Document Navigation: Ontology or Knowledge Organization System?

Bioinformatics relies heavily on web resources for information gathering. Ontologies are being developed to fill the background knowledge needed to drive Semantic Web applications. This paper discusses how formal ontologies are not always suited for document navigation on the web. Converting ontologies into a model with looser semantics, allows cheap and rapid generation of useful knowledge systems. The message is that ontologies are not the only knowledge artefact needed; vocabularies and other classification schemes with weaker semantics have their role and are the best solution in certain circumstances

An Ontology-based Knowledge Management System for Industry Clusters

Knowledge-based economy forces companies in the nation to group together as a cluster in order to maintain their competitiveness in the world market. The cluster development relies on two key success factors which are knowledge sharing and collaboration between the actors in the cluster. Thus, our study tries to propose knowledge management system to support knowledge management activities within the cluster. To achieve the objectives of this study, ontology takes a very important role in knowledge management process in various ways; such as building reusable and faster knowledge-bases, better way for representing the knowledge explicitly. However, creating and representing ontology create difficulties to organization due to the ambiguity and unstructured of source of knowledge. Therefore, the objectives of this paper are to propose the methodology to create and represent ontology for the organization development by using knowledge engineering approach. The handicraft cluster in Thailand is used as a case study to illustrate our proposed methodology.Ontology, Knowledge Management System, Industry Clusters

A Systems-Based Methodology for the Construction and Representation of Organizational Knowledge Systems

The purpose of this research was to develop and apply a systems-based, analysis methodology which constructs and represents an organization\u27s knowledge system. The research inquiry was guided by four questions: (1) “what is an organizational knowledge system?” (2) “how can it be made explicit?” (3) “does the representation accurately depict the organization\u27s perspective of their unique knowledge system?” and (4) “what results from the deployment of the organizational knowledge system methodology?” The resultant answers to these research questions advanced and established the theoretical conception of an organization\u27s knowledge system through the development of a methodology that fosters the construction and representation of the knowledge system. This study extends the existing scholarly literature by developing the concept of an organizational knowledge system through the synthesis of organizational learning and knowledge literature, thereby bridging a gap in the literature by holistically linking knowledge creation with current learning processes. The developed organizational knowledge system and model graphically present an organization\u27s unique knowledge system transforming what is most often a tacit understanding into a form that is explicit at a collective level. The research design applied the organizational knowledge system methodology to two organizations using a detailed step by step process, and evaluated each organization\u27s knowledge system using a mixed methodology analysis which combined quantitative and qualitative data collection methods and analysis techniques. The findings of this research indicated that an organization\u27s knowledge system can be explicitly constructed and represented. Furthermore, the research clearly indicated that an organization\u27s knowledge system is unique. This is evidenced not only in the mechanisms of an organization\u27s knowledge system, but more importantly the relational links between the components of their knowledge system. Also, the research indicates that the organizational knowledge system methodology is transferable to other organizations. This was accomplished by assessing each organization as an independent entity with its own unique knowledge system and contextual environment. Lastly, this research develops new theory (the organizational knowledge system) that addresses the holistic perspective and relationship between organizational learning and knowledge. In summary, this research equips organizations with the capability to know, understand, and manage their unique organizational knowledge system

Differentiating KMS Strategy from Business Strategy, KM Strategy and IS/IT Strategy

The era of the new millennium has witnessed a wide range of the revolutionized technology that affects our lives and the way an organization is conducted. The contemporary business sectors start to recognize the potential use of knowledge management in the new organizational processes. As a result, increasing numbers of organizations pay attention to the creative value of leveraging knowledge as one of their potential assets. Therefore, organizations start to focus on knowledge as one of the important elements in competitive advantage that needs to be utilized efficiently and effectively. They have shown a great attention of knowledge management in their business strategy incorporated with technology. The role of technological tools and applications is essential in supporting and enhancing knowledge management strategy. There has been a transition from traditional information system to new a concept of knowledge management system employed by organization to sustain competitive advantage in dynamic and unstable environment. Further, to shift the paradigm of knowledge management systems concept from business sectors, this study focused on the KMS applications and tools particularly in Institutions of Higher Education (IHE) environment. The purpose of this study is to (a) identify the relationship of business strategy, knowledge management (KM) Strategy, knowledge management systems (KMS) strategy, information system (IS) strategy and information technology (IT) strategy, particularly in the context of IHE, (b) describe those strategies and their relationship based on the context of IHE. This will provide guidance and effective methods for formulating the KMS strategy with the aim to align it with business strategies and ensuring success of its implementation

