Relevant bibliographies by topics / Shared knowledge management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Shared knowledge management'

Author: Grafiati
Published: 5 June 2025
Last updated: 16 July 2025

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Journal articles on the topic "Shared knowledge management"

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Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.

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Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.
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Denney, Dennis. "Knowledge Management for Shared Earth Modeling." Journal of Petroleum Technology 59, no. 12 (2007): 72–74. http://dx.doi.org/10.2118/1207-0072-jpt.

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Panda, Siba Prasad, and R. K. Mahapatra. "Lead Knowledge Partnership and Knowledge Management in Library and Information Science: An Analytical Study." Asian Journal of Managerial Science 3, no. 2 (2014): 46–50. http://dx.doi.org/10.51983/ajms-2014.3.2.1158.

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Knowledge management is a process that effectively creates, captures, shares and uses knowledge to improve the organization’s performance. The success of libraries depends on their ability to utilize or share the information and knowledge especially for its staff to better serve the needs of the organization and users. Partnerships open up opportunities for organizations to gain knowledge and leverage strengths. Knowledge partnerships are associations and networks of individuals or organizations that share a purpose or goal and whose members contribute knowledge, experience, resources, and connections and participate in two-way communications. The lead users are providing new product concept and design. Knowledge is of limited value if it is not shared. As a result, libraries are beginning to implement information systems designed specifically to facilitate the generation, integration, sharing and dissemination of organizational knowledge.
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Goswami, Anil Kumar, and Rakesh Kumar Agrawal. "Explicating the influence of shared goals and hope on knowledge sharing and knowledge creation in an emerging economic context." Journal of Knowledge Management 24, no. 2 (2019): 172–95. http://dx.doi.org/10.1108/jkm-09-2018-0561.

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Purpose The purpose of this study is to empirically investigate the influence of shared goals and hope on knowledge sharing and knowledge creation in organizations. Furthermore, it examines the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation. Design/methodology/approach This study has used quantitative research methodology wherein the data have been collected from 221 employees of information technology (IT) companies in India using survey questionnaire. Structural equation modelling has been applied to test the hypotheses of the study. Findings The findings of the study reveal that shared goals and hope positively influence knowledge sharing and knowledge creation. Shared goals also affects hope positively. Further, hope acts as a mediator between shared goals and knowledge sharing and between shared goals and knowledge creation. Research limitations/implications This study is a cross-sectional study conducted in IT companies in India. It can be supplemented by future studies through qualitative approaches and longitudinal data collection. Practical implications The study makes a significant contribution to literature by considering shared goals and hope as antecedents of knowledge sharing and knowledge creation. It provides directions to managers to focus on various interventions to strengthen shared goals and hope amongst employees to motivate them to share and create knowledge that can help the organization to get sustainable competitive advantage. Originality/value To the best of authors’ knowledge, this study is an early study conducted to examine the influence of shared goals and hope on knowledge sharing and knowledge creation. Further, hardly any study has examined the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.
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Houghton, Jane. "Minor illness management: empowering parents through shared knowledge." Paediatric Nursing 17, no. 1 (2005): 24–25. http://dx.doi.org/10.7748/paed.17.1.24.s24.

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Houghton, Jane. "Minor illness management: empowering parents through shared knowledge." Paediatric Care 17, no. 1 (2005): 24–25. http://dx.doi.org/10.7748/paed2005.02.17.1.24.c961.

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Wong, Sze-Sze, Sim B. Sitkin, Leigh L. Thompson, John M. Levine, and David M. Messick. "Shared Cognition in Organizations: The Management of Knowledge." Administrative Science Quarterly 47, no. 3 (2002): 577. http://dx.doi.org/10.2307/3094857.

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Samuel, Ajiri Peter, and Hillary O. Odor. "Knowledge Sharing: A Key Role in the Knowledge Management Process." International Journal of Business and Management Research 6, no. 2 (2018): 36–40. http://dx.doi.org/10.37391/ijbmr.060204.

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Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.
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Huerta, Esperanza, Stephen B. Salter, Philip A. Lewis, and Pamela Yeow. "Motivating Employees to Share Their Failures in Knowledge Management Systems: Anonymity and Culture." Journal of Information Systems 26, no. 2 (2012): 93–117. http://dx.doi.org/10.2308/isys-50214.

