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Motivating Knowledge Sharing |
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| 100 % |
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In the Septembre 2001 issue of the Melcrum Online knowledge management page, the editor Alex Poole presents some articles on knowledge sharing throughout organizations.
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Knowledge sharing |
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Sharing Knowledge |
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| 98 % |
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Article produces by David Kletter for the webzine ITtoolbox. The author gives a particular importance at knowledge-sharing communities in the production of new knowledge. When considering a company's role in knowledge sharing, three questions come out : 1) Have you created a mechanism for employees, customers or vendors to share and capture knowledge? 2) Have you identified potential complementors? 3) Have you developed a business system that is quick and adept at utilizing knowledge and that can adapt as the business environment evolves over time?
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Community of practice | Knowledge sharing |
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Overcoming the Cultural Barriers to Sharing Knowledge |
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| 87 % |
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Here is a summary of an APQC study about organizational culture that supports knowledge sharing. The study’s central finding is that however strong your commitment and approach to knowledge management, your culture is stronger. Companies successful in promoting a strong knowledge-sharing culture do not try to change their culture to fit their knowledge management approach. They build their knowledge management approach to fit their culture. As a result, there is not one right way to get people to share, but many different ways depending on the values and style of the organization.
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Organizational culture | Knowledge sharing |
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How CKOs Articulate the Politics of KM During Recessions |
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| 76 % |
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Chief Knowledge Officers (CKOs) build programs that help businesses capture and reuse organizational knowledge. CKOs help organizations overcome an internal flaw in knowledge management (KM) theory — sharing knowledge is often not in an employee's best interest. In many workplaces, information is power. Status and rewards go to the knowledge owners, not the knowledge sharers. This article from Katherine C. Adams presents what CKOs at some of the world's leading knowledge-driven organizations are doing to foster a climate of knowledge sharing and innovation during uncertain times.
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Chief knowledge officer | Innovation | Knowledge sharing | Policy and programs | Knowledge management strategy |
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Socializing Knowledge Management |
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| 66 % |
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This article from the American Productivity and Quality Centre (APQC) explains why the socialization of KM is an important part of enabling an organization's employees to understand the basics of knowledge sharing. As it is said in the article, a key ingredient in a properly implemented knowledge management (KM) program is socializing the KM concept to eliminate misconceptions and introduce KM in the proper context. One of the first steps in the process must be helping the organization's employees understand what knowledge sharing is about and why it can be benefit to them.
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Organizational culture | Knowledge management strategy |
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NASA APPL Knowledge Sharing Initiative |
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| 63 % |
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The NASA Academy of Program and Project Leadership (APPL) initiative contains several approaches including a competency model, live training courses in project management, web-cast courses, direct project support for teams, research on project management based upon benchmarking studies of other federal agencies, and the knowledge sharing component of NASA's KM program. Essentially, this involves identifying the leaders and best managers and listening to their stories.
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Policy and programs | Knowledge management strategy |
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KM Infrastructure and Tools – How can your KM effort be supported ? |
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| 62 % |
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The European Knowledge Management Forum has been running a series of monthly theme-based communities about different issues that effect knowledge management. The seventh theme-based community is addressing the issue of knowledge management infrastructure and tools. Many presentations are available online such as “Case Study – KM tools and infrastructure supporting a business process”, “KM methodologies driving KM technology requirements for the future”, “Knowledge Management Applications at Pirelli Tires”, “Evaluation of an Ontology-based Knowledge Sharing System”.
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Analysis & assessment | Software & tools | Knowledge sharing | Methodology |
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Knowledge Management in the Military Context |
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| 42 % |
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This article illustrates how KM principles can be brought to situational awareness, sense-making, and decision-making in military settings. In essence, knowledge organization and human knowledge conversion processes can bring a comprehensive foundation to the common operating picture, interoperability, intelligence, training and acquisitions.
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Knowledge sharing | Strategic planning | Knowledge management strategy |
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Bringing Data to Your CI Unit |
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| 41 % |
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This article by David McAmis explains the necessary steps needed to establish a system to deliver data to be used for competitive intelligence purposes by means of a portal. According to the author, a corporate intranet provides a low-cost alternative to purchasing and installing client software on each PC in your organization and it also provides a distribution method for reports that help to share with, customers and other relevant business partners outside an organization, through an extranet or Internet site.
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Software & tools | Knowledge sharing | Competitive intelligence |
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Role of Commitment and Motivation in Knowledge Management Systems Implementation: Theory, Conceptualization, and Measurement of Antecedents of Success |
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| 40 % |
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This paper by Yogesh Malhotra and Denis F. Galletta proposes a theoretical framework for understanding how knowledge worker’s commitment and motivation affect the use of knowledge management systems (KMS) and resulting organizational performance of the KMS.
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Organizational culture | Content management | Chief knowledge officer | Knowledge sharing | Knowledge management strategy |
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