Knowledge sharing practices and tool in a logistic compan

On a global basis, organization recognizes the importance of knowledge sharing (KS) as a means to gain or sustain the knowledge in individual thoughts. To sustain and gain knowledge, the individual has to know, adapt and share it with others. In the past, there was a knowledge gap that happens among the community in organizations. This issue arises due to a few factors such as insufficient information and knowledge, no communication, not enough expertise to supply important knowledge and no suitable platform or tool to support the knowledge gap problem. Similar to Tiong Nam Logistic Group (TNLG) in this research study, these problems happened due to lack of specific tools that can capture and share all the knowledge especially in solving daily and recurring issues. TNLG employees do not know the specific knowledge that they have and they do not know which knowledge that may be important for them to share with their colleagues. The main aim of this research is to develop a KS tool for the purpose of developing knowledge workers. The KS tool is a proof of the concept of the KS structure that has been proposed by this research. This study applies the single case study approach using survey and interview method for collecting data. The data collection aims to identify the group of knowledge workers involved, to identify and structure the knowledge for TNLG which formed the KS tool for TNLG. Social Network Analysis and four criteria of knowledge worker have been used to evaluate the KS tool to confirm the development of knowledge workers. From the usage of the KS tool in TNLG, researcher found that the knowledge workers are able to share their knowledge with the right person at the right time. The KS tool enables knowledge sharing among TNLG employees which is hoped to lead towards the development of successful knowledge workers which are able to adapt a better KS practices in the future

Identifying the Benefits of Knowledge Management in the Department of Defense: A Delphi Study

Knowledge Management (KM) has been identified as one of several enablers of the current Transformation effort in the Department of Defense (DoD). Knowledge management is the attempt to recognize what is essentially a human asset buried in the minds of individuals, and leverage it into an organizational asset that can be accessed and used by a broader set of individuals on whose decisions the firm depends (Davenport & Prusak, 1998). The ultimate goal of KM is to take advantage of this knowledge asset in order to provide some level of benefit to the organization (Davenport & Prusak, 1998; Nonaka, 1996). However, many in both the military and civilian information resource management communities believe that KM provides nothing beyond what is already accomplished with information management. Given that serious resources are already being committed to KM in the DoD, it follows that identifying the benefits derived from KM from a DoD perspective is highly desirable. Several organizations within the DoD have started using KM and are now interested in identifying and, subsequently, measuring its benefits to gauge success. While many studies have been undertaken to identify the benefits of KM in the commercial sector, similar efforts to investigate the benefits in a DoD context are lacking. Using a Delphi study involving key DoD KM experts, this research aims to identify the major benefits associated with KM practice from a strictly DoD perspective. (27 tables, 8 figures, 45 refs.

Knowledge management maturity model : the case study of a portuguese technology enterprise

Master in Corporate SciencesIn today scenario, Knowledge Management plays an important role in the competitiveness and performance of the Organizations in general. Through an efficient KM implementation organizations can tap the real benefits of knowledge generation and usage, which leads to a boost in the innovation processes and subsequently in performance. A KM Maturity Model can help organizations identify the progress of Knowledge Management and improvements to be made. Then with the current state-of-the-art assessed it becomes almost natural to find the path to the next higher level of KM Maturity. This research adds to the body of knowledge by its literature review on Knowledge Management and KM Maturity Models. But above all this research contributes with the application of one of those models in a Portuguese IT Organization. The objective is to answer the question: “What is the Knowledge Management Maturity Level of an organization?” The data for the selected model was collected by an instrument proposed in the chosen model in the form of a survey. Interviews with key players in the Organization were conducted and secondary data was also considered. All this information was treated and a conclusion about the Knowledge Management Maturity Level of the company is given at the end.No cenário de hoje a Gestão do Conhecimento desempenha um papel importante na competitividade e performance das organizações em geral. Através da aplicação eficiente da Gestão do Conhecimento(GC) as organizações conseguem aproveitar os reais benefícios da geração e utilização do conhecimento, o que leva a um estimuto nos processos de inovação. Um modelo de maturidade de GC pode auxiliar as organizações a identificarem o andamento da gestão do conhecimento e melhorias a serem realizadas. Depois, com o actual estado-da-arte avaliado torna-se quase natural encontrar o caminho para o próximo nível de maturidade de Gestão do Conhecimento. Esta investigação contribui para o conjunto de conhecimento pela sua revisão da literatura sobre Gestão do Conhecimento e Modelos de Maturidade de GC. Mas acima de tudo, esta investigação contribui com a aplicação de um desses modelos em uma organização Portuguesa de TI. O objetivo é responder à pergunta: "Qual é o Nível de Maturidade da Gestão do Conhecimento de uma organização?" Os dados para o modelo seleccionado foram recolhidos por um instrumento proposto no modelo escolhido e sob a forma de um inquérito. Entrevistas com key-players da Organização foram realizadas e dados secundários também foram considerados. Toda esta informação foi tratada e uma conclusão sobre o Nível de Maturidade da Gestão do Conhecimento da empresa é dado no final