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ABSTRACT This study investigates the effect of the type of information to be disclosed and the possibility of sharing the information anonymously on the intention to share information through a knowledge management system. Data for the experiment were collected in two individualist (U.K. and U.S.) and two collectivist (Chile and Mexico) countries to evaluate the influence of culture on information sharing patterns. The study finds that although anonymity has no influence on the intention to share successes, the intention to share failures increases when the information is shared anonymously. Further, participants from collectivist (versus individualist) cultures are more likely to share failures. However, the influence of anonymity and culture is limited. Failures are still shared at lower levels than successes, even in anonymous conditions and in collectivist cultures.
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Han, Soo Jeoung, Yunsoo Lee, Michael Beyerlein, and Judith Kolb. "Shared leadership in teams." Team Performance Management: An International Journal 24, no. 3/4 (2018): 150–68. http://dx.doi.org/10.1108/tpm-11-2016-0050.

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PurposeThis paper aims to examine the effect of shared leadership on student project team processes and outcomes. The authors focused on shared leadership and its association with team processes (coordination, goal commitment and knowledge sharing) and team performance.Design/methodology/approachTo examine the shared leadership, team processes and performance model, the authors conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university.FindingsResults showed that shared leadership positively affected coordination activities, goal commitment and knowledge sharing, which in turn positively affect team performance. Each team process factor had a mediation effect, although shared leadership had no direct effect on team performance.Research limitations/implicationsThis research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance.Practical implicationsBased on the findings, the authors provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals and share knowledge effectively.Originality/valueThis study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment and knowledge sharing in a team.
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Dissertations / Theses on the topic "Shared knowledge management"

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McDougall, Daniel. "Knowledge flows in knowledge management : an examination in an HR shared services environment." Thesis, University of Manchester, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.631237.

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This I doctoral thesis examines a specific aspect of Knowledge Management (KM). This is knowledge sharing and the knowledge relationships that exist in knowledge flows through processes in organisations. It focuses on cultural influences on knowledge flows through knowledge coordinating mechanisms. This study is conducted through qualitative methods. The study involves immersion and snow ball sampling interviews to uncover the forms, perceptions and cultural factors influencing the operation of knowledge flows. The interpretive approach makes possible a deeper examination of perceptions of knowledge on the operation of a process from the perspective of those involved, and their perceptions of the other agents involved. Human Resources (HR) Shared Services are a means to address concerns surrounding qUality and cost in transactional oriented HR services. This study compares internal HR Shared Services and externally outsourced models. They are currently one of the most lucrative and popular means of outsourcing aspects of the firm. As a process they incorporate a broad range of knowledge flows that can be considered as reasonably stand alone. The hierarchical construction of HR Shared Services makes them representative of many processes within organisations from which generalisations can be drawn. This study argues in favour of KM being applicable to hierarchically oriented organisations and not just suitable for specific knowledge focused organisations. Knowledge flows are seen as the means for organisations to focus their corporate cultures to facilitate knowledge sharing and exchange. In this case it provides more relevant HR advice through better use of resources and improves the quality of the prOduct. It facilitates sustained competitive advantage in the use of combining resources of organisations in unique ways. It builds on a theoretical foundation of Cultural means of coordinating knowledge and by considering perceptions of agents in knowledge studies. It also considers how conflicts can be resolved and the issue of knowledge hierarchies.
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Sharma, Alok. "Enabling knowledge management of organizational memory for groups through shared topic maps." [Ames, Iowa : Iowa State University], 2010. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1475938.

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Hildreth, Paul M. "Going the extra half-mile : international communities of practice and the role of shared artefacts." Thesis, University of York, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341485.

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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.

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Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.
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Stoel, Michael Dale. "The antecedents and consequences of shared business-IT understanding: an empirical investigation." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1149004028.

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Papoutsakis, Charalampos. "The Contribution of Shared Knowledge and Information Technology to Manufacturing Performance: An Evaluation Model." Doctoral thesis, Universitat Politècnica de Catalunya, 2005. http://hdl.handle.net/10803/6771.

