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Journal articles on the topic 'Technology and knowledge management'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Marwick, A. D. "Knowledge management technology." IBM Systems Journal 40, no. 4 (2001): 814–30. http://dx.doi.org/10.1147/sj.404.0814.

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2

P. Sivaranjini, P. Sivaranjini, and S. Praveena S. Praveena. "Knowledge Management System for Organisational Development Information Technology." Indian Journal of Applied Research 3, no. 6 (2011): 363–64. http://dx.doi.org/10.15373/2249555x/june2013/120.

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3

Sutton, Michael J. D. "Strategic Knowledge Management Technology." Knowledge Management Research & Practice 4, no. 1 (2006): 77–79. http://dx.doi.org/10.1057/palgrave.kmrp.8500086.

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4

Hollocks, Brian. "Strategic Knowledge Management Technology." European Journal of Information Systems 15, no. 1 (2006): 111–12. http://dx.doi.org/10.1057/palgrave.ejis.3000536.

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5

ZELENY, MILAN. "KNOWLEDGE OF ENTERPRISE: KNOWLEDGE MANAGEMENT OR KNOWLEDGE TECHNOLOGY?" International Journal of Information Technology & Decision Making 01, no. 02 (2002): 181–207. http://dx.doi.org/10.1142/s021962200200021x.

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Knowledge Technology (KT) is an important new development, extending and ultimately replacing IT. Meaningful and substantial Knowledge Management (KM) is crucially dependent on a useful and operational definition of knowledge. Such notion of knowledge must be clearly differentiated from so called "explicit (or codified) knowledge", i.e. from information. Information, in any form or shape, is not knowledge. While information is a symbolic description of action, knowledge is action itself. The understanding that knowing is doing and doing is knowing comes from the Western philosophical tradition

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6

MILTON, NICK, NIGEL SHADBOLT, HUGH COTTAM, and MARK HAMMERSLEY. "Towards a knowledge technology for knowledge management." International Journal of Human-Computer Studies 51, no. 3 (1999): 615–41. http://dx.doi.org/10.1006/ijhc.1999.0278.

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7

Orekhov, Sergey Valerievich, and Hennadiy Vasilievich Malyhon. "VIRTUAL PROMOTION KNOWLEDGE MANAGEMENT TECHNOLOGY." Bulletin of National Technical University "KhPI". Series: System Analysis, Control and Information Technologies, no. 1 (3) (July 9, 2020): 74–78. http://dx.doi.org/10.20998/2079-0023.2020.01.13.

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8

Wachter, Renee M. "Technology Support for Knowledge Management." American Journal of Business 14, no. 2 (1999): 13–20. http://dx.doi.org/10.1108/19355181199900009.

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9

Yousuf Al-Aama, Arwa. "Technology knowledge management (TKM) taxonomy." VINE 44, no. 1 (2014): 2–21. http://dx.doi.org/10.1108/vine-12-2012-0052.

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10

Turulja, Lejla, and Nijaz Bajgoric. "Information technology, knowledge management and human resource management." VINE Journal of Information and Knowledge Management Systems 48, no. 2 (2018): 255–76. http://dx.doi.org/10.1108/vjikms-06-2017-0035.

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Purpose Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. Design/methodology/approach The survey

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Zmiivska, Iryna Vitaliivna, and Liubov Afanasiivna Oboianska. "Information technology knowledge management in business." Engineering and Educational Technologies 7, no. 3 (2019): 98–105. http://dx.doi.org/10.30929/2307-9770.2019.07.03.09.

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12

Balmisse, Gilles, Denis Meingan, and Katia Passerini. "Technology Trends in Knowledge Management Tools." International Journal of Knowledge Management 3, no. 2 (2007): 118–31. http://dx.doi.org/10.4018/jkm.2007040106.

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13

HASEGAWA, Yutaka. "Web based technology for knowledge management." Journal of Information Processing and Management 50, no. 7 (2007): 418–28. http://dx.doi.org/10.1241/johokanri.50.418.

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14

Gulati, Anjali. "Knowledge Management: An Information Technology Prospective." DESIDOC Bulletin of Information Technology 19, no. 6 (1999): 3–8. http://dx.doi.org/10.14429/dbit.19.6.3501.

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15

Mohamed, Mirghani. "The “continuumization” of knowledge management technology." VINE 38, no. 2 (2008): 167–73. http://dx.doi.org/10.1108/03055720810889806.

