Knowledge management: issues, challenges and opportunities for governments in the new economy
07 Jan 2002-Vol. 6, pp 129
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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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
01 Jan 2003
TL;DR: The new economy not only poses challenges, but also offers opportunities for both private and public sectors alike as mentioned in this paper, and government must take active initiatives to adopt new management tools, techniques and philosophies of the private sector and adapt to its circumstance.
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
269 citations
TL;DR: A new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge is shown, which can get one thing to always remember in every reading time, even step by step.
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.
269 citations
TL;DR: 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.
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.
178 citations
TL;DR: The results prove the proposed method can act as a measurement tool for the entire KM of an organization and is generic in nature and applicable to benefit an organization.
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.
173 citations
References
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Book•
07 Dec 1999
TL;DR: The Knowledge Management Toolkit as mentioned in this paper is the only "how-to" guide for building an enterprise knowledge management system from start to finish, showing how every stage can serve as a foundation for later enhancements.
Abstract: The only "how-to" guide for building an enterprise knowledge management system!Until now, implementing Knowledge Management (KM) has been like nailing jelly to the wall-but not anymore! The Knowledge Management Toolkit delivers hands-on techniques and tools for making KM happen at your company. You'll learn exactly how to use KM to make sure that every key decision is fully informed as you build on your existing intranet, data warehouse, and project management investments. Top researcher Amrit Tiwana walks you through the development of an enterprise KM system from start to finish, showing how every stage can serve as a foundation for later enhancements. 10-step roadmap for implementing KM successfully Checklists help you focus on critical issues every step of the way Interactive toolkit format guides your strategic design decisions Identify your key intangibles-and audit the knowledge you already have Staff your project team and manage it effectively Build a foundation of KM infrastructure that can evolve through results-driven, incremental steps Mobilize your organization's subtle, "tacit" knowledge Calculate and maximize ROI in KM systems www.kmtoolkit.com-stay informed with the author's dedicated Web site, which provides ongoing support and updates from the KM community!Discover the best ways to align KM with business strategy, avoid key KM pitfalls such as excessive formalization and overreliance on technology, master prototyping, and understand the new role of the Chief Knowledge Officer. Tiwana also presents KM case studies from leading companies worldwide, from Nortel to Rolls Royce. If you're ready to transform KM from business-school theory to real-world competitive advantage, start right here!CD-ROM INCLUDED Knowledge Management Toolkit, including an interactive 10-step KM roadmap and easy-to-customize KM evaluation forms -complete and unrestricted! MindManager Personal for creating, organizing, and sharing knowledge maps Performance Now Enterprise, a trial version of the #1 change management tool FrontPage 2000 45-day trial Plus great tools for data mining, integrating mobile systems, workflow, modeling, and more!
420 citations
01 Jan 1999
TL;DR: This paper describes how the knowledge networker's toolkit and the knowledge team's tool kit for the knowledge-based enterprise and the interprise toolkit will help shape the future of knowledge globally.
Abstract: Setting the Context - The networked knowledge economy Identifying Unbounded Opportunities - Knowledge: the strategic imperative Technology: the knowledge enhancer Virtualization: networking knowledge globally Toolkits for Tomorrow - The knowledge networker's toolkit The knowledge team's toolkit Toolkit for the knowledge-based enterprise The interprise toolkit Pathways to prosperity - The public policy agenda Forward to the future Postscript References Index
386 citations
"Knowledge management: issues, chall..." refers background in this paper
...Others might define the new economy in terms of the new tools and technologies that permit us to manage data and 0-7695-1435-9/02 $ information faster and better than ever enabling us to discover if not create, knowledge....
[...]
288 citations
TL;DR: A new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge is shown, which can get one thing to always remember in every reading time, even step by step.
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.
269 citations
"Knowledge management: issues, chall..." refers background in this paper
...This recommendation has two major advantages: it bridges the gap between theory and practice, and captures the hard and soft aspects required in veritable KM....
[...]
IBM1
TL;DR: The structural, relational, and cognitive dimensions of communities of practice and their implications for managers attempting to bridge the gap between creating, sharing, and applying knowledge are explored in this article.
Abstract: Communities of practice play a critical role as the building blocks for creating, sharing, and applying organizational knowledge. Lesser and Prusak propose that communities of practice are “formed by individuals who need to associate themselves with others facing similar issues and challenges within the organization. They exist without formal charters or operational mandates.” As these informal organizations become recognized by organizations, both knowledge and human capital can be leveraged. Addressing this potential, Lesser and Prusak point to social capital as “the web of social relationships that influences individual behavior and thereby affects economic growth.” The authors propose that communities of practice serve as the primary vehicle for building social capital. This is illustrated by exploring the structural, relational, and cognitive dimensions of communities of practice and their implications for managers attempting to bridge the gap between creating, sharing, and applying knowledge.
247 citations