Relevant bibliographies by topics / Knowledge management

Academic literature on the topic 'Knowledge management'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 July 2024

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Journal articles on the topic "Knowledge management"

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JEBASTA, D. SHEELA, and Dr R. BHAVANI Dr.R.BHAVANI. "Knowledge Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 87–89. http://dx.doi.org/10.15373/2249555x/apr2014/233.

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ADALARASU, SUBASH K, DR B. "Knowledge Management." SIJ Transactions on Industrial, Financial & Business Management 7, no. 6 (November 29, 2019): 01–06. http://dx.doi.org/10.9756/sijifbm/v7i6/ifbm19045.

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Hron, J. "Knowledge and strategic management." Agricultural Economics (Zemědělská ekonomika) 52, No. 3 (February 17, 2012): 101–6. http://dx.doi.org/10.17221/5001-agricecon.

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The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.
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Miyan, Hasan. "Knowledge Management in Libraries." International Journal of Scientific Research 2, no. 4 (June 1, 2012): 209–10. http://dx.doi.org/10.15373/22778179/apr2013/75.

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Prabha, D. "Indigenous Knowledge Management vs Adam’s Knowledge Management." Acta Scientific Agriculture 5, no. 4 (March 11, 2021): 44–45. http://dx.doi.org/10.31080/asag.2021.05.0968.

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Zoogah, David B., Emanuel Gomes, and Miguel Pina Cunha. "Autochthonous management knowledge/knowledge management in Africa." Journal of Knowledge Management 24, no. 6 (June 16, 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 implications for global knowledge management. Design/methodology/approach The authors review studies on knowledge management and paradoxes on Africa. Findings The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international “best practice.” Originality/value The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management.
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Svoboda, E. "Knowledge-management in managerial work of business management." Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (January 7, 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.
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Naushad, Ali P. M., and Jafar Iqbal. "Knowledge Management in the Major Knowledge Repositories in India." International Journal of Knowledge Engineering-IACSIT 1, no. 1 (2015): 18–23. http://dx.doi.org/10.7763/ijke.2015.v1.3.

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Qhal, Eissa Mohammed Ali. "Big Data and Knowledge Management in Virtual Knowledge Incubators." AMBIENT SCIENCE 9, no. 3 (November 2022): 8–16. http://dx.doi.org/10.21276/ambi.2022.09.3.ga01.

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Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management." Journal of Quality in Health Care & Economics 5, no. 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-16000271.

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Roughly, the management of knowledge lies in the establishment of institutional guidelines from which will generate the isomorphism and mimeticism necessary to produce relevant information when making decisions or carry out forwardlooking actions. The objective of the present work is to specify a model with the purpose of studying the possible scenarios of knowledge management. A documentary study was conducted with a selection of sources indexed to leading Latin American repositories such as Dialnet, Latindex and Redalyc. Hypothetical dependency relationship trajectories between the specified variables are observed, as well as the inclusion of other factors according to the state of knowledge and the literature review is intensified.
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Dissertations / Theses on the topic "Knowledge management"

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Orlowski, Beate. "Knowledge Management." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-210121.