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16

Buckley, Peter J., and Martin J. Carter. "Knowledge Management in Global Technology Markets." Long Range Planning 33, no. 1 (2000): 55–71. http://dx.doi.org/10.1016/s0024-6301(99)00102-8.

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17

Bowonder, B., and T. Miyake. "Technology management: a knowledge ecology perspective." International Journal of Technology Management 19, no. 7/8 (2000): 662. http://dx.doi.org/10.1504/ijtm.2000.002841.

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18

Szczerbicki, Edward. "INTELLIGENT INFORMATION, KNOWLEDGE, AND TECHNOLOGY MANAGEMENT." Cybernetics and Systems 37, no. 6 (2006): 505–8. http://dx.doi.org/10.1080/01969720600734370.

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19

Saini, Dr Prativindhya, Dr Renu Jain, and Dr Nisha Jain. "Knowledge Management." International Journal for Research in Applied Science and Engineering Technology 11, no. 1 (2023): 1786–88. http://dx.doi.org/10.22214/ijraset.2023.48025.

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Abstract: Knowledge management is the intentional and methodical alignment of an organization's people, technology, business operations, and organizational structure with the purpose of generating value through innovation and reuse. This coordination is accomplished through developing, exchanging, and putting information to use as well as by storing the best practices and priceless lessons acquired in corporate memory to support ongoing organizational learning. Therefore, it is crucial for firms to comprehend the fundamental ideas behind knowledge and how to successfully manage their knowledge

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20

Dr. Dileep Kumar. M and Mr. Pranav Kumar. "Knowledge Management and Technology Knowledge Management Model for the Higher Technology Colleges of Ministry of Manpower, Oman." Prabhandan - Journal of Business Administration 1, no. 1 (2010): 24–40. http://dx.doi.org/10.58716/pjbagitmba.v1i1.3.

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Over the past decade there has been a growing concern about the role of higher educational institutions and how they are meeting the needs of stakeholders like industry, students, parents, and in general community. There have been many firms and organizations that have implemented KM principles, methods, practices or tools. However, academic institutions in particulartechnology and management institutes have taken more interest recently, in introducing KM approaches. In general, the educationsector could be described as one where there is slow creation and diffusion of knowledge management too

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21

Borho, Heiko, Alfredo Iarozinski Neto, and Edson Pinheiro de Lima. "Manufacturing knowledge management." Gestão & Produção 19, no. 2 (2012): 247–64. http://dx.doi.org/10.1590/s0104-530x2012000200002.

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The continuous growth in socioeconomics environment dynamics and the complexity that surrounds manufacturing systems have made companies review their strategies and practices related to their production systems. They have been concentrating efforts at the development of Production Models, and thus the Resource Based Theory has been revisited. This study aims to identify the critical elements that characterize the relationship between manufacturing strategy, technology planning, and knowledge management actions. Based on the theoretical context of manufacturing and technological strategies, a p

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22

Bose, Ranjit, and Vijayan Sugumaran. "Application of knowledge management technology in customer relationship management." Knowledge and Process Management 10, no. 1 (2003): 3–17. http://dx.doi.org/10.1002/kpm.163.

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23

Zoogah, David B., Emanuel Gomes, and Miguel Pina Cunha. "Autochthonous management knowledge/knowledge management in Africa." Journal of Knowledge Management 24, no. 6 (2020): 1493–512. http://dx.doi.org/10.1108/jkm-10-2019-0554.

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Purpose There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has impli

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24

Cherukuth, Beena. "Organisational Knowledge Management and Knowledge Discovery in Science and Technology." Journal of Knowledge & Communication Management 2, no. 2 (2012): 141. http://dx.doi.org/10.5958/j.2277-7946.2.2.011.

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25

Veryha, Yauheni. "Enterprise Knowledge Discovery and Management Using Semantic Knowledge Processing Technology." Journal of Information & Knowledge Management 02, no. 01 (2003): 33–40. http://dx.doi.org/10.1142/s021964920300022x.