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The Doctoral Thesis builds and tests a theoretical model that evaluates the contribution of shared knowledge and information technology to manufacturing performance. This is achieved through a sectorial research study among Manufacturing, Quality and R&D groups in the global economy era of the 21st century. <br/><br/>Theoretically, our research stands uponthe 'knowledge-based theory of the firm'. The theory has received influences from earlier research lines. It is considered to originate from the 'epistemology' of the cognitive philosophers and -through contradiction to the 'transaction cost economics' and the traditional product-based or competitive advantage view-it builds heavily upon the 'resource-based theory'. Starting with an analysis of previous empirical studies and by means of a productive synthesis, we develop the Shared Knowle! dge and Information Technology evaluation model which we later use in order to test the investigation hypotheses. Survey data collected from 51 medium to large sizeindustrial companies with a total of 112 manufacturing groups, representing 5 industrial sectors (alimentation, automotive, chemical and pharmaceutical, electro-mechanical,and textile) were analyzed to test the model. <br/><br/>A methodology, particularly deployed for the Thesis and the proposed evaluation model, was developed. Its key elements are:<br/><br/>(a) Two types of questionnaires, addressing the inter-group relationships andthe performance issues respectively, were developed and pilot tested prior to being used as the principal researchinstruments.<br/><br/>(b) Design of the indicators and measures has been carried out using two types of measures, general and multiplicative, for all the variables. Manufacturing group performance has been conceptualized in two parts: operational and service performance. <br/><br/>(c) Key-informant methodology has been used for selecting ourresearch responders.<br/><br/>(d) Validity threats have been given special attention and three different types of validity criteria are applied. <br/><br/>(e) Path analysis, a regression-based technique that permits testing of causal models, has been used. The investigation hypotheses have been tested and found to be fully or partially supported, by the significance -or insignificance- of the relevant paths.<br/><br/>(f) Finally, four confirmatory tests have been conducted in order to further secure the validity of the hypotheses.<br/><br/>As shared knowledge and information technology (IT) are central points of our investigation, we have focused on the issues of Knowledge Management (KM), and we have purposely directed our research on specific IT Systems for Supporting Collaboration and Knowledge-based Work. Our final target was to connect both shared knowledge and information technology to manufacturing performance, the subject matter of our investigation. Today's global economy era is the environment of our study, so it was under this perspective als! o that: (a) we have examined theinfluences of the globalization phenomenon to the recent information technology developments; (b) we have regarded KM and sharing knowledge in practice as an answer to globalization. <br/><br/>Finally, our conclusions are presented together with a reference to the study's limitations and some recommendations for future research. Based on the literature and the results of our research we are demonstrating that the two main findings of the study -the proved significant contributions of (a) shared knowledge to the manufacturing group performance, and (b) information technology to, mainly, the manufacturing group performance and, secondarily, to sharing knowledge- are useful to researchers and the business community alike. Manufacturing, Quality and R&D groups have the opportunity to increase shared knowledge and, in this manner, to positively affect manufacturing performance by developing mutual trust and influence through repeated periods of positive face-to-face or IT-based communication, social interaction and common goal accomplishment.
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Elsner, Regina Marie. "Knowledge, attitudes, and opinions about human-wildlife conflicts held by community leaders in Virginia." Thesis, Virginia Tech, 2008. http://hdl.handle.net/10919/34385.