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Organisationen müssen sich mehr denn je den immer schneller wechselnden Marktbedürfnissen und dem immer größer werdenden Konkurrenzdruck stellen. Hofmann1 beschreibt diese Situation mit wirtschaftlichen Herausforderungen und gesellschaftlichen Trends: • Kundenindividualität: Der Trend vom Anbieter- zum Käufermarkt vollzieht sich durch Serviceerhöhung und aktive Umsetzung kundenindividueller Anforderungen. • Globalisierung und weltweiter Aktionsradius: Absatz- und Einkaufsmarkt erweitern ihren Radius, wodurch intelligente Formen der Zusammenarbeit erforderlich werden. • „Kleine“ Strukturen und Teamorientierung: Konzentration auf Kemkompetenzen und Abbau hierarchischer Organisationsstrukturen sind für eine höhere Flexibilität und Schnelligkeit erforderlich. Außerdem muß die Kreativität, Eigenständigkeit und Zielorientierung des heutigen Arbeitnehmers unterstützt werden. • Weltweiter intellektueller Wettbewerb: Durch den erweiterten Aktionsradius vergrößert sich auch der Kreis potentieller Konkurrenz. Aus- und Weiterbildung sowie Forschung & Entwicklung müssen sich diesen Herausforderungen stellen. • Schnelligkeit: Der Faktor Zeit wird im unternehmerischen Maßnahmenbündel und der Zielrichtung von Organisationsprojekten und Technologieeinsatz immer kritischer, • Kults und Trends: Vielschichtige Gesellschaftsgruppen und die starke Nutzung von Kommunikationstechnologien lassen neue Kults und Trends entstehen. • Selbstbestimmung und neue Werte: Die Verschiebung der Wertemuster von Arbeitnehmern und Organisationen erfordern eine höhere Flexibilität von Arbeitszeit und Arbeitsort. [... aus dem Text]
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Orlowski, Beate. "Knowledge Management." Josef Eul Verlag GmbH, 2000. https://tud.qucosa.de/id/qucosa%3A29806.

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Organisationen müssen sich mehr denn je den immer schneller wechselnden Marktbedürfnissen und dem immer größer werdenden Konkurrenzdruck stellen. Hofmann1 beschreibt diese Situation mit wirtschaftlichen Herausforderungen und gesellschaftlichen Trends: • Kundenindividualität: Der Trend vom Anbieter- zum Käufermarkt vollzieht sich durch Serviceerhöhung und aktive Umsetzung kundenindividueller Anforderungen. • Globalisierung und weltweiter Aktionsradius: Absatz- und Einkaufsmarkt erweitern ihren Radius, wodurch intelligente Formen der Zusammenarbeit erforderlich werden. • „Kleine“ Strukturen und Teamorientierung: Konzentration auf Kemkompetenzen und Abbau hierarchischer Organisationsstrukturen sind für eine höhere Flexibilität und Schnelligkeit erforderlich. Außerdem muß die Kreativität, Eigenständigkeit und Zielorientierung des heutigen Arbeitnehmers unterstützt werden. • Weltweiter intellektueller Wettbewerb: Durch den erweiterten Aktionsradius vergrößert sich auch der Kreis potentieller Konkurrenz. Aus- und Weiterbildung sowie Forschung & Entwicklung müssen sich diesen Herausforderungen stellen. • Schnelligkeit: Der Faktor Zeit wird im unternehmerischen Maßnahmenbündel und der Zielrichtung von Organisationsprojekten und Technologieeinsatz immer kritischer, • Kults und Trends: Vielschichtige Gesellschaftsgruppen und die starke Nutzung von Kommunikationstechnologien lassen neue Kults und Trends entstehen. • Selbstbestimmung und neue Werte: Die Verschiebung der Wertemuster von Arbeitnehmern und Organisationen erfordern eine höhere Flexibilität von Arbeitszeit und Arbeitsort. [... aus dem Text]
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Lubojacký, Roman. "Knowledge management." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-164129.

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Knowledge management is a way to effectively manage corporate knowledge. Goal of the thesis is to analyze tasks and ways of knowledge management and technological means to support it and test chosen software tools for creation of knowledge base of business terms. First part of the work is dealing with analysis of knowledge management, technics and tools, which are used and technologies for its support. Second part is focused on testing tools for creation of business terms knowledge base for needs of Business Intelligence Competency Center. Main asset of this thesis is in creating comprehensive overview of technics and tools of knowledge management and proper technologies for its support and in creating desicion-making basis for company, which tool they should use to establish business terms knowledge base in their firm.
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Mindell, Kidanu Jonatan, and Andreas Ångström. "Teknikens roll för Knowledge Management : Verktyg för Knowledge Management." Thesis, KTH, Industriell produktion, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-58827.

