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Proceedings ArticleDOI

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

TL;DR: Examining some US government early practices, the paper advocates for "communities of practice", cautions on "best practices" and concludes with recommendations on a suggested implementation approach.
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.

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Citations
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01 Jan 2014
Abstract: Authors: Greta Nasi* (Bocconi University); Maria Cucciniello (Bocconi University); Valentina Mele (Bocconi University); Giovanni Valotti (Bocconi University); Raffaele Bazurli (Bocconi University); Hanna de Vries (Erasmus University Rotterdam); Victor Bekkers (Erasmus University Rotterdam); Lars Tummers (Erasmus University Rotterdam); Mila Gascó (ESADE); Tamyko Ysa (ESADE); Charlotte Fernández (ESADE); Adrià Albareda (ESADE); Ani Matei (NSPSPA); Carmen Savulescu (NSPSPA); Catalina Antonie (NSPSPA); Elis Bianca Balaceanu (NSPSPA); Nemec Juraj (Matej Bel University); Mária Svidroňová (Matej Bel University); Beata Mikusova Merickova (Matej Bel University); Marta Oviska (Matej Bel University); Vanessa de Froidcourt (ENA); Michel Eymeri-Douzans (ENA) & Erwane Morette Monthubert (ENA).

16 citations


Cites background from "Knowledge management: issues, chall..."

  • ...Such an organizational attitude has also been defined as “organizational learning” (e.g. Asoh 2002; Kim et al. 2007), which is also a key driver for the success of e-procurement initiatives (Kassim and Hussin 2013)....

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Dissertation
01 Jan 2010
TL;DR: In this article, the authors focused on the rise of e-Government services around the world, and specifically considered Libya as an example on its efforts and challenges with respect to implementing an eGovernment services initiative.
Abstract: This study focuses on the rise of e-Government services around the world, and specifically considers Libya as an example on its efforts and challenges with respect to implementing an e-Government services initiative. E-Government services represent a fundamental shift in the design and methods of government efficiency, accountability and commitment. However, Libya in particular seems to face steep and unique challenges when it comes to the implementation of e-Government services. The country often seems to lack sufficient resources, infrastructure, and know-how to implement a large-scale e-Government services project. Furthermore, a large number of the Libyan population often have little contact with computers and the Internet, and may be distrustful of technology and their government. Primarily, this study aims to articulate the challenges and suggest strategies to overcome them. First, the study provides a literature review, from which a model for the adoption of e-Government services in Libya based on the principles of business management is derived. It details the phases of transforming to e-Government services, including (a) establishing a vision; (b) developing goals, objectives, a work plan and actions; (c) assessing Libyan people’s awareness of e-Government services; (d) setting performance benchmarks; and (e) measuring success. Then, the study employs field studies designed to find out the opinions, attitudes and perspectives of the stakeholders in Libya’s fledgling e-Government services initiative. The results from the data collection confirmed that there are numerous factors that may have to be overcome. A particular instance is that Libya must reach out to its citizens about internet technology, improve its national technological infrastructure, and include the input of all stakeholders in the design and implementation of e-Government services. Following from the surveys, the study also considers a number of specific case studies on Libya that emphasise in compelling terms the challenges, successes, and struggles of Libya’s e-Government services initiative so far. The study makes recommendations and suggests strategies to deal with the identified challenges and finally provides a roadmap to policymakers and the key stakeholders in Libya that may assist in the successful implementation of e-Government services programmes.

13 citations

Dissertation
01 Jan 2008
TL;DR: In this paper, the authors investigated the strategic alignment between knowledge strategy and business strategy in the banking sector among the Gulf Cooperation Council (GCC) countries and explored the impacts of KMBS-SA and KMIS-SA on organizational performance.
Abstract: An alignment or 'fit' between an organization's objectives and knowledge management (KM) practices should be established in order for the organization to fully utilize its knowledge assets and to derive competitive advantages. The organization should deploy a holistic approach for KM that spans business strategy, information system (IS) strategy, organization culture, and human factors. This research has investigated the strategic alignment between knowledge strategy and business strategy - KMBS-SA and the strategic alignment between knowledge strategy and IS strategy - KMIS-SA in the banking sector among the Gulf Cooperation Council (GCC) countries. Using the proposed model, the study explored the impacts of KMBS-SA and KMIS-SA on the organizational performance. The main hypothesis of this research is that knowledge is the main resource in an organization, and by aligning this resource with the business strategy and IS strategy, the alignment will contribute positively on the performance of the organization. The research model was illustrated in two different conceptualizations hypothesizing the different relationships between knowledge strategies, business strategy and IS strategy. The first conceptualization illustrates the KMBS-SA and KMIS-SA, and an investigation on the contribution of theses alignments on the organizational performance. The second conceptualization of the research model aims at investigating the impact of different types or profiles of KMBS-SA and KMIS-SA on the organizational performance. This study examined different alignments between two profiles of knowledge strategy - Aggressive Knowledge Strategy (AKS) and Conservative Knowledge Strategy (CKS), with various types of business strategy according to Miles and Snow's (1978) strategic typology, and, the alignment of the two profiles of knowledge strategy with various IS strategy based on the STROIS approach by Chan et al. (1997). Using both conceptualizations, the role of knowledge strategy as a moderator or a mediator in the contribution of the business strategy and IS strategy towards the organizational performance was examined. The primary data for this study was collected through a survey of 106 banks from the six Gulf countries: Kingdom of Bahrain, Kingdom of Saudi Arabia, Kuwait, Qatar, United Arab Emirates (UAE), and Oman. The first overall conclusion demonstrated that there is a strong association between knowledge strategy and business strategy and that KMBS-SA clearly influenced the organizational performance. The second overall result of this research shows that in the context of GCC countries, knowledge strategy received stronger support as moderator of the IS congruence association with performance and that KMIS-SA is the primary determinant of the effectiveness of IS in the GCC banks. From the finding, it is recommended that the GCC banks should take KMBS-SA and KMIS-SA challenge seriously and should consider the alignment implication before moving ahead to implement a strategic plan. Furthermore, the research finding revealed that GCC bank should not ignore the different dimensions of knowledge strategic choices. The banks need to determine different profiles for their knowledge strategy in order to support all aspects of business strategy and IS strategic dimensions that are most important for the organization. They should then direct the organizational knowledge resources to support these profiles. Finally, it is recommended that the banks should define and establish a position in KM in order to oversee the knowledge strategy and KM issues.