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Using a mail survey, I questioned 490 representatives of local government (i.e., elected officials, administrative officials, animal control officers, and county Cooperative Extension agents) about their understanding of human-wildlife conflicts in their communities, and their receptivity to participating in co-management partnerships with regulatory agencies. Response rates for the mail survey of these four populations ranged from 25.2% to 75.9%. Knowledge of and perceptions about human-wildlife conflicts varied among leader subpopulations, as did their assessment of risks associated with and prioritization of human-wildlife conflicts. Animal control and Extension personnel displayed greater knowledge about wildlife, expressed greater concern about potential risks, and assigned higher priority to human-wildlife conflicts in their community. Respondents indicated that wildlife complaints are being received from constituents in their community, but questions exist over who is responsible for managing these conflicts. Most respondents indicated a willingness to become involved in conflict resolution, but indicated less willingness for local government to take on a leadership role. Respondents could identify potential partners valuable to resolving human-wildlife conflicts, but they demonstrated uncertainty about the specific roles and responsibilities of these outside agencies (e.g., Virginia Department of Game and Inland Fisheries). Respondents identified important potential impediments (i.e., financial and personnel resources, the need to provide additional training or equipment) that could preclude or reduce their ability to become involved in conflict resolution. Most respondents viewed community-based co-management approaches as realistic (74%) and attractive (63%) options for local governments to exercise in managing human-wildlife conflicts. Most respondents (74%) believed that co-management offered local governments a direct way to be involved in managing their own conflicts. Respondents believed that staffing and budget shortages would be significant impediments that would limit local governmentâ s participation in co-management agreements. This study clearly illustrates that human-wildlife conflicts are occurring in Virginia, but overall local governments are not at a point when they are willing or able to consider a proactive approach to managing these conflicts. Until some threshold is met or exceeded, leaders in these communities may not be willing to devote the time or resources necessary to enact proactive approaches. Before that threshold is met, the development and utilization of informational and educational resources can increase local governmentâ s capacity to develop and implement a comprehensive wildlife management plan for Virginia communities in the future.<br>Master of Science
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Gobes-Ryan, Sheila. "Organizational Office Space in the Virtual Age: The Role of Shared Space in Communication." [Tampa, Fla.] : University of South Florida, 2003. http://purl.fcla.edu/fcla/etd/SFE0000048.

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Ashton, Stephen D. "From Teams to Communities of Practice." BYU ScholarsArchive, 2012. https://scholarsarchive.byu.edu/etd/3807.

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This dissertation documents the qualitative study that was conducted with the Ambassador Pilot Program team at Thanksgiving Point Institute; a non-profit farm, gardens, and museum complex and informal learning institution; from the summer of 2011 to the fall of 2012. The Ambassador team was tasked to develop an employee training program. Over time the team members were given more freedom to direct their own course and set their own objectives. To the co-directors of the program it seemed the Ambassadors began to embrace some characteristics common to a community of practice (CoP); however, it remained to be seen how the Ambassadors viewed themselves. Therefore, this research study seeks to answer the following research questions: Did this Ambassador team transform into a CoP or at least the beginnings of a CoP? If so, what contributed to this transformation? And if not, what discouraged this transformation from occurring? To what extent did the Ambassadors become a CoP or not? This dissertation is comprised of two articles. The first article is a literature review of applicable CoP and team literatures that investigate the theoretical underpinnings of the question, "Can a team become a CoP?" Thus far, no documented cases have been found in the literature of teams transforming into CoPs. The second article documents the study that was conducted at Thanksgiving Point with the Ambassador team during the Ambassador Pilot Program. Using qualitative methods including interviews, observations, and document analysis, it was observed that the Ambassador team took on many characteristics of a CoP, including becoming a community of learners, sharing a domain of interest, engaging in a common practice, and evolving organically as directed by the Ambassadors and not the senior management at Thanksgiving Point. Appendices of this dissertation include the following: (a) a literature review similar to the first article but with more content; (b) a detailed methodology plan that outlines the qualitative methods, techniques, and standards that were followed to conduct this study; and (c) the interview protocol used during the study.
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Davenport, Emily. "The Next Catalyst for Change: How Corporate Shared Value is Reshaping Capitalism." Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cmc_theses/111.

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Both corporations and their global conglomerates are looking into the face of an evolving idea of capitalism. As businesses become more intertwined with society, this special relationship is becoming increasingly deterministic of the condition of the world. This paper explores the possibility that if businesses integrate shared value -- a way to combine economic and social value -- into their long-term business plans, that not only will society be better off, but the businesses themselves may be able to explore previously unrecognized potential for profits.
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Books on the topic "Shared knowledge management"

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Parker, James F. Shared goals, shared knowledge, and mutual respect = a shared mission. FTPress Delivers, 2010.

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L, Thompson Leigh, Levine John M, and Messick David M, eds. Shared cognition in organizations: The management of knowledge. L. Erlbaum, 1999.

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Raven, Arjan. Knowledge management for new product development meetings: The roles of information technology in shared knowledge creation. Bell & Howell Information and Learning Company, 2001.

