Rusli Abdullah

Bio: Rusli Abdullah is an academic researcher from Universiti Putra Malaysia. The author has contributed to research in topics: Personal knowledge management & Domain knowledge. The author has an hindex of 20, co-authored 209 publications receiving 1630 citations. Previous affiliations of Rusli Abdullah include Information Technology University & UCSI University.

A Framework For Knowledge Management System Implementation In Collaborative Environment For Higher Learning Institution

Abstract: “Knowledge management (KM) system” is a phrase that is used to describe the creation of knowledge repositories, improvement of knowledge access and sharing as well as communication through collaboration, enhancing the knowledge environment and managing knowledge as an asset for an organization. In this paper, we analyze the KM concept, system and architecture; then we propose a framework of KM system implementation in collaborative environment for Higher Learning Institutions (HLI). We also discuss various issues involved in this field that will help organizations to increase productivity and quality as well as to achieve return on investment (ROI). Issues that are highlighted in this paper include how best to acquire and disseminate knowledge; how to determine the best way for approaching and acquiring knowledge effectively including motivating people to share and access knowledge through the system; how to determine metrics for evaluating KM efficiency; how to identify how people create, communicate and use knowledge; and how to create more inclusive and integrated KMS software packages.

An Empirical Study of Knowledge Management System Implementation in Public Higher Learning Institution

Abstract: Without any doubt, Knowledge Management (KM) does offer the way on how to exploit intellectual capitals in business organizations. However, the KM principles can also be implemented in other types of organization such as the Higher Learning Institutions (HLI). One way to exploit KM is by implementing the KM System (KMS). As we all concern, knowledge is everywhere and how far it has been captured, collaborated and managed systematically especially in public higher learning institutions is unknown. Further more, how far KMS have been giving benefits to the students in PHLI is something that never been revealed. Besides that, the general framework of KMS, even though accepted but there are some unidentified features that has not been discovered. By adding these unidentified features, it will make the existing framework of KMS more effective. This study is mainly aimed to achieve three main objectives. First is to analyze respondents’ perception of current KMS implementation in PHLI in Klang Valley, second is to analyze the current state acceptance and implementation of KMS framework in PHLI in Klang Valley, and third is to provide suggestions for what should be included in a general KMS framework for PHLI. These people consist of academic staffs, non-academic staffs and students. Meanwhile, the works involve teaching and learning, research and development (RnD), and services. This study applied the survey method, where questionnaires were distributed to six PHLIs in Klang Valley and later were analyzed using statistical analysis. Most of respondents perceived KMS as a new way to add value. The results indicated that the current state of KMS framework implementation in PHLI has been accepted. However, the finding also discovered the lacking of awareness to the current KMS implementation. This causes some of the applications, technological systems and audit, which are used in KMS, were not fully utilized and realized by the users. The modification on the existing KMS framework emphasizes more on KMS awareness and its roles. The finding has also shows that the incentives and rewards do play significant roles in KMS implementation.

I and i

Abstract: There is, I think, something ethereal about i —the square root of minus one. I remember first hearing about it at school. It seemed an odd beast at that time—an intruder hovering on the edge of reality. Usually familiarity dulls this sense of the bizarre, but in the case of i it was the reverse: over the years the sense of its surreal nature intensified. It seemed that it was impossible to write mathematics that described the real world in …

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.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.