From Knowledge Engineering to Knowledge Management

Abstract

Knowledge management is seen by many to be a prerequisite for the successful organization, and one that relies heavily, though not exclusively, on a sound technological infrastructure. A major drawback, though, with current technology (e.g. Lotus Notes and www) is its focus on information management and communication rather than on knowledge itself. What knowledge management needs is tools and techniques that are more oriented towards knowledge – its creation, mapping, transfer and use. We show how many of the methods and tools used in the branch of artificial intelligence known as knowledge engineering can be adapted to provide such a knowledge‐oriented technology, and lead to significant benefits for organizations. A number of case studies are presented which illustrate our points, including decision‐making at Andersen Consulting and best practice at Rolls‐Royce. A more elaborated use is shown in the context of business process re‐engineering, where a new software tool kit called SPEDE is being applied and validated within the aerospace and automotive industries.

Role activity diagram-based discrete event simulation model for healthcare service delivery processes

“…how things are done in service delivery process) is to be acquired (Shadbolt and Milton, 1999). This procedural information is largely qualitative and is acquired from hospital information systems, patient notes, clinician interviews, time and motion studies, and subject matter experts (Shukla et al 2014a;Crabbe et al 1994;Miller et al 2006;White 2005aWhite , 2005b.…”

Knowledge and Discourse Matters

“…As Spender and Grant (1996) summarise, knowledge had become acknowledged as the main source of 'economic rent' (their terms), and its management had become a significant concern in business thinking (Shadbolt and Milton, 1999).…”

“…KM has often been criticised for laying too much emphasis on ICT and IT (e.g., Shadbolt and Milton, 1999;Prusak, 2001;Grover and Davenport, 2001;Bhatt, 2001). However, it would be redundant to insist that technology plays no part in KM.…”

“…While many in the KM field claim that technology cannot and should not be viewed as the final solution (e.g., Shadbolt and Milton, 1999;Bhatt, 2001;Grant and Qureshi, 2006), it is none-the-less prominent in the KM literature both as a feature of KM (e.g., Lindvall, Rus and Sinha, 2003), and as the object of behavioural study (e.g., Garcia-Perez and Ayres, 2010). But, as has been shown elsewhere, focusing study down to the level of actual discourse -in CMC or elsewhere -is not something that the KM literature has so far pursued.…”

An Ontology-based Knowledge Management System for Industry Clusters

“…CommonKADS provides a set of knowledge templates [11] in order to support KE to capture knowledge in different types of tasks. CommonKADS classify knowledge intensive tasks in two categories; i.e.…”