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Peterson, Kent D. Principals skills and knowledge for shared decision making: Final deliverable to OERI. U.S. Dept. of Education, Office of Educational Research and Improvement, Educational Resources Information Center, 1995.

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International Conference on Creating Wisdom and Knowledge through Shared Learning: Roles of Librarians and Information Managers (2012 Indian Institute of Management Indore). Creating wisdom and knowledge through shared learning: Role of librarians and information managers : conference papers. Edited by Parvez Akhtar, MANLIBNET (Network), and Indian Institute of Management, Indore. Management Libraries Network, 2013.

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Varra, Lucia, ed. Dal dato diffuso alla conoscenza condivisa. Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.

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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.
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Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 1999.

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Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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Messick, David M., John M. Levine, and Leigh L. Thompson. Shared Cognition in Organizations: The Management of Knowledge. Taylor & Francis Group, 2013.

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Book chapters on the topic "Shared knowledge management"

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Schmalhofer, Franz, and Ludger van Elst. "An Oligo-Agents System with Shared Responsibilities for Knowledge Management." In Knowledge Acquisition, Modeling and Management. Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/3-540-48775-1_30.

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Zhou, Ying, Shan Cong, and Chao Yu. "Task Inference for Offline Meta Reinforcement Learning via Latent Shared Knowledge." In Knowledge Science, Engineering and Management. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-40292-0_29.

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Slawik, Joanna, Bernd Eßmann, Thorsten Hampel, et al. "Shared Views on Mobile Knowledge – A Concept of a Graphical User Interface." In Practical Aspects of Knowledge Management. Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-30545-3_8.

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Huijuan, Zhang, Sun Shixuan, and Cai Yichen. "An Efficient Hierarchical Graph Clustering Algorithm Based on Shared Neighbors and Links." In Knowledge Science, Engineering and Management. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39787-5_42.

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Yoshino, Takashi, and Takayuki Yamano. "Casual Schedule Management and Shared System Using an Avatar." In Knowledge-Based and Intelligent Information and Engineering Systems. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23851-2_23.

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Lv, Rong-jie, Zhao Zhao, Xiao-chun Chen, and Li-jun He. "Shared Knowledge and Shared Understanding Between CIO and Top Management Team: A Literature Review." In The 19th International Conference on Industrial Engineering and Engineering Management. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37270-4_71.

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Zhao, Yawei, Yangyuanxiang Xu, and Zhiwei Wang. "Edge-Shared GraphSAGE: A New Method of Buffer Calculation for Parallel Management of Big Data Project Schedule." In Knowledge Science, Engineering and Management. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10983-6_17.

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Leijten, Erik, Ger Maas, and Eric Vastert. "Shared experiences: Management of experiential knowledge in the building industry." In Artificial Intelligence in Structural Engineering. Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/bfb0030472.

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Barry, Daniela, Nina Bender, Klaus Breuer, and Dirk Ifenthaler. "Shared Cognitions in a Field of Informal Education: Knowledge Maps Towards Money Management of Young Adults." In Digital Knowledge Maps in Education. Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-3178-7_18.

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Choi, Key-Sun, and Hee-Sook Bae. "A Korean-Japanese-Chinese Aligned Wordnet with Shared Semantic Hierarchy." In Digital Libraries: Technology and Management of Indigenous Knowledge for Global Access. Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24594-0_79.

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Conference papers on the topic "Shared knowledge management"

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Mastella, Laura, Michel Perrin, Mara Abel, Jean-Francois Rainaud, and Walid Touari. "Knowledge Management for Shared Earth Modelling." In EUROPEC/EAGE Conference and Exhibition. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/107152-ms.

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Guan, Saiping, Xiaolong Jin, Yuanzhuo Wang, and Xueqi Cheng. "Shared Embedding Based Neural Networks for Knowledge Graph Completion." In CIKM '18: The 27th ACM International Conference on Information and Knowledge Management. ACM, 2018. http://dx.doi.org/10.1145/3269206.3271704.

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Bondar, Kateryna, and Bernhard R. Katzy. "An emergent perspective on shared understanding in knowledge-based organizations." In 2013 IEEE International Technology Management Conference & 19th ICE Conference (ITMC). IEEE, 2013. http://dx.doi.org/10.1109/itmc.2013.7352605.

