Amrit Tiwana

Bio: Amrit Tiwana is an academic researcher. The author has contributed to research in topics: Silver bullet. The author has an hindex of 1, co-authored 1 publications receiving 526 citations.

The Knowledge Management Toolkit: Practical Techniques for Building a Knowledge Management System with Cdrom

Abstract: From the Book: PREFACE: Preface Real knowledge is to know the extent of oneOs ignorance —Confucius In the quest for sustainable competitive advantage, companies have finally come to realize that technology alone is not that. What sustains is knowledge. It is in unchaining knowledge that lies in your companyOs people, processes, and experience that the hope for survival rests. Peter Drucker warned us years ago, but itOs only now that companies have finally woken up to the value of managing their knowledge and bringing it to bear upon decisions that drive them up or out of existence. If your organization is confused by vendor buzz and consultant pitches about how they and their products can solve all your knowledge problems, be forewarned: ItOs not that easy. Knowledge management (KM) is just about 35 percent technology. While technology is the easy part, itOs the people and processes part that is hard. The Knowledge Management Toolkit will provide you with a strategic roadmap for knowledge management and teach you how to implement KM in your company, step by step. Technology should not always be mistaken for computing technology; the two are not synonymous. Chapter 1, rather than this preface, introduces you to KM and to this book. Before you begin, a notational warning would be in order. YouOll find a lot of citations because of the cumulative tradition that this book follows by choice. However, do not let this distract you; all that you need to comprehend a topic being discussed is footnoted on the same page. You can safely ignore all endnotes without losing any information (unless you wanttotrace bibliographic history). When a URL is mentioned in the text, you will likely find further information on it in Appendix D. YouOll hear about the silver bullet, a term rooted in folklore of the American Civil War. It supposedly emerged from the practice of encouraging a patient who was to undergo field surgery to bite down hard on a lead bullet Oto divert the mind from pain and screamingO (American Slang, Harper & Row, New York, 1986). YouOll soon realize that youOve found the silver bullet of business competitiveness. Think of this book as a conversation between you and me. Remember to visit the companion site at www.kmtoolkit.com. I would love to hear your comments, suggestions, questions, criticisms, and reactions. Feel free to email me at atiwana@acm.org Amrit Tiwana Atlanta

Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries

Abstract: The paper examines managing knowledge across boundaries in settings where innovation is desired. Innovation is a useful context because it allows us to explore the negative consequences of the path-dependent nature of knowledge. A framework is developed that describes three progressively complex boundaries--syntactic, semantic, and pragmatic--and three progressively complex processes--transfer, translation, and transformation. The framework is used to specify the practical and political mismatches that occur when innovation is desired and how this relates to the common knowledge that actors use to share and assess each other's domain-specific knowledge. The development and use of a collaborative engineering tool in the early stages of a vehicle's development is presented to illustrate the conceptual and prescriptive value of the framework. The implication of this framework on key topics in the organization theory and strategy literatures is then discussed.

Knowledge management in software engineering

Abstract: Software organizations' main assets are not plants, buildings, or expensive machines. A software organization's main asset is its intellectual capital, as it is in sectors such asconsulting, law, investment banking, and advertising. The major problem with intellectual capital is that it has legs and walks home every day. At the same rate experience walks out the door, inexperience walks in the door. Whether or not many software organizations admit it, they face the challenge ofsustaining the level of competence needed to win contracts and fulfill undertakings.

Knowledge Management and Organizational Learning

Abstract: Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processesknowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The "intermediate outcomes" of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning. Volume editor William R. King is the University Professor of Business Administration at the Joseph M. Katz Graduate School of Business and College of Business Administration, University of Pittsburgh. He was the founding president of the Association for Information Systems (AIS) and a past president of The Institute of Management Sciences (TIMS) (198990), an international professional society with 8,000 members, which he guided to merge with the Operations Research Society of America to form INFORMS. He has twice served as chair of ICISthe annual International Conference on Information Systems (1988; 2005), has served as editor-in-chief of the Management Information Systems Quarterly, the primary journal in the field of information systems, and was the key figure in the founding of a new journal, Information Systems Research.

Knowledge management in public administration

Abstract: Knowledge management (KM) plays important roles in public administration (PA). Each role serves specific constituencies and purposes and is implemented differently. Jointly, they build society’s intellectual capital (IC) to improve the effectiveness of public and private decision making and situation handling. Four public administration KM areas are considered: enhance decision making within public services; aid the public to participate effectively in public decision making; build competitive societal IC capabilities; and develop a knowledge‐competitive work force. Numerous KM approaches are adopted to serve these purposes. Most efforts address specific needs. Only few pursue broad, deliberate, and systematic KM. Examples of these approaches and perspectives are discussed. The premise for KM is that, among many factors, effective and intelligent behavior depends on having appropriate understanding in addition to being informed.

An Empirical Investigation of Knowledge Management Systems' Success

Abstract: Assessing the success of knowledge management systems within organizations is vital. To understand if this is a viable technology that will have lasting value, we propose and test a model to measure the success of knowledge management systems within knowledge-based organizations based on the widely accepted DeLone and McLean [14][15][16] IS Success Model. We adopted the generic framework of the IS Success Model and customized it to the context of knowledge management systems.This research provides an empirical study by constructing a set of questionnaire items to measure knowledge management system success and to answer the following questions: (1) What are the appropriate dimensions for evaluating the success of KMS? (2) Is there any relationship between these dimensions? (3) Does the extent of KMS use vary greatly according to the KMS' system quality, its knowledge quality and its service quality? Eighteen organizations were surveyed and the results are presented here in.