Integrating Knowledge Management Technologies in Organizational Business Processes: Getting Real Time Enterprises to Deliver Real Business Performance Accepted for publication in the Journal of Knowledge Management (Emerald) Special Issue on ‘Knowledge Management and Technology’, Q3, 2004. The author: Dr. Yogesh Malhotra is the Founding Chairman and Chief Knowledge Architect of BRINT Institute, LLC, the New York based research, advisory, and e-learning company internationally recognized for its research, practice, and thought leadership on Knowledge Management. He serves on the faculty of the Syracuse University School of Management and taught earlier on the faculty of Kellogg School of Management and Carnegie Mellon University. His recent advisory engagements include United Nations, National Science Foundation, Conference Board, Intel Corporation, Government of Mexico, U.S. Federal Government, Government of Netherlands, and Ziff Davis. Over the past two decades of his professional career, he has advised world governments and corporations on knowledge management and business technology strategy; founded the world's most reputed network for worldwide business technology management and knowledge management professionals; developed a B2B enterprise with a client roster of world's most prestigious companies; and held senior management consulting and project management positions with Fortune 100 and global multinationals in healthcare, banking and finance, software development, car manufacturing, and process engineering. His professional contributions to the advancement of worldwide research and practice in Knowledge Management are the subject of biographical reference in Marquis Who's Who in America, Marquis Who's Who in the World, and, Marquis Who's Who in Finance and Industry. Web: http://yogeshmalhotra.com/ E-mail: [email protected]
Keywords: Knowledge Management Failures, Knowledge Management Technologies, Real Time Enterprises, New Business Models, Business Processes, Business Performance, Return on Investment, Strategy Pull versus Technology Push Business Models Abstract: Recent industry case studies provide illustrative examples of successes and failures in integrating knowledge management technologies for enabling organizational business processes and new business models. Based upon insights from selected case studies, this article identifies three key paradigms that have characterized the implementation of KM systems, technologies, and techniques in organizational business processes. Taking a critical view of the mainstream characterization of KM technologies, this article highlights the 'critical gaps' between technology inputs, related knowledge processes, and business performance outcomes. Drawing upon the above issues, the article develops pragmatic understanding for leveraging the power of disruptive technologies through disruptive business value propositions and customer value propositions embedded in organizational business processes and enterprise business models1. Acknowledgements: Constructive comments offered by the special issue editor Eric Tsui and the two anonymous reviewers are gratefully acknowledged.
Technologies that may possibly transform the competitive structure of industries as well as market positions of the players are often described as disruptive technologies. A number of examples of such technologies are discussed in this article as well as in the illustrative case studies. However, the article’s key emphasis is on uniquely interesting and specific business value propositions and customer value propositions embedded in business models of best performing corporations that truly underlie the power realized through technologies characterized as disruptive or otherwise. This is illustrated by examples of companies that spectacularly failed despite deploying the technologies identified as ‘disruptive’ during any specific era as well as companies that succeeded despite being...
...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...
...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...
...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...
THE YORK MANAGEMENT SCHOOL
Module: KnowledgeInformation Systems
Module Co-ordinator: Dr Ignazio Cabras
Maximum word count: 4,000
Release: Noon, Monday 10th February 2014
Submission: Noon, Wednesday 14th May 2014
If you are unable to complete your open assessment by the submission date indicated above because of Mitigating Circumstances you should apply for an extension using the form available on Yorkshare. Any extension request must be made before the scheduled deadline indicated above. 10 marks are deducted for every 24 hours (or part thereof) that the submission is late for a total of 5 days. After 7 days it is treated as a non-submission and given a mark of zero. The consequences of non-submission are serious and can include de-registration from the University.
If you submit your open assessment but feel that your performance has been affected by Mitigating Circumstances you should submit a Mitigating Circumstances claim form, available on Yorkshare, by Noon: Wednesday 21th May 2014. Claims submitted after the deadline will not normally be considered. Further details on the remedies likely to be offered to students with accepted Mitigating Circumstances can be found on Yorkshare.
The KnowledgeInformation Systems module has one assignment, a reflective report based on contents...
...KnowledgeManagement and Organizational Learning
William R. King
Katz Graduate School of Business, University of Pittsburgh
For centuries, scientists, philosophers and intelligent laymen have been concerned about creating,
acquiring, and communicating knowledge and improving the re-utilization of knowledge.
However, it is only in the last 15–20 years or so that a distinct field called “knowledgemanagement”
(KM) has emerged.
KM is based on the premise that, just as human beings are unable to draw on the full
potential of their brains, organizations are generally not able to fully utilize the knowledge that
they possess. Through KM, organizations seek to acquire or create potentially useful knowledge
and to make it available to those who can use it at a time and place that is appropriate for them
to achieve maximum effective usage in order to positively influence organizational performance.
It is generally believed that if an organization can increase its effective knowledge utilization
by only a small percentage, great benefits will result.
Organizational learning (OL) is complementary to KM. An early view of OL was “…encoding
inferences from history into routines that guide behavior” (Levitt and March, 1988, p. 319). So, OL
has to do with embedding what has been learned into the fabric of the...
...of strategic management accounting was first coined by Simmonds (1981). Who defined it as the provision and analysis of information about a business and its competitors for use in developing and monitoring the business strategy? However, in the contemporary business environment, organizations are experiencing greater challenges, increased competition and rapid diffusion of knowledge. (2)
Traditionally management accounting has been characterised as providing information to aid managers internally in a firm and as such the focus of the management accounting systems has also tended to be internally orientated. During the 1980s and 1990s a growing number of academics (Johnson and Kaplan, 1987; Bromwich and Bhimani, 1989, 1996) began to recognise that management accounting was not adapting to changes in the modern business environment and as such was not fulfilling its function to aid managers. In a bid to improve the quality of management accounting information for managers it was necessary to focus more widely on the external environment of the firm and thus the concept of strategic management accounting evolved. Now (strategic) management accounting involves the provision of information, which is externally orientated, market-driven and customer-focused and provides managers with a range of techniques and...
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...
2.1 LITERATURE REVIEW
2.1.1 KnowledgeManagementKnowledgemanagement is viewed as a “process about acquisition, creation, packaging and application of reuse of knowledge” (Davenport et al., 1998). Knowledge differs greatly from information or data, and systems supporting knowledgemanagement have a broader range of design issues.Knowledgemanagement always multiple users to access documents on the web and even larger data sets residing in the organizations’ intranets and web- accessible databases. As the amount of available data continues to grow rapidly, it is increasingly difficult for users to find, organize, access, and maintain the information they require.
Knowledge has become a precious property and KnowledgeManagement has been widely practiced by many organizations as one of the most promising ways of achieving success in the information age (Malone, 2002).
The main concern of a university is to develop quality graduates, who should possess analytical and problem solving skills and interpersonal understanding as part of their learning achievements, thereby, contributing to the nation’s goal of building a knowledge-based society.
Organizational knowledge has been stored in numerous ways, including...