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Pinto, Agostinho, and Luís Amaral. "The Management of Organizational Knowledge in the Context of Shared Services." In 14ª Conferência da Associação Portuguesa de Sistemas de Informação. Associação Portuguesa de Sistemas de Informação, APSI, 2014. http://dx.doi.org/10.18803/capsi.v14.1-15.

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Vierhauser, Michael, Iris Groher, Clemens Sauerwein, Tobias Antensteiner, and Sebastian Hatmanstorfer. "Learning Analytics Support in Higher-Education: Towards a Multi-Level Shared Learning Analytics Framework." In 7th Special Session on Educational Knowledge Management. SCITEPRESS - Science and Technology Publications, 2024. http://dx.doi.org/10.5220/0012744400003693.

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Li, Bo, and Le Jia. "Neural Retrieval with Partially Shared Embedding Spaces." In CIKM '18: The 27th ACM International Conference on Information and Knowledge Management. ACM, 2018. http://dx.doi.org/10.1145/3269206.3269306.

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Conte, Alessio, Donatella Firmani, Maurizio Patrignani, and Riccardo Torlone. "Shared-Nothing Distributed Enumeration of 2-Plexes." In CIKM '19: The 28th ACM International Conference on Information and Knowledge Management. ACM, 2019. http://dx.doi.org/10.1145/3357384.3358083.

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Pallot, Marc, Rudolf Ruland, Stanislav Traykov, and Kjetil Kristensen. "Integrating shared workspace, wiki and blog technologies to support interpersonal Knowledge Connection." In 2006 IEEE International Technology Management Conference (ICE). IEEE, 2006. http://dx.doi.org/10.1109/ice.2006.7477066.

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Cheng, Long, Spyros Kotoulas, Tomas E. Ward, and Georgios Theodoropoulos. "Robust and Skew-resistant Parallel Joins in Shared-Nothing Systems." In CIKM '14: 2014 ACM Conference on Information and Knowledge Management. ACM, 2014. http://dx.doi.org/10.1145/2661829.2661888.

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Tao, Liang, Horace Ip, Yinglin Wang, and Xin Shu. "Exploring Shared Subspace and Joint Sparsity for Canonical Correlation Analysis." In CIKM '14: 2014 ACM Conference on Information and Knowledge Management. ACM, 2014. http://dx.doi.org/10.1145/2661829.2661970.

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Reports on the topic "Shared knowledge management"

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Nunn, Stephen W., and Leah Y. Wong. Knowledge Management for Shared Awareness. Defense Technical Information Center, 2013. http://dx.doi.org/10.21236/ada587494.

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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317432.

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Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.
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Binz, Christian, David Sedlak, Paul O’Callaghan, et al. Mainstreaming Decentralized Urban Water Management Solutions for Sustainable Cities. Eawag, 2024. http://dx.doi.org/10.55408/eawag:33039.

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Climate change, rapid urbanization and other grand challenges increasingly force cities to rethink their urban (water) infrastructure. In particular, decentralized urban water management solutions, which can recover valuable resources close to the source are increasingly applied to remediate water scarcity, sanitation or environmental pollution challenges. Yet, although interesting demonstration projects with decentralized solutions (from here on labeled ‘decentralized UWM solutions’) are underway in several world regions, actors developing and implementing this transformative innovation are not effectively coordinating their efforts and sharing the latest knowledge. While effective technologies, business models, or regulative frameworks increasingly exist that could inform, inspire and improve similar activities elsewhere, details of local successes and failures are still (too) rarely shared or transferred across space. Drawing from experience on the mainstreaming of other transformative infrastructure solutions (like renewable energies, electric mobility or circular waste management), we posit that the global diffusion of decentralized UWM solutions has been significantly slowed down by this lack of interaction among key stakeholders, and the resulting lack of an effective innovation ecosystem.
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Parry, Jane, and Miko Jazmine Mojica. Why ADB Uses Storytelling in Knowledge Management. Asian Development Bank, 2023. http://dx.doi.org/10.22617/brf230384.

