Journal of Knowledge Management
An evaluation of knowledge management tools: Part 1 – managing knowledge resources Peter Massingham
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Peter Massingham, (2014),"An evaluation of knowledge management tools: Part 1 – managing knowledge resources", Journal of Knowledge Management, Vol. 18 Iss 6 pp. 1075 - 1100 Permanent link to this document:
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An evaluation of knowledge management
tools: Part 1 – managing knowledge
Downloaded by Telkom University At 18:50 22 January 2015 (PT)
Peter Massingham is
Director of Centre for
based at Faculty of
Business, University of
Received 14 November 2013
Revised 4 June 2014
Accepted 4 June 2014
Purpose – This paper aims to evaluate a range of best practice knowledge management (KM) ideas used to manage knowledge resources. In total, four KM toolkits and 16 KM tools were tested over a five-year period (2008-2013), as part of a large-scale longitudinal change project. Each tool was assessed against an evaluative framework designed to test criticisms of KM: strategy, implementation and performance. The results provide empirical evidence about which KM tools work and which do not and why, and outcomes for practitioners, researchers and consultants. Design/methodology/approach – The case study organization participating in the study was selected because it was a knowledge-intensive organization, with an ageing workforce. An invitation and cover letter explaining the study were sent via email to all 150 engineering and technical staff at the case study organization. Therefore, the entire population was included in the study. Respondents were asked to attend training workshops. Following each workshop, respondents were asked to complete feedback in...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
These are errors associated...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...
...provides a detailed coverage of knowledgemanagement concepts and methodologies which includes knowledge creation, knowledge architecture, and knowledge codiﬁcation. The knowledgemanagement tools and knowledge portals as well as the notions of
knowledge transfer in the E-world are discussed.
The aims of this unit include the broad understanding of the following areas of KnowledgeManagement Systems:
• KnowledgeManagement Systems Life Cycle.
• Knowledge Creation and Knowledge Architecture.
• Capturing Tacit Knowledge
• Knowledge Codiﬁcation
• System Testing and Development
• Knowledge Transfer and Knowledge Sharing
• Knowledge Transfer in the E-World
• Learning from Data
• KnowledgeManagement Tools and Knowledge Portals
• Managing Knowledge Workers
Elias M. Awad, Hassan M. Ghaziri, KnowledgeManagement, Pearson Education Inc.,
Prentice Hall (2004).
Please note that these ‘Lecture Notes’ (including all ﬁgures and tables) are
adapted from the above mentioned textbook.
We have been informed by the Publisher that this book is currently out of print. With
permission from the...
...Ethic of KnowledgeManagement
Author: Frank Land ( London School Economic), Urooj Amjad (London School Economic), Sevasti Merlissa Nolas (London School Economic),
Published By: International Journal of KnowledgeManagement
For any Business organization, the present business environments are no longer predictable as they are changing rapidly to exist in the competitive environment. The success or failure for an organization entirely depends on its adjustments to the present business environment. The tremendous change in the Information technology has changed the way of doing business by the organizations and reduced the risks or filled the gaps between accessing and maintaining the information and changing that information into a valuable knowledge for future needs. Many of the organizations who take the advantage of the technology follow the above said process. Still many organizations lack applying their organization’s intellectual knowledge for value added or for a competitive advantage.
The solution is The KnowledgeManagement which translates the organization’s capabilities into a defined knowledge which can (will) be useful for its future business needs. The Knowledge whether it is tacit or explicit is represented in databases or documents or in other words it can be...