A surge in the popularity of knowledge management projects over the past decade has led to a plethora of information regarding knowledge management being published. These publications detail ways in which Knowledge Management projects can be undertaken as a compelling strategy for organisations to improve their business processes and competitiveness. As such, knowledge management projects have generally been portrayed in a positive manner. The objective of ‘Why KM Projects Fail: A Multi-Case Analysis’ is to provide insight and explanation as to why, in spite of an abundance of positive press, over 84% of Knowledge Management projects fail to have any impact on the organisation. It concentrates on 5 case studies of failed Knowledge Management projects, extracting from each the central factors that contributed to the project’s failure and the various stages of the project at which these factors occur. Finally, the article presents its findings in model form for future use. As mentioned previously, the article derives its main findings from 5 case studies. The case studies are of a range of businesses attempting to implement a variety of Knowledge Management systems. Case 1 follows a Global Bank attempting to implement a KM project with the objective of using its intranet to develop a Knowledge Management system that would integrate information and services across its global divisions. Case 2 follows a pharmaceutical company attempting to implement 3 major Knowledge Management projects; ‘Lessons’, a system to archive operational knowledge, ‘Warehouse’, a system to capture the details of administrative and decision making process, and Café, a platform for self-reflection. Case 3 follows a manufacturing company attempting to implement three knowledge management systems to improve knowledge of production methods, distribute information of offered products and improve structural product design. Case Four follows a European-based company attempting to convert...
...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...
...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...
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...
...A Case Study of KnowledgeManagement
This paper presents what KnowledgeManagement is all about, KM status of an organization, theoretical aspects of KM introduced in different companies, identified examples in the real world, KM tools used in organizations and use to facilitate the KM process in a specific organization.
KnowledgeManagement (KM) has been growing in importance and popularity as a research topic since the mid 1990`s. This is enough time for many companies to implement KM initiatives and KM systems (KMS). This paper presents some cases investigating the implementation of KM in a number of companies of all sizes.
This paper presents what KnowledgeManagement is all about, KM status of an organization, theoretical aspects of KM introduced in different companies, identified examples in the real world, KM tools used in organizations and use to facilitate the KM process in a specific organization
What is KM?
KnowledgeManagement (KM is about making the right knowledge available to the right people. It is about making sure that an organization can learn, and that it will be able to retrieve and use its knowledge assets in current applications as they are needed. In the words of Peter Drucker, who was an Austrian-born American...
Cablex Industries liked to be seen as itself a bastion of tradition. The original owner, Jagan, had maintained close control over the business for 25 years as it developed a number of cables for two wheelers. Until he retired in 1995, Jagan knew the names of every one of the 250 staff members and their families. He made all decisions about products, clients, and employment conditions, even signed every leave application. Jagan knew all dealers and major two wheeler manufacturers personally. Jagan was Cablex Industries. He knew his industry and business very well. Cablex’s business comprising of two wheelers cables consisted of manufacturing factory, packaging division and distribution, sales and office. Cablex had maintained the same business focus and systems for a long time. Sales were steady and reliable- after all, from 1970 to 1995- every Indian middle class dream was to own a two wheelers. Auto spare market was booming.
Employees were proud to tell friends that 95% of staff had been with the company for over 20 years. They boasted of their well developed systems and everyone had complete control on their work. Everybody has had a particular role, and there was a strong informal understanding of where each fitted. Everyday was predictable, and the level of work was comfortable. No one needed to think too hard, or consider how things could be done differently.
Jagan’ son Smart took over the reins of Cablex on his retirement....
Huawei: Cisco’s Chinese Challenger
By this caseanalysis, some basic points are going to be mentioned like current strategies used by
Huawei, its challenges and issues, the situational analysis, and its competitive strategies used
and new strategies adopted for its improvement. Before getting to discuss those points, we need
to know some background about Huawei in order to gain its familiarity to the case.
It’s the fact that Huawei is the second-largest telecommunication equipment company in the
world by its revenue and its offices are scattered over 140 countries all over the world. Huawei is
expected to soon become the largest one in the world. It’s a Chinese multinational networking
and telecommunication equipment and services company headquartered in Shenzhen, China.
This company was founded by ex-military officer Ren Zhengfei in 1988 as a distributor for
phone switches and formed as a private company owned by its employees. It is now a
comprehensive telecommunication company with network equipment, mobile broadband devices,
handsets, and convergence devices. Its core missions are to build telecommunications networks.
In addition, it has over 140000 employees worldwide.
Huawei was incorporated in 1988 as a private enterprise manufacturing telecommunication...
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...