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De flesta företag är i dagens läge i högsta grad beroende av den information och kunskap som deras anställda besitter. Men vetskapen om hur denna kunskap skall tas till vara är inte alltid en självklarhet. Det är hanteringen och spridningen av kunskapen som begreppet Knowledge Management innefattar. Knowledge Management tar hela tiden större plats ute bland organisationer, och det är förståelsen för vikten av detta som medfört att större fokus har lagts på den teknik som används vid kunskapshantering. Då utvecklingen av tekniken pågår konstant, skapas dels nya möjligheter men även barriärer som måste överkommas. Syftet med denna rapport är att undersöka hur teknikens utveckling har påverkat kunskapshanteringen inom organisationer. Den skall också undersöka hur tekniken används för kunskapshantering och vilka barriärer som kan uppstå vid det dagliga arbetet.Denna rapport behandlar med hjälp av teori och empiri, de verktyg som finns för Knowledge Management. Rapporten förklarar skillnaderna mellan explicit- och tyst kunskap samt klargör skillnaden mellan data och information. Detta arbete ämnar även till att kartlägga hur omvandlingar mellan de olika kunskapstyperna fungerar, och visa hur ett företag likt en spiral omvandlar kunskapen genom organisationen och på olika sätt tar tillvara på den längs vägen. Även de olika hinder som kan uppstå vid kunskapsöverföring tas upp. Underlaget för denna rapport består av litteraturstudier inom ämnet Knowledge Management samt en empirisk undersökning som innefattar en kvalitativ intervju med en person på ett fallföretag. Intervjun utfördes på IT-avdelningen hos ett stort internationellt företag och respondenten hade lång erfarenhet inom företaget och stor insikt i det produktionssystemet som användes. Den empiriska studien gav en uppfattning om hur olika system för kunskapshantering användes på fallföretagets IT-avdelning. Systemen användes bland annat vid problemlösning, kunskapshantering samt upplärning av anställda. Ett av de system som undersöktes var ett system för problemlösning och kunskapsöverföring och det innehöll motsättningar som i viss mån hindrade kunskapshanteringen. Motsättningar var bland annat att varje kunskapsbehov bara skickades vidare till nästa nivå om det inte kunde tillgodoses med den rådande kunskapsbasen på en viss nivå, och att detta ledde till dålig återkoppling mellan källan och mottagaren av kunskapen. Empirin har också gett en personlig syn på hur utvecklingen av tekniken har påverkat kunskapssynen och kunskapshanteringen hos fallföretaget under de senaste årtiondena. Knowledge Management är i högsta grad någonting som fallföretaget bör fortsätta arbeta med. Teknikens utveckling har möjliggjort nya sätt att överföra kunskap, men som denna rapport bland annat behandlar, så är tekniken inte alltid bara till hjälp. Förbättringsförslag för fallföretagets system för kunskapsöverföring har tagits fram och systemet bör ändras så att varje problem får en enskild handläggare, och inte bara skickas uppåt i den kunskapsmässiga hierarkin utan någon respons. Detta kommer leda till bättre återkoppling och att handläggarna får större kunskaper inför liknande scenarion. Diskussionen tar också upp hur olika barriärer påverkar det dagliga arbetet på IT-avdelningen och förslag på hur dessa skulle kunna överkommas.
A majority of companies are currently highly dependent on the information and knowledge that employees possess. Knowledge management (KM) comprises the ability to spread and handle knowledge. Knowing how to utilizing this knowledge is not always certain. Since companies have become more aware of the importance of KM a greater focus has been put on the development of technology within this subject. Due to this new opportunities have arisen as well as new barriers. The purpose of this report is to investigate the barriers that could occur when using technology to knowledge transfer. The report explains the difference between explicit and tacit knowledge and clarifies the difference between data and information. Furthermore, this report deals with the identification of tacit knowledge and the transformation into explicit knowledge and vice verse.The report consists of literature studies and an empirical study within KM. The different theories were used to develop a greater understanding of the subject. In addition an interview was conducted within the IT department of a large multinational company. The respondent has numerous years of working experience within the company and has a good understanding how the production system is used. The empirical study gave an idea of how different KM IT-systems are used in his department. Some of the systems that were used are; problem solving, knowledge management and training. It was decided to analyze one of the IT-systems for KM that the company used and investigate the barriers that could arise. One of the barriers that could occur was that when solving a problem no good feedback was given. This work shows, with the help of empirical studies, a personal view on how the development of technologies has affected KM in recent decades. KM is very much a subject which the company should continue to work with. The development of technologies has made it possible to transfer knowledge in various ways. Although there are a lot of advantages that comes with using technology this report are also covering the aspect on when the technology fails. Suggestions have been made on how the company, which the study has been made on, should improve its system when dealing with KM.
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Jengard, Linus. "Project Knowledge Management : How to evaluate project knowledge, and Project Knowledge Management performance." Thesis, Linnaeus University, School of Computer Science, Physics and Mathematics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-2538.

