Evaluation of tacit knowledge utilization in work units

Koskinen, Kaj U.

doi:10.1108/13673270310505395

“…The majority of the KM models are mainly focused on the understanding and the role of knowledge in KM (Nickols 2000), (Zheng et al 2001), (Beckett 2001), (Koskinen 2003), (Carneiro 2000). The author of this thesis agrees with the need for an understanding of the role of knowledge in KM.…”

Section: Discussionsupporting

confidence: 60%

A manufacturing model to enable knowledge maintenance in decision support systems

Guerra-Zubiaga

¹

,

Young

²

2006

Journal of Manufacturing Systems

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DEDICATIONThis thesis is dedicated to:My beloved wife Claudia and son David Alejandro, without whose moral support this work would not have been completed. Your presence in my life has enabled me to achieve all that I have. With all my love to them.To my parents who taught me the merit of education and for the generous love they gave me throughout my life.To my parents-in-law for their love, encouragement and support.To my relatives because they are important in my life.To God, thank you for everything YOU always give me. A very special thanks to Aysin, Dean, Shilpa, Roberto, Alex, Adrian, and their respective families for their hospitality, which helped us to have a second home. Claudia, David Alejandro and myself express our sincere gratitude for your friendship.Thanks to God for letting me get to the end of this journey. IV ABSTRACTThe product development process, within a typical manufacturing company, utilises huge amounts of knowledge related to manufacturing and design activities. Knowledge based systems are increasingly being used to support manufacturing and design decisions. These systems are important tools for obtaining a competitive advantage and leverage using company "know-how". However, it is important to define suitable knowledge structures in the creation of these decision support systems. Due to the significant volume of knowledge generated in the manufacturing and design stage, there is a need to create structures and methods that readily manage and maintain the knowledge in order to a) assure the long-term use of these systems b) improve the company's competitiveness.The research reported in this thesis explores and defines a Manufacturing Facility Information and Knowledge Model (MFIKM) allowing a) the ability to store and manage various types of knowledge, b) the capturing of valuable new knowledge using a knowledge maintenance method. The understanding of an information and knowledge infrastructure using different types of knowledge categorisation has been explored. The major emphasis has been placed on understanding the facility knowledge structure related to processes and resources supporting process planning decisions. Using a knowledge maintenance life cycle as a method to maintain knowledge, it was possible to capture new and valuable machining knowledge using different types of representations. Knowledge models and methods are essential in the definition of structures to support manufacturing decisions allowing knowledge management and maintenance.It has been shown that the knowledge structures defined for the new model can serve as a source and repository for different types of knowledge allowing the support of manufacturing decisions with up-to-date knowledge. The framework defined enables the structuring of facility knowledge, processes, and resources, as super classes; improving the understanding of the relationships and dependencies among them, and allowing accessibility depending on the characteristics of each. A UML tool helped in the creation of new structures detailing attr...

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“…Performance of the knowledge worker is influenced by management and organization, IT, and workplace design [20]. Leadership style and organizational culture, along with commitment and trust, have been described as factors that affect the willingness and openness of the people in tacit knowledge sharing [53]. In the words of Peter Engstrom, Vice President for Corporate Knowledge Creation at Science Applications International Corporation, a research and engineering company that helps organizations involved with KM, "You have to systematically embed knowledge sharing into the culture as opposed to overlaying it on top.…”

Section: Organizational Factorsmentioning

confidence: 99%

A Knowledge Management Success Model: Theoretical Development and Empirical Validation

Kulkarni

¹

,

Ravindran

²

,

Freeze

³

2006

Journal of Management Information Systems

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JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Ronald Freeze is a visiting Assistant Professor of Information Systems at the W.P. Carey School of Business, Arizona State University. He received his Ph.D. in Information Systems at Arizona State University. His broad research area is knowledge management. His research has been published in the Journal of Knowledge Management as well as AMCIS, ICIS, and HICSS conference proceedings.Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM Journal of Management Information Systems/ Winter 2006-7, Vol. 23, No. 3, pp. 309-347. © 2007 M.E. Sharpe, Inc. 0742-1222 / 2007.50 + 0.00. DOI 10.2753/MIS0742-122223031 1 3 1 0 KULKARNI, RAVINDRAN, AND FREEZE system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome -namely, knowledge reuse.Key words and phrases: information systems success, knowledge management, knowledge management success, knowledge management systems, knowledge quality, knowledge reuse, knowledge sharing, system quality, user satisfaction.Knowledge management (KM) is evolving into a strategically important area for most organizations. Broadly, KM can be viewed as the process by which organizations leverage and extract ...

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“…Performance of the knowledge worker is influenced by management and organization, IT, and workplace design [20]. Leadership style and organizational culture, along with commitment and trust, have been described as factors that affect the willingness and openness of the people in tacit knowledge sharing [53].…”

Section: Organizational Factorsmentioning

confidence: 99%

A Knowledge Management Success Model: Theoretical Development and Empirical Validation

Kulkarni

¹

,

Ravindran

²

,

Freeze

³

2007

Journal of Management Information Systems

View full text Add to dashboard Cite

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Ronald Freeze is a visiting Assistant Professor of Information Systems at the W.P. Carey School of Business, Arizona State University. He received his Ph.D. in Information Systems at Arizona State University. His broad research area is knowledge management. His research has been published in the Journal of Knowledge Management as well as AMCIS, ICIS, and HICSS conference proceedings.Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM Journal of Management Information Systems/ Winter 2006-7, Vol. 23, No. 3, pp. 309-347. © 2007 M.E. Sharpe, Inc. 0742-1222 / 2007.50 + 0.00. DOI 10.2753/MIS0742-122223031 1 3 1 0 KULKARNI, RAVINDRAN, AND FREEZE system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome -namely, knowledge reuse.Key words and phrases: information systems success, knowledge management, knowledge management success, knowledge management systems, knowledge quality, knowledge reuse, knowledge sharing, system quality, user satisfaction.Knowledge management (KM) is evolving into a strategically important area for most organizations. Broadly, KM can be viewed as the process by which organizations leverage and extract ...

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Evaluation of tacit knowledge utilization in work units

Cited by 87 publications

References 37 publications

A manufacturing model to enable knowledge maintenance in decision support systems

A manufacturing model to enable knowledge maintenance in decision support systems

A Knowledge Management Success Model: Theoretical Development and Empirical Validation

A Knowledge Management Success Model: Theoretical Development and Empirical Validation

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