12 citations

Journal ArticleDOI
TL;DR: A number of social and technical factors that may thwart the extensive deployment of data mining are discussed, especially when the intent is to know more about the people that organizations have to serve and a view of what the future holds for data mining is cast.
Abstract: Data mining is highly profiled. It has the potential to enhance executive information systems. Such enhancement would mean better decision-making by management, which in turn would mean better serv...

11 citations

References
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Book
01 Jan 1998
TL;DR: Identity in practice, modes of belonging, participation and non-participation, and learning communities: a guide to understanding identity in practice.
Abstract: This book presents a theory of learning that starts with the assumption that engagement in social practice is the fundamental process by which we get to know what we know and by which we become who we are. The primary unit of analysis of this process is neither the individual nor social institutions, but the informal 'communities of practice' that people form as they pursue shared enterprises over time. To give a social account of learning, the theory explores in a systematic way the intersection of issues of community, social practice, meaning, and identity. The result is a broad framework for thinking about learning as a process of social participation. This ambitious but thoroughly accessible framework has relevance for the practitioner as well as the theoretician, presented with all the breadth, depth, and rigor necessary to address such a complex and yet profoundly human topic.

30,397 citations

Book
01 Jan 1995
TL;DR: The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation as mentioned in this paper The Knowledge creating company is a knowledge-creating company that creates the dynamism of the Japanese economy.
Abstract: เมอพดถงหนงสอท เกยวกบการจดการความรแลวนน คนทอยแวดวง การจดการความรยอมตองรจกหนงสอเลมหนงซงนบไดวาเปนหนงสอคลาสสคทม ผอานและอางองเปนจานวนมาก หนงสอเลมนมชอวา The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation ซงเขยนโดย Ikujiro Nonaka และ Hirotaka Takeuchi สองนกเขยนชาวแดนอาทตย อทย แมวาจะเขยนตงแตป 2538 แตกนบไดวาเปนหนงสอทมคณคาทางวชาการและ มความนาสนใจมากเลมหนง Nonaka และ Takeuchi นนไดกลาวเกยวกบการสรางความรในองคกร ธรกจโดยยกตวอยางบรษทในญปนหลายบรษท เชน ฮอนดา มตซชตะ แคนนอน นสสน เอนอซ เปนตน ในหนงสอเลมนพวกเขาไดเรมจากการกลาวถงความรในฐานะ ทเปนทรพยากรทสาคญตอการสรางความไดเปรยบในการแขงขนขององคกร มการ อางองถงการนยามความหมายของคาวาความรทนกวชาการตางๆ ไดกาหนดไว นอกจากนยงมการนาเสนอทฤษฎการสรางความรองคกร การสรางความรองคกรใน อดศร ณ อบล * Adisorn Na Ubon The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation

13,312 citations

Book
01 Jan 1998
TL;DR: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage.
Abstract: From the Publisher: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors-experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like-and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge-experience, intuition, and beliefs-are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager's first step on that rewarding road to long-term success. A Library Journal Best Business Book of the Year. "For an entire company...to have knowledge, that information must be coordinated and made accessible. Thomas H. Davenport...and Laurence Prusak... offer an elegantly simple overview of the 'knowledge market' aimed at fulfilling that goal.... Working Knowledge provides practical advice about implementing a knowledge-management system....A solid dose of common sense for any company looking to acquire -- or maintain -- a competitive edge."--Upside, June 1998

10,791 citations


"Knowledge management: issues, chall..." refers background in this paper

  • ...Perhaps the most important distinguishing feature of the new economy, however, is that it has become a knowledge economy where “knowledge, not labor or raw material or capital, is the key resource” of production [1]....

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Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
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.

7,448 citations