sua produtividade no setor automóvel. Este projeto constitui um caso de estudo que foi abordado por um grupo da indústria automóvel para promover a difusão do conhecimento, melhorar processos de partilha de conhecimentos relevantes e a implementação da Indústria 4.0 entre os diversos stakeholders da empresa. Os processos foram analisados e os dados recolhidos por observação, entrevistas nãoestruturadas e focus groups. Em relação aos desafios identificados, a abordagem escolhida foi desenvolver um canal de comunicação para alinhar o conhecimento entre todas as partes interessadas. Para ligar os dois departamentos, reconhecer o valor de uma invenção e para alcançar uma inovação foram sugeridas algumas melhorias e desenvolvido um novo meio de comunicação. A implementação do produto ainda não foi realizada devido à sua duração, à agenda ocupada dos stakeholders e à dependência do trabalho resultante da P&D. Com a solução proposta, a empresa conseguirá ultrapassar o desafio de comunicação identificado e reduzirá as perdas de conhecimentos importantes para manter a sua evolução
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