Evaluating knowledge management capability of organizations: a fuzzy linguistic method

Evaluación de la gestión del conocimiento: Una revisión sistemática de literatura

“…Además, se evidencia que las capacidades de procesos de conversión y protección del conocimiento no son abordadas por la mayoría de modelos. Así mismo, se encuentran dos modelos (Fan et al, 2009;Zaim et al, 2007) que cubren las siete capacidades de GC, lo cual se explica porque tomaron como referencia el trabajo de Gold et al (Gold et al, 2001) para construir la estructura del modelo. Sin embargo, estos dos modelos no establecen con detalle los elementos constituyentes del modelo de evaluación, y están orientados exclusivamente a la evaluación cuantitativa.…”

Knowledge Management Capabilities Rubrics

“…conversion at all They interchange to each other in the innovative activities of human beings Two or more members in organization Contact of members cause tacit to tacit but these Tacit to tacit doesn't happen because of not interact, and tacit knowledge is expressed contacts are not extensive to convert all having extensive contact, trust and not in a social way and passed from human tacit knowledge to tacit sharing of knowledge to human (tacit to tacit) Members in organization captures tacit All tacit knowledge can't be captured to explicate Organization has failure to exploit tacit knowledge by writing it down or capturing it or sometimes members don't know how to convert knowledge AND Tacit improperly explicate on computer (digitizing/codification) tacit to explicit (tacit to explicit) In organization, Multiple sources of external Explicit to explicit happens within organization but Members of organization can't combine two knowledge are brought together within a new Sometimes explicit knowledge is not enough for resource of explicit knowledge in one context, like researching multiple sources, combining or maybe members don't have or when computers reference different enough ability to do that data sources (explicit to explicit) People consumes explicit knowledge by Sometimes sources which members are using for Members don't use any explicit knowledge reading/ viewing/ hearing from the media it reading isn't enough or some members can't translate AND Members don't know after consuming was externalized (explicit to tacit) it to tacit in an innovative way explicit knowledge how to translate it to tacit Source: Gold et al (2001);Wei (2008);Fan et al, (2008) and Nonaka and Takeuchi (1995) Enabling weak interaction among people and Organization chooses IT components to apply must be interactive (means to allow the providing a basic channel for sharing tacit knowledge (Search, retrieval, and storage tools integration and possible capture, analysis knowledge is done by organization to help organize and classify both formal and or even explication of tacit knowledge informal knowledge.) of the system's users) Organization allow people to learn from Sometimes happen within organization that Members don't know how to use past past decisions, both good and bad, and little documents which is related to past decisions, experience, successes, and failures past knowledge that can apply the lessons decisions, both good and bad, and past which can help them to create and learned to complex choices and knowledge is not accessible apply knowledge future decisions Organization doesn't enable interaction Organization chooses IT components but IT components isn't used within the among people and providing a basic they aren't newest one organization channel for sharing tacit knowledge Source: Gold et al (2001) and Fan et al (2008) Upgrades and updates to security procedures Upgrade and update of security don't security procedures must occur in a occur through the organization but sometimes happen on time at all proactive rather than a reactive manner there is delay in updating and upgrading Source: Gold et al (2001) …”

“…of the system's users) Organization allow people to learn from Sometimes happen within organization that Members don't know how to use past past decisions, both good and bad, and little documents which is related to past decisions, experience, successes, and failures past knowledge that can apply the lessons decisions, both good and bad, and past which can help them to create and learned to complex choices and knowledge is not accessible apply knowledge future decisions Organization doesn't enable interaction Organization chooses IT components but IT components isn't used within the among people and providing a basic they aren't newest one organization channel for sharing tacit knowledge Source: Gold et al (2001) and Fan et al (2008) Upgrades and updates to security procedures Upgrade and update of security don't security procedures must occur in a occur through the organization but sometimes happen on time at all proactive rather than a reactive manner there is delay in updating and upgrading Source: Gold et al (2001) …”

“…Rubric matrix is shown in Table 1-6. Conversation and discussion which is the first Organizational structure has the sometimes structure flexibility so that it encourage sharing & step toward effective collaboration and effective isn't between all members of unintended collaboration very well across boundaries sharing of knowledge happens irregularly or consequence of inhibiting collaboration within the organization organization and sharing of knowledge across internal organizational boundaries An organization's structure can determine Channels is determined by organization but Channels from which knowledge is the channels from which knowledge is sometimes happen for members that channels accessed and how it flows isn't determined accessed and how it flows aren't enough or maybe they don't know kind by organization of knowledge or its flow System of organization should be structured Motivation and reward exist within organization Knowledge workers don't motivate and so that workers are motivated & rewarded for sharing and generating knowledge but rewards take rewards by organization to generate for taking the time to generate new are very limited and motivation isn't enough and share new knowledge knowledge, share their knowledge Source: Chuang (2004) Gold et al (2001) and Fan et al (2008) Employee has a sense of responsibility but There is no sense of involvement and involvement (responsibility) and contribution organization doesn't engender them a lot contribution among employees among employees Source: Gold et al (2001) and Wei (2008) Assessment and management of kind of knowledge Organization doesn't know even which kind of manage and identify which kind of which an organization needs to create will do within knowledge the organization needs knowledge whether the organization need organization but they are not on time or maybe (e.g., top managers look at outside assessment and management are not parallel environment and their need and identify what kind of knowledge organization need to produce for outside environment) Conversion Knowledge conversion must be interaction…”

“…The problem arises when none of members of an organization are familiar with attributes of KMC. Due to this problem, in this study a rubric matrix is introduced for attributes of KMC in fuzzy linguistic method (Fan et al, 2008). To evaluate KMC of an organization by fuzzy method, after choosing a number of members, not necessarily expert, this rubric matrix helps members to give their opinion about each attributes more precisely.…”