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This section presents the publication related to the KMinPractice Knowledge Management approach.
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Exploring the Knowledge Management Landscape: A Critical Review of Existing KM Frameworks |
| Abstract | Relevant literature suggests that the field of knowledge management (KM) at the service of contemporary organizations is characterized by a plethora of diverse frameworks. However, none of these frameworks has achieved such a wide acceptance so as to be conceived as a standard. In fact, practice proves that each research or consultant group follows its own approach while many initiatives are based on custom approaches, developed each time from scratch, or even worse do not follow a structured method at all. In this chapter the authors attempt to go deeper by proposing a classification of knowledge management frameworks based on their macroscopic characteristics followed by their evaluation against a set of predetermined content elements that a complete approach should possess. The main result propagated from their critique is a common understanding of current theoretical and practical shortcomings of the field and the specification of a consistent set of course of actions and guidelines for researchers and practitioners engaged in knowledge management and its applications.
| | Reference | Ponis, St., Vagenas, G., Koronis, E. (2009). Exploring the Knowledge Management Landscape: A Critical Review of Existing Knowledge Management Frameworks. In Deogratias, H. (Eds), Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage, pp. 1-25 (Chapter 1). | |
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Assessing Your Company's KM Status: The First Step Towards a Successful KM Implementation |
| Abstract | Over the past decade, KM is receiving increasing attention from researchers and practitioners alike. However, a well-integrated and holistic framework that would unify the discipline and guide practice is currently missing. In an effort to address the identified gap, we propose a holistic, modular and easy to use KM implementation methodology that aids the structured and gradual realization of KM, through the provision of practical guidelines and useful tools. In this paper, we focus in the first and one of the most significant phases of our methodology, this being the KM assessment.
Deciding to go through the transformational process towards a knowledge leveraging organization is a complex decision that requires above all having a clear understanding of your organization’s current knowledge capabilities. The aim of the assessment phase is exactly to specify the organization’s advancement stage with regard to KM in order to designate the alternatives routes and select the most appropriate one. In doing so, we provide a KM assessment tool, designed to support the qualitative evaluation of an organization’s knowledge capabilities. Knowledge assessment is the first step of the proposed methodology mainly because it intends to support the first decision that has to be made: the appropriate adjustment of the proposed methodology to the organization’s KM advancement level and its respective needs. Since the modular nature of the proposed methodology permits it, an organization can choose to start at a different phase and step, and emphasize on different modules of the methodology. Finally, the KM assessment tool could also be used for the identification of existing KM pitfalls, the promotion of the need for change and the development of the overall organizational awareness regarding knowledge and its management.
| | Reference | Vagenas, G., Ponis, S.T., and Tatsiopoulos I.P. (2007). Assessing Your Company's KM Status: The First Step Towards a Successful KM Implementation. In proceedings of ECKM 2007 - 8th European Conference on Knowledge Management 2007, Barcelona, Spain, 6-7 September 2007, pp. 1032-1039. | |
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