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This brief shows how ADB is engaging audiences through storytelling to better highlight the impact of its work in Asia and the Pacific, share knowledge, and communicate complex ideas in a creative and effective way. It explains why it adopted conversational TED-style talks to deliver stories and how these resonate with audiences. It outlines the components of good stories and the importance of making them sound authentic and easy to understand. It analyzes how integrating storytelling into ADB’s communications strategy is helping build trust, share experiences and best practices, and harness knowledge in order to better address the region’s critical challenges.
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Niederberger, Eva, and Ginger Johnson. Cholera Questions Bank: Quantitative Questions for Community Level Data Collection. Institute of Development Studies, 2023. http://dx.doi.org/10.19088/sshap.2023.023.

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This questions bank resource is a menu of quantitative questions related to socio-behavioural factors and Cholera. This resource seeks to facilitate the collection of quality data on community’s capacity, behaviours, practices and perceptions in relation to cholera prevention and management. It can be used by field teams and / or local research teams working in communities with cholera transmission and those at risk adhering to safety and protection protocols. Gathering and using high quality data on social, behavioural and community dynamics in relation to cholera prevention and management is vital to: 1. Understand people’s ability, capacity and behaviour in relation to prevent and/or reduce cholera infection risks. 2. Support evidence-based decision-making on communication and engagement strategies that address people’s needs and priorities in an evolving context. 3. Provide data that decision-makers can use to adapt cholera response and preparedness strategies and activities. 4. Support public health promoters and outreach workers in engaging with local populations to strengthen community-led actions. 5. Enhance the knowledge of public health promoters and outreach workers and support them in clearly communicating on cholera prevention and control. 6. Inform the design and adaptation of information content / messages shared and discussed with the local population.
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Niederberger, Eva, and Ginger Johnson. Cholera Questions Bank: Quantitative Questions for Community Level Data Collection. Institute of Development Studies, 2023. http://dx.doi.org/10.19088/sshap.2023.004.

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This questions bank resource is a menu of quantitative questions related to socio-behavioural factors and Cholera. This resource seeks to facilitate the collection of quality data on community’s capacity, behaviours, practices and perceptions in relation to cholera prevention and management. It can be used by field teams and / or local research teams working in communities with cholera transmission and those at risk adhering to safety and protection protocols. Gathering and using high quality data on social, behavioural and community dynamics in relation to cholera prevention and management is vital to: 1. Understand people’s ability, capacity and behaviour in relation to prevent and/or reduce cholera infection risks. 2. Support evidence-based decision-making on communication and engagement strategies that address people’s needs and priorities in an evolving context. 3. Provide data that decision-makers can use to adapt cholera response and preparedness strategies and activities. 4. Support public health promoters and outreach workers in engaging with local populations to strengthen community-led actions. 5. Enhance the knowledge of public health promoters and outreach workers and support them in clearly communicating on cholera prevention and control. 6. Inform the design and adaptation of information content / messages shared and discussed with the local population.
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Greenhill, Lucy. MASTS ‘Brexit’ event – summary report. Marine Alliance for Science and Technology for Scotland (MASTS), 2017. http://dx.doi.org/10.15664/10023.25094.

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Background. As negotiations continue in relation to the UK’s departure from the European Union, considerable uncertainty remains around the final structure of any deal and the implications across all policy areas. Maritime issues are of key concern in Scotland and numerous reports and opinions are accumulating, highlighting significant areas of concern, ranging from fisheries to decommissioning, and some potential opportunities. There is a critical need for knowledge and capacity to support and influence the on-going negotiation process, at both the Scottish and UK level. Expertise regarding the broad range of marine research, operations and commerce is in demand to support discussion, promote interests and secure advances where possible. Such discussion must be based on the best available science but taking into account the socio-economic and historical context. The Marine Alliance for Science and Technology for Scotland1 (MASTS) is supporting this discussion, providing scientific expertise and promoting the development of emerging policy and progress towards sustainable marine management, during the transition period and for the post-departure UK organisation. This workshop, supported by MASTS, brought government and academia together to consider the legal, governmental and research framework under which Brexit is taking place and to identify priority areas and activities where information can be shared and options considered for enhancing scientific support for the Brexit process. The objectives were to: • Understand current status of Brexit with respect to marine systems and research capacity, including the legislative framework • Identify the priority gaps in knowledge • Develop ways to enhance communication pathways for the best scientific advice required to support the Brexit process.
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Danylchuk, Hanna B., and Serhiy O. Semerikov. Advances in machine learning for the innovation economy: in the shadow of war. Криворізький державний педагогічний університет, 2023. http://dx.doi.org/10.31812/123456789/7732.