Knowledge Management Jobs in Kenya: A Functional Analysis

Rationale of study – Most organisations in Kenya face challenges integrating the knowledge management function in their structures due to the lack of a clear understanding of what knowledge managers should do. Consequently, there currently exist varied, unpredictable and often shallow job descriptions associated with knowledge managers. Methodology - The researchers conducted a functional analysis of knowledge management jobs in Kenya in an effort to establish the general job titles used to refer to knowledge management specialists, ascertain their position in the organisational structure, explore their job responsibilities and requirements, as well as understand any special requirements associated with knowledge management roles. Data was obtained through a content analysis of job advertisements carried in the Daily Nation and Standard, which are the leading newspapers in Kenya,. Additional data was also obtained from online job advertisement platforms. Findings - Most organisations in Kenya do not have a good understanding of what knowledge management specialists do. Consequently, existing knowledge management positions have ambiguous and diverse job descriptions and requirements. Implications - The findings of this study can be used by organisations in Kenya to develop appropriate knowledge management job descriptions for knowledge management professionals. The findings may also be used by the relevant training institutions to develop and deploy relevant curricula to equip the potential knowledge management professionals with the requisite skills. Originality - The researchers propose a model job description for knowledge management specialists which may be applied by organisations in Kenya and beyond

Lernerfolg durch ERP-System-Vergleich – Einsatz von SAP Business ByDesign und SAP ERP in der Lehre

Die Veranstaltung „Anwendungssysteme“ ist eine Bachelorveranstaltung in informationssystem-bezogenen Studiengängen der Universität Münster, die Theorie und Praxis betriebswirtschaft-licher Anwendungssysteme verbindet. Viele Hochschulen setzen zur Vermittlung entsprechenden Systemwissens SAP ERP ein. Ziel der neu gestalteten Veranstaltung ist es, parallel auch Wis-sen über das seit Sommersemester 2011 erstmalig an Hochschulen zum Einsatz kommende SAP Business ByDesign zu vermitteln und im vergleichenden Einsatz die Funktionsweise und den Aufbau von ERP-Systemen zu reflektieren. Ziel des Artikels ist, Ablauf und Hintergründe der Veranstaltung zu diskutieren und den Mehrwert für den vergleichenden Einsatz beider Systeme für andere Hochschulen aufzuzeigen. Die positiven Ergebnisse zeigen, dass das Lehrkonzept gut aufgenommen wird und in seiner Struktur auf andere Hochschulen angewandt werden kann

The Benefits of Knowledge Management - Results of the German Award "Knowledge Manager 2002"

In the paper the applications to the 2002 Knowledge Management Award are discussed in relation to measuring the benefits of KM. It is concluded that benefits of KM initiatives depend on the KM approach taken

Developing guidelines for a knowledge management policy to enhance knowledge retention at the University of Zambia

The purpose of this study was to investigate how knowledge retention may be enhanced at the University of Zambia (UNZA). A mixed research methodology was employed in the case study design. Data was collected using interviews and questionnaires. Purposive sampling was used to determine participants for the interviews while stratified random sampling was employed for the questionnaire respondents. Out of a population of 435 a sample of 205 was surveyed. The response rate was 60 %. Findings indicate that UNZA lacked a number of knowledge retention practices that can enable it to retain operational relevant knowledge. In view of these findings, the study concluded by recommending guidelines for the adoption of various knowledge retention practices that could be embedded into UNZA's knowledge management policy.Information ScienceM.A. (Information Science

Knowledge retention model for institutions of higher learning : a case of Kenya Methodist University (KeMU)

Kenya Methodist University (KeMU) is facing challenges like duplication of work due to lack of a central repository for knowledge retention, loss of knowledge through expertise leaving the institution without knowledge being captured and over reliance on a few known subject matter experts as others have not been identified. Utilising the Knowledge Retention Strategy framework, this study sought to assess knowledge retention practices at KeMU, with a view to entrench the culture of sharing knowledge. The ultimate aim of this study was to develop a model for knowledge retention at institutions of higher learning which KeMU could adopt. The study relied on mixed method research (MMR) with qualitative and quantitative data mixed at collection, analysis, discussion and reporting levels. The study triangulated data collection tools which encompassed a questionnaire, interview, observation and review of documents to collect data from 106 respondents and 11 heads of departments respectively. These two groups were purposively selected as they play a key role in knowledge retention at KeMU. The study disclosed a variety of informal knowledge retention practices but formal practices like: documented work processes; training and development for specific job tasks; orientation for general and job specific; knowledge repositories; communities of practice; knowledge retention policies; knowledge recovery initiatives; and human resources processes and practices for knowledge retention were lacking. Considering the value placed on the above list of lacking essential practices for knowledge retention, KeMU is indeed in dire need for a solution to help retain operational relevant knowledge. The study formulated a KR model for institutions of higher learning that would help KeMU leverage its knowledge assets. The study recommends that KeMU should work out a knowledge retention policy on how to implement the best knowledge retention practices. A further study on measuring KM in an academic institution is recommended.Information ScienceM. Inf