D. Asoh

Bio: D. Asoh is an academic researcher from State University of New York System. The author has contributed to research in topics: Private sector & Government. The author has an hindex of 1, co-authored 1 publications receiving 54 citations.

Knowledge management: issues, challenges and opportunities for governments in the new economy

Abstract: Throughout history, knowledge has always been viewed from multiple perspectives-abstract, philosophical, religious and practical. This paper focuses on the practical perspective and how governments can capitalize on it as they attempt to come to terms with the forces being unleashed by what is being described as the "new economy." To deliver more innovative services to a demanding public, governments must be involved in the deployment of such new services as e-government and e-commerce. Active management of their knowledge assets is mandatory for success. Drawing from reported private sector experiences, some issues, challenges and opportunities for government services provision are examined. A suggested implementation approach highlights leadership, culture, technology, and measurement as critical success factors. Examining some US government early practices, the paper advocates for "communities of practice", cautions on "best practices" and concludes with recommendations.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

Issues of Knowledge Management in the Public Sector

Abstract: The new economy not only poses challenges, but also offers opportunities for both private and public sectors alike. To meet the challenges and take the opportunities, government must take active initiatives to adopt new management tools, techniques and philosophies of the private sector and adapt to its circumstance. Knowledge management (KM) is such an area that needs to be further explored and exploited for its full benefits to be reaped. Key issues, challenges, and opportunities of KM in the public sector need to be addressed and better understood

Common Knowledge: How Companies Thrive by Sharing What They Know

Abstract: Spend your time even for only few minutes to read a book. Reading a book will never reduce and waste your time to be useless. Reading, for some people become a need that is to do every day such as spending time for eating. Now, what about you? Do you like to read a book? Now, we will show you a new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge. When reading this book, you can get one thing to always remember in every reading time, even step by step.

Knowledge management performance evaluation: a decade review from 1995 to 2004

Abstract: In this paper, the development of knowledge management (KM) was surveyed, using a literature review and classification of articles from 1995 to 2004. With a keyword index and article abstract, we explored how KM performance evaluation has developed during this period. Based on a scope of 108 articles from 80 academic KM journals (retrieved from six online databases), we surveyed and classified methods of KM measurement, using the following eight categories: qualitative analysis, quantitative analysis, financial indicator analysis, non-financial indicator analysis, internal performance analysis, external performance analysis, project-orientated analysis and organizationorientated analysis, together with their measurement matrices for different research and problem domains. Future development directions for KM performance evaluation are presented in our discussion. They include: (1) KM performance measurements have tended towards expertise orientation, while evaluation development is a problemorientated domain; (2) different information technology methodologies, such as expert systems, knowledge-based systems and case-based reasoning may be able to evaluate KM as simply another methodology; (3) the ability to continually change and obtain new understanding is the driving power behind KM methodologies, and should be the basis of KM performance evaluations in the future.

Measuring knowledge management performance using a competitive perspective

Abstract: This paper proposes an approach of measuring a technology university's knowledge management (KM) performance from competitive perspective. The approach integrates analytical network process (ANP), which is a theory of multiple criteria decision-making and is good at dealing with tangible and intangible information, with balanced scorecard (BSC) that contains four perspectives, including customer perspective, internal business perspective, innovation and learning perspective, and financial perspective, being adopted as the indicators of KM performance measurement (KMPM). This paper makes three important contributions: (1) it propose a methodology of comparing an organization's knowledge management performance with its major rivals to offer effective information for improving KM, increasing decision-making quality, and obtaining clear effort direction of attaining competitive advantage; (2) it explores the case involving a lot of findings that present the positions of the case organization against it major rivals and imply that the technology university has to reinforce knowledge creation and accumulation to catch up with its competitive rivals; and (3) it is generic in nature and applicable to benefit an organization. The results prove the proposed method can act as a measurement tool for the entire KM of an organization.