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This paper presents an implementation framework for enterprise knowledge discovery and management using semantic knowledge processing technology. The developed solution gives the possibility of effectively organizing, controlling and updating knowledge portal content using the company's expertise and available semantic knowledge processing tools. The key concept has been to introduce blocking databases for filtering knowledge content returned from semantic knowledge processing tools with subject-action-object (SAO) knowledge presentation model. The architecture of the enterprise knowledge mana

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26

Schultze, U., and R. J. Boland. "Knowledge management technology and the reproduction of knowledge work practices." Journal of Strategic Information Systems 9, no. 2-3 (2000): 193–212. http://dx.doi.org/10.1016/s0963-8687(00)00043-3.

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27

Kang, Hyungu. "Technology management in services: knowledge-based vs. knowledge-embedded services." Strategic Change 15, no. 2 (2006): 67–74. http://dx.doi.org/10.1002/jsc.750.

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28

Foote, Alan, and Leila A. Halawi. "Knowledge Management Models within Information Technology Projects." Journal of Computer Information Systems 58, no. 1 (2016): 89–97. http://dx.doi.org/10.1080/08874417.2016.1198941.

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29

Yoon, Victoria, Barbara Broome, Rahul Singh, and Tor Guimaraes. "Using Agent Technology for Company Knowledge Management." Information Resources Management Journal 18, no. 2 (2005): 94–113. http://dx.doi.org/10.4018/irmj.2005040105.

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30

Jain, Sheenu. "Modern Knowledge Management and Computer-based Technology." Global Business Review 10, no. 2 (2009): 159–71. http://dx.doi.org/10.1177/097215090901000202.

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31

Cupiał, Michał, Anna Szeląg-Sikora, Jakub Sikora, Joanna Rorat, and Marcin Niemiec. "Information technology tools in corporate knowledge management." Ekonomia i Prawo 17, no. 1 (2018): 5. http://dx.doi.org/10.12775/eip.2018.001.

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32

Franco, Massimo, and Stefania Mariano. "Information technology repositories and knowledge management processes." VINE 37, no. 4 (2007): 440–51. http://dx.doi.org/10.1108/03055720710838515.

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33

Vahedi, Majid, and Farhad Nejad Haji Ali Irani. "RETRACTED: Information technology (IT) for knowledge management." Procedia Computer Science 3 (2011): 444–48. http://dx.doi.org/10.1016/j.procs.2010.12.074.

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34

Bolisani, Ettore, and Enrico Scarso. "Information technology management: a knowledge-based perspective." Technovation 19, no. 4 (1999): 209–17. http://dx.doi.org/10.1016/s0166-4972(98)00109-6.

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35

DOS SANTOS, ISABEL CRISTINA, and JOÃO AMATO NETO. "KNOWLEDGE MANAGEMENT IN A HIGH TECHNOLOGY INDUSTRY." International Journal of Innovation and Technology Management 06, no. 02 (2009): 183–205. http://dx.doi.org/10.1142/s0219877009001637.

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This study aims to contribute to the Knowledge Management Theory under a social perspective. It evaluates the Knowledge Management Cycle applied in a Brazilian high technology-based industry, a former national company which had been privatized in 1994, and passed through a huge organizational transformation and, after few years, became a market leader in one of the most competitive business sectors. Social organization covers Corporative Culture, Human Resources and Leadership aspects seen as knowledge enablers. This research used a qualitative approach and took a Knowledge Management Model de

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36

Raggad, Bel G. "Neural network technology for knowledge resource management." Management Decision 34, no. 2 (1996): 20–24. http://dx.doi.org/10.1108/00251749610110283.

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37

Sinding-Larsen, Henrik. "Information technology and the management of knowledge." AI & Society 1, no. 2 (1987): 93–101. http://dx.doi.org/10.1007/bf01891270.

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38

Bin-Abbas, Hesham, and Saad Haj Bakry. "Knowledge Management." International Journal of Knowledge Society Research 3, no. 3 (2012): 58–67. http://dx.doi.org/10.4018/jksr.2012070105.

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Building a knowledge-based society is widely recognized as leading to human, social and economic benefits. This paper explores the issue of using knowledge management as an instrument for the development and sustainability of this knowledge society. The paper attempts to achieve its purpose through four main integrated steps: providing a brief review of knowledge management and the knowledge society; viewing knowledge management according to the STOPE “strategy, technology, organization, people and the environment” scope; incorporating knowledge management into the six-sigma DMAIC “define, mea

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39

Silver, Christy A. "WHERE TECHNOLOGY AND KNOWLEDGE MEET." Journal of Business Strategy 21, no. 6 (2000): 28–33. http://dx.doi.org/10.1108/eb040127.

