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Knowledge management strategy towards the development of the Halal logistics industry in Vietnam
Published in Nor Aida Abdul Rahman, Azizul Hassan, Mohammad FakhrulNizam Mohammad, Halal Logistics and Supply Chain Management in Southeast Asia, 2020
Mohammad FakhrulNizam Mohammad, Nor Aida Abdul Rahman
Thus, it is significant that proper management of knowledge in organization be ensured. The term KM comprises acquisition, diffusion, storing and application of knowledge in organization utilized effectively by the employees within an organization (Nonaka, 1994; Alavi and Leidner, 2001). Business organizations have seen the importance and benefits of KM, especially in ensuring effective production, sharing and application of knowledge (Davenport et al., 1998). Derived from a prior discussion, the importance of overlooking the establishment of Halal logistics in view of the requirements of Halal itself ensures closed observation and monitoring from end to end to avoid leakages. For example, adoption of KM as a strategy in the implementation of customer relationship management (CRM) within the tourism industry in Vietnam indicated that KM and dynamic capabilities have a strong influence on the performance of organization and CRM itself (Ngo, 2017).
Establish knowledge processing (framework)
Published in Lukasz Rosinski, Knowledge Management for Project Excellence, 2019
The second element includes links to KM initiatives. An overview needs to be provided of all change initiatives related to knowledge management that are planned or were executed in the past. The are two groups of initiatives: technological and organizational, and technological usually have an organizational component. Essentially, these interventions affect knowledge processing by institutionalizing KM mechanisms and technologies in accordance to either personalization or codification. It may be necessary to position these interventions in relation to organizational developments, such as growth, entering new markets, and changes in recruitment policies, indirectly affecting knowledge processes through more fundamental changes in KM infrastructure. One may argue that the individualized strategies lack intervention, and the relevant mechanisms are naturally present, e.g. hallway chats. Some interventions support both codification and personalization. Besides the overview, some concluding remarks can be made on the relation between the KM strategy (ideally) and the portfolio of KM mechanisms and technologies in place or planned for the future, formulated in terms of alignment. This conclusion may be the acknowledgement of alignment of strategy and initiatives or call for new initiatives, such as embedding of ProwLO at organizational level (including implementation of enabling technology), e.g. after initial success of a pilot initiative (managed as project).
Exploring the Uses and Gratifications of Digital Tools as Knowledge Transfer Media in Organisations
Published in Pedro Novo Melo, Carolina Machado, Management and Technological Challenges in the Digital Age, 2018
Zapata-Cantú Laura, Treviño Teresa, Morton Flor, Pineda José Luis
Early KM initiatives treated knowledge as an object in an attempt to improve workers’ productivity from an organisational perspective. The basic processes of KM include the creation, transfer and use of knowledge. These processes of KM are interrelated and, in many cases, cannot be separated. However, the present chapter focuses only on analysing the process of knowledge transfer, in which the tacit component plays an active role. This is also considered to be an important process of social interaction in organisations. Studies on KM and its contribution to an organisation’s competitive advantage identify three levels of how knowledge can be generated and transferred at the individual and/or organisational level, with the challenge being integration into the firm’s knowledge base (Zárraga and García-Falcón, 2003:81).
Exploring Configurations of Knowledge Management Strategy in Information and Communication Technology Firms: A Qualitative Comparative Approach
Published in Engineering Management Journal, 2022
Budi Hartono, Yulisyah P. Daulay, Hilya M. Arini
The first strategy is codification, also called explicit-oriented KM, which is usually performed as a set of formalized practices supported by the use of IT systems for knowledge collection, documentation, storage, and application. Hansen et al. (1999) stated that an organization that implements this strategy typically emphasizes its managerial effort and resources to externalize and present their explicit knowledge in formalized procedures. Such an explicit knowledge can then be accessed by many, if not all, members within the organization by focusing on reach. The externalization explains operation routines and process, which are extracted during knowledge acquisition. The extracted knowledge is then converted, integrated, and stored in hard documents or computer systems (Gold et al., 2001; Greiner et al., 2007; Lee & Choi, 2003).
Where Did Knowledge Management Go?: A Comprehensive Survey
Published in Cybernetics and Systems, 2021
Rodrigo Oliveira de Castro, Cesar Sanin, Edward Szczerbicki, Andrew Levula
In practice, KM can be difficult. Lack of a standardized implementation method, multiplicities of approaches to KM across different areas, and a general lack of agreement with regard to how knowledge should be managed, all of these presenting barriers to the success of KM in enterprises. However, these challenges can be overcame by appropriate and proper knowledge representation (KR) such as the ones that allow the acquisition of tacit knowledge and its subsequent transformation into explicit knowledge. Explicit knowledge and its representation are fundamentally a surrogate, a substitute for the thing itself, which is used to enable an entity to determine consequences by thinking rather than acting, that is, by reasoning about the world rather than taking action in it (Szczerbicki and Sanin 2020).
Contribution to improvement of knowledge management in the construction industry - Stakeholders’ perspective on implementation in the largest construction companies
Published in Cogent Engineering, 2022
António Joaquim Coelho Marinho, João Couto
The most significant benefits of KM are the exchange of experience between employees and the ease of sharing information between stakeholders, the possibility of performing a correct risk analysis and safety control of construction tasks combined with the possibility of a good planning and appropriate time management. General awareness of KM benefits is fuelled by the need of a more efficient sector, helping companies to anticipate problems, improve competitiveness, increase innovation and promoting the sharing of experiences and continuous improvement from lessons learned from completed projects. These characteristics support the collaboration and coordination of all actors involved in the project.