Evaluación de la gestión del conocimiento: una revisión sistemática de literatura

La evaluación de la gestión del conocimiento (GC) es un tema importante para aquellas organizaciones que quieran saber “qué está pasando” con sus estrategias de GC. No obstante, no existe un consenso sobre qué evaluar y cómo evaluarlo. Por esta razón, el propósito del artículo es presentar una revisión sistemática de literatura de 43 artículos publicados en la última década. La revisión comprende un análisis cienciométrico básico y un análisis de contenido relacionado con varios aspectos de los modelos como su estructura, la función y objetivo de la evaluación, lo métodos de investigación utilizados, los sectores económicos de aplicación, y la ubicación de los aspectos evaluados respecto de una taxonomía de escuelas de pensamiento de la GC y una clasificación de las capacidades organizacionales de GC. Como principal hallazgo se muestra la predominancia del enfoque de GC como codificación de conocimiento. Además, se presentan varias brechas susceptibles de investigación futura

KM Maturity for A Gas Company in Indonesia: G-KMMM Assessment and Improvement Recommendation

Knowledge is an intellectual asset owned by each organization that greatly influences the performance of the organization. Knowledge management, tacit knowledge, and explicit knowledge in an organization become crucial for the organization's sustainability. The governance depends on many things such as organizational structure, human resources and culture, technology, and the company's vision and mission. In order to adjust between company objectives, it is necessary to know the KM maturity index in an organization. So based on the maturity index, the organization can prepare and adjust company conditions based on the target to be achieved. Knowledge Management (KM) has helped many companies or organizations in developing companies or their organizations, especially for the oil and gas industry. In this study, the authors used the G-KMMM method to conduct KM assessments and provide recommendations for increasing KM at an oil and gas company in Indonesia. From the KM assessment results using the G-KMMM method, it was found that KM in that company is at the awareness level. These results are obtained by considering aspects of people, processes, and technology

Knowledge management maturity contributes to project-based companies in an open innovation era

Knowledge is a crucial asset for any organization nowadays. Despite the temporary nature of projects, proper knowledge management can improve outcomes and benefit future endeavors. However, an effective knowledge management system has to be tailored to each organization. Therefore, it is extremely important to assess the stage of knowledge management (KM) maturity of an organization. The present study analyzed the general maturity level of European project-based organizations. The analysis was performed to understand the maturity of the knowledge management cycle’s phases and it was possible to distinguish which phases were more developed and what are the main steps to create effective organizational learning in a project-based organization. Overall, European-based project-oriented organizations are halfway through the implementation of KM systems. While the need for a proper system has already been acknowledged, the infrastructure to support it still needs to be developed so proper measures can be put in practice.info:eu-repo/semantics/publishedVersio

How to Assess Sustainable Planning Processes of Buildings? A Maturity Assessment Model Approach for Designers

Over the past decades, it has become apparent that increasing demands in the construction industry have repeatedly led to project delays and increased project costs in practice. These demands have increased as a result of international and national action plans that have been developed to achieve the climate target paths and, therefore, the necessary reduction of CO2 emissions in the construction industry. We address this problem by developing a sustainable construction maturity model (SCOMM) to answer the following research question: “What is a holistic quality assurance tool for the early design phase of buildings to monitor (sustainable) planning practices in order to achieve better certification results?”. The model includes a self-assessment procedure for the building design process, based on Software Process Improvement and Capability dEtermination (SPiCE) and the German Sustainable Building Council (DGNB) building certification system. The results show that systemic interactions between sustainability criteria can be identified in the early design phase, allowing the quality of planning practices to be evaluated and early project management to be implemented to achieve the best certification results. Our findings will enable clients and users of the construction industry to better manage the complexity of the sustainable design process and avoid undesirable developments in building projects

Are the Knowledge Management Times “A-Changin’”?

Knowledge management (KM) is no longer the new kid on the block. The term has been in use for over 30 years, it has been an established field of study for over 25, and this is the 21st ECKM. But how much has KM changed in that time? This paper considers that question by briefly comparing articles dated 1999 in the Web of Science database with those in 2019, and then looking in depth at practical case studies of KM published in 2019 according to that same database. It is common knowledge that the technology available has improved vastly during KM’s history, but how has this impacted on other aspects of KM? Major themes from the earliest days of KM, such as repositories and communities of practice, are still highly visible in the literature. The approach taken in this paper is to use a people-processes-technology framework, separate the business processes from the knowledge processes that support them, and examine the linkages between the three elements of the people-processes-technology framework for both types of process. Current research shows processes to be the most studied of the three elements, especially the link whereby people help to design and then operate processes. The technological advances that have had most effect on KM are in technologies for general application. This is in contrast to the focus of technology research in KM in the 1990s, which had been on specific technologies for KM. Whether the latest technologies for artificial intelligence and analytics are general or specific to KM is a moot point, and probably depends on the background of the person you ask. The weakest current linkages are clearly those in which people should be helping to design the technology in use. Analytics developments in particular are as likely to be inflicted on the users/customers as to be designed by them. Artificial intelligence developments for KM in 2019 do not even include practical case studies, which is worrying