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This preface introduces the selected and revised papers presented at the 10th International Conference on Monitoring, Modeling &amp; Management of Emergent Economy (M3E2 2022), held online in Ukraine, on November 17-18, 2022. The conference aimed to bring together researchers, practitioners, and students from various fields to exchange ideas, share experiences, and discuss challenges and opportunities in applying computational intelligence and data science for the innovation economy. The innovation economy is a term that describes the emerging paradigm of economic development that is driven by knowledge, creativity, and innovation. It requires new approaches and methods for solving complex problems, discovering new opportunities, and creating value in various domains of science, business,and society. Computational intelligence and data science are two key disciplines that can provide such approaches and methods by exploiting the power of data, algorithms, models, and systems to enable intelligent decision making, learning, adaptation, optimization, and discovery. The papers in this proceedings cover a wide range of topics related to computational intelligence and data science for the innovation economy. They include theoretical foundations, novel techniques, and innovative applications. The papers were selected and revised based on the feedback from the program committe members and reviewers who ensured their high quality. We would like to thank all the authors who submitted their papers to M3E2 2022. We also appreciate the keynote speakers who shared their insights and visions on the current trends and future directions of computational intelligence and data science for the innovation economy. We acknowledge the support of our sponsors, partners, and organizers who made this conference possible despite the challenging circumstances caused by the ongoing war in Ukraine. Finally, we thank all the participants who attended the conference online and contributed to its success.
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Langlais, Pierre-Carl. Open Scientific Data. Comité pour la science ouverte, 2023. https://doi.org/10.52949/69.

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Not opening scientific data is costly. It has been estimated that a significant share of scientific knowledge disappears every year. In a 2014 study less than half of biological datasets from the 1990s have been recovered and when possible the recovery has necessitated significant time and efforts. In comparison, 98% of datasets published on PLOS with unique identifiers (data DOIs) are still available for future research. Open scientific data are fundamental resources for a large variety of scientific activities: meta-analysis, replication of research results or accessibility to primary sources. They also bring a significant economic and social value, as scientific data is commonly used by non-academic professionals as well as public agencies and non-profit organizations. Yet open scientific data is not costless. Ensuring that data is not only downloadable but usable requires significant investment in regards to documentation, data cleaning, licensing and indexation. Not all scientific data can be shared and verifications are frequently necessary to ensure that they do not incorporate copyrighted contents or personal information. To be effective, data sharing has to be anticipated throughout the entire research lifecycle. New principles of scientific data management aims to formalize the preexisting cultures of data in scientific communities and apply common standards. First published in 2016, the FAIR Guiding Principles (findability, accessibility, interoperability, and reusability) is an influential framework for opening scientific data. Policies in support of data sharing have moved from general and broad encouragement to the concrete development of data sharing services. Early initiatives go back to the first computing infrastructures: in 1957 the World Data Center system aimed to make a large range of scientific data readily available. Open data programs were yet severely limited by the lack of technical support and compatibility for data transfer. After 1991, the web created a universal framework for data exchange and entailed a massive expansion of scientific databases. Yet, numerous projects ran into critical issues of long term sustainability. Open science infrastructure have recently become key stakeholders in the diffusion and management of open scientific data. Data repositories ensure the preservation of scientific resources as well as their discoverability. Data hosted on repositories are more frequently used and quoted than data published in a supplementary file.
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Peyravi, Bahman. Innovations in Human Resource Management. An Overview from the Guest Editor. Vilnius Business College, 2024. https://doi.org/10.57005/ab.2024.4.1.

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The International Conference of Business and Entrepreneurship seeks to create a vibrant forum for academics, business leaders, and aspiring entrepreneurs to come together, share ideas, and investigate creative strategies tackling the contemporary issues and best practices in the domains of business and entrepreneurship. By means of cooperative dialogue and knowledge exchange, the conference aims at business solutions towards current entrepreneurial activities, business challenges and drive global sustainable development.
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