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40

Handzic, Meliha, Amila Lagumdzija, and Amer Celjo. "Managing Knowledge with Technology." International Journal of Knowledge Management 4, no. 4 (2008): 77–89. http://dx.doi.org/10.4018/jkm.2008100105.

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41

Wensley, Anthony. "Knowledge management and knowledge creation." Knowledge and Process Management 4, no. 3 (1997): 139–41. http://dx.doi.org/10.1002/(sici)1099-1441(199709)4:3<139::aid-kpm104>3.0.co;2-s.

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42

Mulay, Preeti, and Parag A. Kulkarni. "Knowledge augmentation via incremental clustering: new technology for effective knowledge management." International Journal of Business Information Systems 12, no. 1 (2013): 68. http://dx.doi.org/10.1504/ijbis.2013.050660.

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43

Bezzina, Frank, David Baldacchino, and Vincent Cassar. "Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness." International Journal of Knowledge Management 16, no. 4 (2020): 109–24. http://dx.doi.org/10.4018/ijkm.2020100106.

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This study investigates the relationship between knowledge management (KM) enablers (aspects of organizational structure, learning, strategy, transformational leadership, and information technology) and organizational effectiveness. It also examines the mediating role of KM processes (knowledge creation, knowledge organization, knowledge application, and knowledge protection). Using a web-based questionnaire and the responses from 201 organizations in the Maltese Pharmaceutical Sector, structural equation modelling revealed that various KM enablers produced direct effects on KM processes, and

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44

Kutay, Cat. "Knowledge Management as Enterprise." Australian Journal of Indigenous Education 36, S1 (2007): 137–44. http://dx.doi.org/10.1017/s1326011100004816.

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AbstractIndigenous people have been for a long time deprived of financial benefit from their knowledge. Campaigns around the stolen wages and the “Pay the Rent” campaign highlight this. As does the endemic poverty and economic disenfranchisement experienced by many Indigenous people and communities in Australia. Recent enterprises developed by Indigenous people, such as the sale of art works, can be seen as examples of people receiving remuneration for tangible products deriving from their knowledge. Also, tourism involves the sale of selected knowledge in context. Information and Communicatio

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45

Haapalainen, Päivi, and Kirsi Pusa. "Knowledge Management Processes." International Journal of Information Systems in the Service Sector 4, no. 3 (2012): 29–39. http://dx.doi.org/10.4018/jisss.2012070102.

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Knowledge management includes several processes, e.g., knowledge creation, knowledge storing, sharing, and using knowledge. When these processes run smoothly, an organization can confirm that information is available for users whenever needed. This is essential for organizations that sell knowledge based services. However, often these processes are not as effective as they could be. In this article the authors concentrate on the following knowledge management processes: storing, searching, and sharing knowledge. The purpose of the research was to find out the different kind of practices compan

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46

Natek, Srečko, and Dušan Lesjak. "Knowledge management systems and tacit knowledge." International Journal of Innovation and Learning 29, no. 2 (2021): 166. http://dx.doi.org/10.1504/ijil.2021.112994.

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47

Lesjak, Dušan, and Srečko Natek. "Knowledge management systems and tacit knowledge." International Journal of Innovation and Learning 29, no. 2 (2021): 166. http://dx.doi.org/10.1504/ijil.2021.10034239.

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48

Fleck, James. "Contingent knowledge and technology development." Technology Analysis & Strategic Management 9, no. 4 (1997): 383–98. http://dx.doi.org/10.1080/09537329708524293.

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49

Zyngier, Suzanne. "Knowledge Management." International Journal of Knowledge Management 7, no. 1 (2011): 35–54. http://dx.doi.org/10.4018/jkm.2011010103.

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Knowledge Management (KM) governance is the implementation of authority through a framework to ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation to ensure that strategic benefits are realized. This paper examines the results of a global survey of people involved in the development and implementation of KM strategies. Responses came from 34

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50

Freeze, Ronald D., and Uday Kulkarni. "Knowledge management capability: defining knowledge assets." Journal of Knowledge Management 11, no. 6 (2007): 94–109. http://dx.doi.org/10.1108/13673270710832190.

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PurposeThe purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.Design/methodology/approachIn this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational process

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