Knowledge Management Systems: Introduction
Knowledge Management initiatives in the automobile industry
Information Systems that support knowledge management applications Benefits of knowledge management initiatives to automobile industry Barriers to Knowledge Management Initiatives in Multi National Automobile Companies
KMS impact on Customer Service
KMS impact on Product Quality
KMS Tool used at Toyota – Chatter (salesforce.com), MS Lync, WebEx, MS Outlook
What is knowledge management?
Like many emerging business processes rooted in technology, knowledge management is defined somewhat differently by different organizations, and by different individuals within those organizations. Some organizations see knowledge management as a form of document management—a system that lets engineers share design data, consultants share best practices, and so on. To customer service and call center managers, it may mean a simple, searchable database or a sophisticated, guided problem-resolution tool. We take a broader view of knowledge management and define it as a set of practices that maximizes the business value of knowledge by gathering, structuring, and delivering it at critical points of customer interaction. Knowledge management systems are not by nature “married” to any particular channel of communication. In fact, to be fully effective over the long term, they should offer the possibility of access by call center agents, web agents, customers and partners (via web self-service), or by any combination of the above. In other words, knowledge should be a multi-channel resource. Knowledge management systems are typically deployed to achieve specific, measurable goals in one or more of the following areas: Lower service cost: Knowledge management helps companies lower the cost of customer service by reducing repeat calls, call handling and wrap-up times, and agent training, and by maximizing the ability of Level 1 (L1) agents to solve problems. Improving the performance of L1 agents not only enhances the net efficiency of call center staffs, but also gives companies access to a bigger labor pool, because there is a reduced need to find ■
Knowledge Management for Customer Service: Ingredients for Success 2 eGain Communications Corporation
individuals who have both interpersonal skills and domain knowledge. Finally, knowledge management can enable companies to divert a significant amount of traffic to web self-service. Improved service: Knowledge management also leads to better quality of service. Customers are more likely to receive the right answers faster, with no need to be put on hold or transferred to another agent. And, the value of superior customer service, of course, is enormous. A survey conducted by call center expert Dr Jon Anton for his most recent book, eBusiness Customer Service revealed that customers who buy a product with problems but receive “world-class” customer service while resolving the problem are more than twice as likely to repurchase from the company than customers who buy a perfect product with no problems at all. Consistency in service: Without a knowledge management system, it is very difficult for an enterprise to know the responses customers receive, much less control them. Knowledge management ensures that customers with the same question receive the same response, regardless of agent, interaction channel (phone, web, email), or interaction mode (self, assisted, or proactive service). Once consistency has been achieved, it is then possible to fine-tune responses and thereby boost efficiency and quality even further. Other results: Improved customer service often produces results in other operational areas. For example, a prominent British telecommunications company is now saving over one million pounds per year in reduced handset returns by doing a better job of identifying customers who mistakenly think their phone is broken, when in fact they don’t know how to use it properly. Strategic...
...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...
...KnowledgeManagement in the Pharmaceutical Industry
The study of KnowledgeManagement is a process that has been researched for centuries by western philosophers and traditional theorists, however it is only until recently that knowledgemanagement has been the main focus for many organisations. Many have said that it was the publishing of Karl Wiig’s, “knowledgemanagement foundations” (1993), that sparked the huge interest in knowledgemanagement and nearly two decades on KM is now considered as an essential tool for companies to improve their performance and adaptability.  Not only this but the concept of knowledge has been regarded as a businesses most precious asset and highly critical in keeping a firm competitive.  This study will look at the knowledgemanagement of one of the most Knowledge intensive industries in the world, the pharmaceutical industry, looking at, comparing and criticising the different strategies that are used within the industry.
The pharmaceutical industry is rapidly growing and rapidly evolving, with organisations constantly investing in their research and development departments for the development of new and valuable explicit information. In 2007 €6,525...
...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...
THE YORK MANAGEMENT SCHOOL
Module: Knowledge Information 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 Knowledge Information Systems module has one assignment, a reflective report based on contents taught during the course. Students will be...
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 in human minds, documents, notes,...
...KnowledgeManagement Practices in Ayurvedic Industry.
Knowledgemanagement (KM) is based on the idea that an organisation’s most valuable resource is the knowledge of its people. This is not a new idea – organisations have been managing “human resources” for years. What is new is the focus on knowledge.
This focus is being driven by the accelerated rate of change in today’s organisations and in society as a whole. Knowledgemanagement recognises that today nearly all jobs involve “knowledge work” and so all staff is “knowledge workers” to some degree or another – meaning that their job depends more on their knowledge than their manual skills. This means that creating, sharing and using knowledge are among the most important activities of nearly every person in every organisation.
Knowledgemanagement is essentially about facilitating the processes by which knowledge is created, shared and used in organisations. It is not about setting up a new department or getting in a new computer system.
At its broadest, KM is the ‘process through which organizations generate value from intellectual and knowledge based assets’
There are two types of knowledge assets –
Explicit or formal assets like...
...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...