Knowledge management adoption among Malaysia’s SMEs: Critical factors

The value and importance of knowledge, as seen by numerous organisations today, does without a doubt play a crucial role in the current ever-challenging and aggressive business environment.As a result, businesses that aspire to be labelled as being successful and competitive need to seek and find better ways to improve their firms’ performance.Hence, knowledge management (KM), which is viewed as a source of sustainable competitive advantage, has attracted the attention of various companies all over the business world, including small and medium enterprises (SMEs) in Malaysia. With the realisation of KM, the systematic management of organisation knowledge - a strategic corporate asset not to be taken lightly, can thus be created, transferred, shared, and, utilised, in pushing for greater organisational competitiveness,innovativeness and, productivity.The study determines and examines the critical success factors (CSFs) of SMEs that further influences KM processes; knowledge creation, transfer, sharing, utilisation. The CSFs observed in this research; culture; leadership; employee participation; information and communications technology (ICT); organisational structure; are thoroughly investigated to explore on whether these factors have an impact on knowledge creation; knowledge transfer; knowledge sharing; and knowledge utilisation of KM processes among SMEs in Malaysia.The findings may be used as recommendations to SMEs that are keen in adopting KM in their daily operations.Furthermore, this study may also serve as a basis for future quantitative research studies among researchers, practitioners, and professionals alike, in gaining a profound understanding of KM in sectors other than SMEs

Designing the Local Framework for Evaluating Knowledge Management Maturity

The Present Age is known as the age of knowledge while knowledge-based economy is emerging. So using and developing knowledge management in these circumstances is necessary. Being success in applying knowledge management requaires knowledge management maturity evaluation. This evaluation helps identifying and passing the barriers within knowledge management. There are several models suitable in evaluating knowledge management maturity and we must choose among them. In these models various dimensions have been considered for maturity while all dimensions have an equal weight meanwhile differences among organizations are almost neglected. In this research after finding the basic framework, FANP method has been used and by polling expert opinion the ellements of framework were localized for Ansar Bank while different weights allocated through its dimensions. Finally localized framework has been presented in 5 levels and 54 dimensions in order to set priorities within each layer. This could lead to greater accuracy in determining the banks maturity due to environmental conditions. This method can be used for localizing the evaluation of knowledge management maturity in other organizations

The adoption process in management innovation: A Knowledge Management case study

is based on the findings of a study that explores and discusses in depth a Knowledge Management programme that was introduced within a large distributed public sector agency in Europe. The aim of this research was to provide insight into the adoption process associated with management innovation. A qualitative case study strategy generates an account of the process of adoption through three phases (initiation; implementation; and outcomes), the episodes within each phase, and decision-makingacross the entire process. The findings contribute to the development of an extended and refined model of the process of adoption of management innovation through the consideration of the labelling, sequence and transition of phases and episodes, and decisionmaking.In this extended and refined model there are three phases with nine episodes, two of which are recursive; the phasesoccur in a linear sequence but may overlap, whilst the episodes occur in a non-linear sequence; and decision-making occurs within episodes, between phases, and between episodes. The study makes three primary contributions to knowledge. First, it considersthe process of adoption (as opposed to the more commonly examined process of generation) of management innovation. Second, it identifies decision-making related to the changes required for adoption of a management innovation. Finally, it develops a model ofthe process of adoption of management innovation that includes decision-making. In addition, the output of the study can be used as a tool for project management by identifying the questions to be addressed, and the decisions to be made, at particular points ofthe management innovation process, taking into account local contexts

Technology maturity assessment of micro and nano manufacturing processes and process chains

This article presents a systematic approach for assessing the maturity of manufacturing technologies. A methodology is proposed that is based on modelling the capability of the individual processes and technology interfaces between them. It is inspired by a capability maturity model which has been applied successfully in the field of software engineering. The methodology was developed to assess the maturity levels of individual processes and the combined maturity of pairs or chains of processes. To demonstrate its validity, it was applied for assessing the maturity of technologies in the micro and nano manufacturing domain. The results demonstrated its applicability as a tool for evaluating the maturity of micro and nano manufacturing pairs and their constituent processes. Also, it was shown that the methodology can be employed for identifying process pairs, suitable for integration in process chains, together with their potential weaknesses. </jats:p