Interorganizational Knowledge Management Systems: Typology and Cases

Although companies are more and more developing complex networks of connections with their partners and customers and shifting their focus towards expanding the knowledge management concept externally, research addressing the management of knowledge across organizational borders is rather sparse. Our aim in the present paper is to develop a typology of cross-organizational networks of information and knowledge flows. In order to arrive at such a typology we examine two issues. The first concerns the locus of control on the processes that enable knowledge flow. The second refers to the tradability of the streams of knowledge that flow among organizational entities. We examine four types of knowledge networks: open knowledge networks, private knowledge networks, closed knowledge exchanges and knowledge markets. For each type of knowledge network, we examine its distinct characteristics, study related examples, consider the associated research challenges and analyse an indicative case

Seamless Task Offloading on Multi-Clouds and Edge Resources: an Experiment

Cloud computing has been growing at an increasing rate over the last few years. Commercial and scientific applications have come to rely on it as a development tool due to its exceptional characteristics in processing power and storage. The trend has been augmented with the emergence of the Internet of Things and smart processing devices at the edge. Contrary to the line of thought commonly adopted, we present in this work an alternative platform that considers edge devices as possible processing nodes, and provide a two-level task scheduling deployment that can handle not only binary modules, but also code-level fragmentations. We also go through a simple implementation of the platform, using production-ready solutions, while validating it on public and private clouds, and physically-separated edge devices

Managing Corporate Knowledge: A comparative analysis of experiences in consulting firms

Knowledge management is fast becoming the terminology of many companies' efforts to gain competitive advantage from the efficient and effective management of their knowledge assets. Consultancies have been in the forefront of thinking about how to manage knowledge because their own success depends heavily on developing, selling, and applying ideas. This paper develops and applies a framework that compares and contrasts several consulting firms' efforts in implementing knowledge management programmes. Our framework analyses the specific actions undertaken by the firms based on the alignment of their people, processes and technology with the business strategy, context and goals. Conclusions are drawn based on the lessons learned and the results reached in each case

Reducing the environmental impact of surgery on a global scale: systematic review and co-prioritization with healthcare workers in 132 countries

Abstract Background Healthcare cannot achieve net-zero carbon without addressing operating theatres. The aim of this study was to prioritize feasible interventions to reduce the environmental impact of operating theatres. Methods This study adopted a four-phase Delphi consensus co-prioritization methodology. In phase 1, a systematic review of published interventions and global consultation of perioperative healthcare professionals were used to longlist interventions. In phase 2, iterative thematic analysis consolidated comparable interventions into a shortlist. In phase 3, the shortlist was co-prioritized based on patient and clinician views on acceptability, feasibility, and safety. In phase 4, ranked lists of interventions were presented by their relevance to high-income countries and low–middle-income countries. Results In phase 1, 43 interventions were identified, which had low uptake in practice according to 3042 professionals globally. In phase 2, a shortlist of 15 intervention domains was generated. In phase 3, interventions were deemed acceptable for more than 90 per cent of patients except for reducing general anaesthesia (84 per cent) and re-sterilization of ‘single-use’ consumables (86 per cent). In phase 4, the top three shortlisted interventions for high-income countries were: introducing recycling; reducing use of anaesthetic gases; and appropriate clinical waste processing. In phase 4, the top three shortlisted interventions for low–middle-income countries were: introducing reusable surgical devices; reducing use of consumables; and reducing the use of general anaesthesia. Conclusion This is a step toward environmentally sustainable operating environments with actionable interventions applicable to both high– and low–middle–income countries

Experiences from Knowledge Management Implementations in Companies of the Software Sector

The Know-Net knowledge management solution, that includes a theoretical framework, a consulting method and a software tool, is based on a knowledge asset-centric design that innovatively fuses the process or human approach with the product or content approach of knowledge management. This paper describes how Know-Net was applied in four companies of the software sector. It outlines how specic business areas such as an R&D unit, the bid management process and collaboration between geographically-dispersed teams can benet from knowledge management. It outlines the role specic Know-Net components played within the transformation of existing business processes and structures, and provides key recommendations based on this experience

Towards a Holistic Knowledge Leveraging Infrastructure: The KNOWNET Approach

The approaches followed in real-world industrial efforts to develop knowledge management programmes adopt either an information technology based perspective or an organisation management perspective. However, successful knowledge management should be a truly holistic, multi-disciplinary venture. The present paper presents the KNOWNET project, a pan European research effort which aims to define, develop and test a holistic knowledge leveraging infrastructure. In order to develop a consistent framework for KNOWNET the paper defines the knowledge management related business processes as well as the associated information and communication technology requirements using the framework of Nonaka and Takeuchi and outlines the basic architecture and objectives of the KNOWNET project