The Knowledge Repository: Organizational Memory Information Systems

Hackbarth, Gary; Grover, Varun

doi:10.1201/1078/43197.16.3.19990601/31312.4

Cited by 55 publications

(39 citation statements)

References 4 publications

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“…For instance, in a loan situation, the amount of the loan issued as associated with the type of customer is an example of the former type of knowledge. Actually, it would become knowledge only when analyzed over a period of time over a large number of customers (Hackbarth and Grover, 1999). Patterns such as the type of customers and average loan amounts can then be discerned.…”

Section: Resultsmentioning

confidence: 99%

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The dimensions of process knowledge

Amaravadi

Lee

2005

Knowl Process Manag

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Many researchers are of the view that a firm's knowledge assets include its structure, culture, processes, employees and physical artifacts. The knowledge management (KM) literature has tended to emphasize employee knowledge as a locus for KM efforts. While this viewpoint is perfectly rational and justifiable, there is also a considerable amount of knowledge embedded in the firm's operating procedures. In this paper, we espouse viewing organizational knowledge from this perspective and propose a framework to manage process knowledge. Starting with a definition, classification of processes, and a characterization of the knowledge generation process, we provide seven dimensions by which process knowledge can be viewed: structure, personnel and coordination, performance and tools, discourse, results, quality and implications. They are intended to serve as a starting point for managing process knowledge. The dimensions are illustrated with several examples and implications of the framework are pointed out.

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Section: Resultsmentioning

confidence: 99%

“…assumptions behind the process set-up and makes fundamental changes to its structure (Davenport and Beers, 1995;Hackbarth and Grover, 1999). For instance, consider a computer firm that has traditionally leased equipment to small and mid-sized companies.…”

Section: Research Article Knowledge and Process Managementmentioning

confidence: 99%

The dimensions of process knowledge

Amaravadi

Lee

2005

Knowl Process Manag

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“…The concept of organizational memory describes the idea of storing data, information and knowledge in organizational structures and procedures (Hackbarth and Grover 1999). …”

Section: Organizational Memorymentioning

confidence: 99%

Organizational Learning and Environmental Engineering with Special Focus on Health Care

Rölker-Denker

2012

EcoProduction and Logistics

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The increase of information and knowledge is a general phenomenon and thus also applies to health care. Dynamic political and economic environments strengthen these effects. Multiple concepts addressing this challenge can be identified and ''learning organizations'' are one key concept in economics to handle knowledge increase and dynamic environment. Environmental engineering in general and Environmental Management Systems based on ISO 14001 or Eco Management and Audit Scheme (EMAS) in particular are possible ways of extending the organization's environmental awareness. The goal of this contribution is to analyze whether or not both concepts have these effects on (German) hospitals. Therefore, this contribution combines the concepts of environmental engineering, environmental management systems and learning organizations in context of hospital organizations.

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“…Von Krogh (1998) takes a business perspective, stating that KMS help increase competitiveness. Hackbarth (1998) suggests that KMS lead to greater innovation and responsiveness. Davenport and Prusak (1998) provide three reasons why KMS are implemented in organizations: (i) to enhance visibility of knowledge in organizations through the use of maps, hypertexts, yellow pages; directories, etc., (ii) to build a knowledge sharing culture, i.e., create avenues for employees to share knowledge, and (iii) to develop a knowledge infrastructure, not confined to technology solely, but create an environment that permits collaborative work.…”

Section: Knowledge Management and Knowledge Management Systemsmentioning

confidence: 99%

“…Davenport and Prusak (1998) provide three reasons why KMS are implemented in organizations: (i) to enhance visibility of knowledge in organizations through the use of maps, hypertexts, yellow pages; directories, etc., (ii) to build a knowledge sharing culture, i.e., create avenues for employees to share knowledge, and (iii) to develop a knowledge infrastructure, not confined to technology solely, but create an environment that permits collaborative work. Work by Hackbarth (1998) and Davenport and Prusak (1998) imply that KMS can support an organization in planning for and dealing with crises.…”

Section: Knowledge Management and Knowledge Management Systemsmentioning

confidence: 99%