Predicting Knowledge System Usage in an Engineering Organization

Jennex (1997) was an exploratory study of the Organizational Memory System (OMS) within an engineering organization. The study found that there was a OMS, that the OMS was effective, that it was used, and that it improved organizational effectiveness. Jennex, et. al. (1998) used an adaptation of DeLone and McLean’s (1992) IS Success Model to explain why the OMS was successful. One factor leading to IS success is use of the system. The IS Success Model has two components to system usage, current use and user satisfaction User satisfaction is used to predict the continued use of a system. However, user satisfaction does not take into account the environmental factors that affect OMS usage. User satisfaction was modified to include perceived benefit to predict future use and user satisfaction as the components of the use factor. Perceived use was evaluated using an adaptation of Thompson Higgins, and Howell’s (1991) worker perceptions instrument. This instrument evaluated the user’s perceptions of several environmental factors affecting their use of the OMS: cultural support for using the OMS, complexity of the OMS, near term job fit, and long term job fit. The instrument predicted that the OMS would continue to be used. This paper discusses how perceived benefit can be used to evaluate the environment in which a knowledge management system (KMS) is being implemented to determine if that environment supports use of the KMS

Intranet and Knowledge Management: Putting the Cart Before the Horse?

This paper explores the use of intranet-technology to support knowledge intensive decision-making in a technical service delivery process of a major oilfield services company. Our findings show that creating, mobilizing, and exchanging knowledge through an intranet-technology based system delivers forms of benefits to both the organization and its clients, and understanding what organizational knowledge is to be managed and the process of managing it define the role of technology that enables knowledge management

Knowledge Management through the Lens of Innovation and Labour Productivity in a Knowledge Based Economy

The 21st century brings along the recognition for the necessity to understand and measure the activity of knowledge management, for which reason organizations and system organizations, together with decisional governmental factors, do their best in order to develop policies that would promote these benefits. Knowledge management (KM) implies any activity regarding the capture and the diffusion of knowledge within the organization. In our study we analyze the impacts and dimensions of KM upon the innovation and labour productivity within the organization, and how KM affects the firm’s innovative performance. A key component of knowledge management is to provide access to stored knowledge components to improve decision making and to facilitate knowledge acquisition by the user.knowledge-based economy, knowledge management, knowledge, explicit and implicit knowledge, innovation, productivity, diffusion of knowledge

Knowledge Nodes: the reification of organizational communities. A case study

In our work a new approach, the Distributed Knowledge Management (DKM) approach, is used and organizations are seen as constellations of communities, which \own" local knowledge and exchange it through meaning negotiation coordination processes. In order to reify communities within a DKM system, the concept of Knowledge Node (KN) is used and then applied in a case study: a complex Italian national firm, the Impresa Pizzarotti & C. S.p.A. All communities of practices are un-veiled and rei ed as KNs within a high level architecture of a DKM system. In this paper it is argued that, even if knowledge has to be organized and made useful to the whole organization, there are types of knowledge that must be managed in an autonomous way, and the DKM approach is a good system which to deal with coordination/negotiation processes

KNOWLEDGE MANAGEMENT THROUGH THE LENS OF INNOVATION AND LABOUR PRODUCTIVITY IN A KNOWLEDGE BASED ECONOMY

The 21st century brings along the recognition for the necessity to understand and measure the activity of knowledge management, for which reason organizations and system organizations, together with decisional governmental factors, do their best in order to develop policies that would promote these benefits. Knowledge management (KM) implies any activity regarding the capture and the diffusion of knowledge within the organization. In our study we analyze the impacts and dimensions of KM upon the innovation and labour productivity within the organization, and how KM affects the firm�s innovative performance. A key component of knowledge management is to provide access to stored knowledge components to improve decision making and to facilitate knowledge acquisition by the user.knowledge-based economy, knowledge management, knowledge, explicit and implicit knowledge, innovation, productivity, diffusion of knowledge.