Knowledge-based compliance management systems - methodology and implementation

Viswanathan, Murlikrishna; Yang, Youngsun; Whangbo, Taeg Keun; Kim, N.B.; Garner, Brian J.

doi:10.1109/icis.2005.79

“…From our experience in developing KMS in real‐world situations and in accordance with other authors like Viswanathan, Yang, Whangbo, Kim, and Garner (2005), who highlight the common weaknesses found in KMS development methodologies in practice, we can state that one of the chief reasons for the large number of failures in implementing a KMS is the lack of an ISDM that is specifically oriented towards the development of a KMS that reduces the complexity of the process. For example, when the currently existing ISDM are applied to the development of a KMS, at some stage it becomes necessary to specify the requirements the future KMS should meet.…”

Section: Introductionsupporting

confidence: 84%

Methodology for the implementation of knowledge management systems

Chalmeta

¹

,

Grangel

²

2008

J. Am. Soc. Inf. Sci.

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Managing knowledge means managing the processes of creation, development, distribution and utilisation of knowledge in order to improve organisational performance and increase competitive capacity.However, serious difficulties arise when attempts are made to implement knowledge management in enterprises. One of the reasons behind this situation is the lack of suitable methodologies for guiding the process of development and implementation of a Knowledge Management System, which is a computer system that allows the processes of creating, collecting, organising, accessing and using knowledge to be automated as far as possible.In this paper we propose a methodology for directing the process of developing and implementing a Knowledge Management System in any type of organisation. The methodology is organised in phases and outlines the activities to be performed, the techniques and supporting tools to be used, and the expected results for each phase. In addition, we show how the proposed methodology can be applied to the particular case of an enterprise.

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“…From our experience in developing KMS in real-world situations and in accordance with other authors like Viswanathan et al (2005), who highlight the common weaknesses found in KMS development methodologies in practice, we can state that one of the chief reasons for the large number of failures in implementing a KMS is the lack of an ISDM which is specifically oriented towards the development of a KMS that reduces the complexity of the process. For example, when the currently existing ISDM are applied to the development of a KMS, at some stage it becomes necessary to specify the requirements the future KMS should meet.…”

Section: Introductionmentioning

confidence: 55%

Methodology for the Implementation of Knowledge Management Systems 2.0

Orenga-Roglá

¹

,

Chalmeta

²

2017

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Managing knowledge means managing the processes of creation, development, distribution and utilisation of knowledge in order to improve organisational performance and increase competitive capacity.However, serious difficulties arise when attempts are made to implement knowledge management in enterprises. One of the reasons behind this situation is the lack of suitable methodologies for guiding the process of development and implementation of a Knowledge Management System, which is a computer system that allows the processes of creating, collecting, organising, accessing and using knowledge to be automated as far as possible.In this paper we propose a methodology for directing the process of developing and implementing a Knowledge Management System in any type of organisation. The methodology is organised in phases and outlines the activities to be performed, the techniques and supporting tools to be used, and the expected results for each phase. In addition, we show how the proposed methodology can be applied to the particular case of an enterprise.

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“…This is because cybercriminals will find data and software vulnerabilities that are used at any time, including in the banking industry. Therefore, experts must share information to face challenges and determine reactions to potential cybercrime threats such as carding related (Viswanathan et al, 2005).…”

Section: Literature Review and The Hypothesesmentioning

confidence: 99%

Factors influencing the effectiveness of credit card fraud prevention in Indonesian issuing banks

Dewi,

Suharman,

Sofia Koeswayo

et al. 2023

Banks and Bank Systems

3

0

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The increase in online credit card transactions in the digital era has caused an increase in credit card cyber incidents. This is happening globally, including in Indonesia. Thus, it will affect a bank’s reputation as well as its financial losses. Therefore, optimal fraud risk management is needed in a banking effort to prevent credit card fraud. In response, this article intended to study credit card fraud prevention by examining the relationship between digital security required for customer data security; fraud brainstorming to identify process weaknesses; and compliance management to manage regulatory compliance. The next step was to test whether the anti-fraud specialist is competent to moderate this relationship. This study used a quantitative approach. This study included 27 Indonesian card issuers. Primary sources were used to collect data for this study. The primary data were analyzed using a structural equation model (SEM). The results of the study show that digital security, fraud brainstorming, and compliance management were positively and significantly related to the prevention of credit card fraud, at a significance level of 5%, the t-statistic has a numerical value of 6.161, 5.079, and 5.98 each. Furthermore, testing the moderating effect obtained t-statistic values of 7.330, 4.161, and 7.694. Competency results obtained with positive and significant influence moderate the relationship between these factors and credit card fraud prevention. These findings have policy implications for banking and government objectives in fighting credit card fraud through implementing prevention strategies. AcknowledgmentsThis research was conducted as part of the process of study completion at the Padjadjaran University, Bandung, Indonesia. We would like to express our sincere gratitude to the respondents who participated in this research.

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Knowledge-based compliance management systems - methodology and implementation

Cited by 4 publications

References 2 publications

Methodology for the implementation of knowledge management systems

Methodology for the implementation of knowledge management systems

Methodology for the Implementation of Knowledge Management Systems 2.0

Factors influencing the effectiveness of credit card fraud prevention in Indonesian issuing banks

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