Multi-Agent System for Decision Support in Enterprises

Business decisions must rely not only on organisation’s internal data but also on external data from competitors or relevant events. This information can be obtained from the Web but must be integrated with the data in an organisation’s Data Warehouse (DW). In this paper we discuss the agent-based integration approach using ontologies. To enable common understanding of a domain between people and application systems we introduce business rules approach towards ontology management. Because knowledge in organisation’s ontologies is acquired from business users without technical knowledge simple user interface based on ontology restrictions and predefined templates are used. After data from internal DW, Web and business rules are acquired; agent can deduce new knowledge and therefore facilitate decision making process. Tasks like information retrieval from competitors, creating and reviewing OLAP reports are autonomously performed by agents, while business users have control over their execution through knowledge base in ontology. The approach presented in the paper was verified on the case study from the domain of mobile communications with the emphasis on supply and demand of mobile phones and its accessories

Investigating the role of knowledge management in the development of asset management practice in selected public sector organisations in Nigeria.

Research Aim: This research explores the conceptualisation of knowledge management in developing asset management practices in a developing country. Nigerian public sector is used as a case because it is a developing country where asset management practices and knowledge management are not fully implemented. Methodological adoption processes:This study assumes that knowledge is fluid, and based on this assertion, exploratory research was used to investigate how knowledge management can be used to facilitate the development of asset management practices in the public sector and since this research aims to examine a problem driven by the respondents’ views as such an interpretivist stance was employed. The study employed a qualitative research method with an inductive approach and used federal government organisations in Nigeria as a case. Using zoom and Microsoft teams, semi-structured interviews were conducted. 30 participants, comprised of asset managers, fixed asset officers, and information technology experts, were interviewed, and guided by open-ended questions. It was purposively ensured that the data reflected the six geo-political zones in Nigeria, and the data were analysed using thematic analysis. Summary of findings: Applying the system thinking approach, organisational development theory, and institutional theory, this study found that knowledge management is not recognised and established while asset management practice is yet to be at its peak within the various critical institutions and organisations in the public sector in Nigeria. Lack of knowledge of asset management practices, lack of understanding of the relevance of establishing Knowledge Management and its processes which includes inadequate sources for acquiring knowledge on asset management, consultants’ unwillingness to train asset managers effectively, lack of adequate training and development for asset management officers, lack of understanding of public sector asset management, non-existent knowledge repositories, non-established knowledge sharing and exchange culture, lack of IT infrastructure for knowledge management and asset management practices, lack of synergy between Government Integrated Financial and Management Information and various asset management departments in various ministries. Also, the study confirmed that asset management is not developing due to the non-existent of knowledge-oriented leadership, ineffective knowledge governance, lack of continuous capacity building, inadequate funding due to poor political will, lack of legal and operational framework, lack of employees’ participation in decision making and unestablished reward systems. Research contributions: This is the first study that integrates three theoretical concepts, system thinking, organisational development theory and institutional theory, to show how knowledge management and asset management practices are intertwined and related and how they function together to produce enhanced organisational performance. In addition, this study shows the importance of knowledge management and asset management practice in the public sector, specifically in developing nations where such research is dearth and, to some extent, not recognised. This study also highlights how knowledge management, its processes; knowledge creation, organisation, storage, application, sharing, transfer, and its mechanisms; knowledge management governance, monitoring and evaluation, and knowledge-oriented leadership, together with other inner organisational dynamics such as organisational culture, crisis management, incentives, sociocultural context, function holistically as an entity to foster the development of asset management practice. Developing a framework that explains how knowledge management can boost asset management growth provides a starting point for examining the challenges of establishing asset management in public sector organisations like those in the Nigerian context. Similarly, this study points out how the government and policymakers can overhaul and implement a viable asset management practice through established knowledge management by introducing and implementing knowledge management practices, setting, and adopting technology adoption to boost productivity through knowledge management processes that facilitate competitive advantage. Finally, various reward systems were identified and adopted based on asset managers’ and fixed asset management officers’ needs, which can significantly boost employees’ satisfaction, and productivity and ultimately enhance asset management practice within the country