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Project Knowledge Management and more specifically how organisations capture experiences gained in projects, is a critical topic in order to compete in the knowledge economy. Little attention has been given the catchphrase lessons learned practices as a research area. The purpose of the thesis is therefore to analyse the framework for the project closure phase through a Knowledge Management perspective. The purpose is also to evaluate how new knowledge, captured by project closure documents, can be identified and measured.

To fulfil the purpose, the project closure phase and project closure documents within the project model Practical Project Steering are studied. Through a document study, the framework that the project model gives, and the project closure documents is analysed. The project closure documents are also examined regarding the experiences they capture. This is done by developing an instrument for identifying and measuring new knowledge.

Through the study, it can be established that the project closure phase provides for a link between Knowledge Management and Project Management. It has an important contribution to Knowledge Management since it mitigates the risk of not transferring knowledge to the organisational memory. The use of predefined knowledge domains supports structure, and systemisation in the production of the documents, as well as in the compilation and dissemination of useful knowledge.

New knowledge within the project closure phase can be identified and measured by dividing the documents into isolated pieces of information and using developed criteria to identify, and thereby quantify new knowledge. The instrument is highly reliable since it is ensured that the division of information does not result in any decontextualisation, and since the criteria used are very stable, and still acknowledge the dynamics of knowledge as well as the knowledge context.

By using the measurements on empirical data, problems that are important to acknowledge are identified. There is an uneven distribution of knowledge types acquired by the project closure documents, regardless of their importance; resulting in loss of important knowledge. The difficulty to formalise important knowledge, results in failing to transfer knowledge to an external organisational memory. The difficulty to distribute knowledge sufficiently, results in re-invention of the wheel, and the same mistakes being made twice or more.

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Miles, Leon Anthony. "Knowledge management and environmental management." Thesis, University of Surrey, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365193.

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Andersson, Kent. "Knowledge Technology Applications for Knowledge Management." Doctoral thesis, Uppsala : Institutionen för informationsvetenskap, Univ. [distributör], 2000. http://w3.ub.uu.se/fulltext/91-506-1437-1.pdf.

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Centrén, Philip, Mustafa Mehmed, and Martin Werner. "Knowledge Management The presence of Knowledge Management theory in companies." Thesis, Kristianstad University College, School of Health and Society, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4731.

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Knowledge is regarded as key resource in today’s business environment. Many researchers argue that it is the key resource to create a competitive advantage. Still, it differs itself from ordinary resources. Knowledge cannot be quantified or specified numerically to recognize the quantity of knowledge a company possesses. Furthermore, companies may lack the ability to achieve an absolute control over the supply of knowledge that will occur when trying to extract it from employees. Knowledge Management is the field which presents an approach to manage the valuable resource of accumulated knowledge. By implementing processes and actions in a company, it will obtain a control over the knowledge in the organization. This dissertation also presents diverse definitions of Knowledge Management. By investigating the components of these definitions, we see that various academic researchers recognize different notions upon Knowledge Management as theory. When reviewing theory, one could question the validity of the word management in Knowledge Management. The theory declares management as an enhancement of practices in organizational context.

The purpose of our dissertation was to investigate if theoretical Knowledge Management is a coexisted factor in companies. By looking at the elements extracted from theory, this notion became apparent. When implementing Knowledge Management, an individual company creates opportunities for people to learn and share their knowledge.

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Prudnik, D. O. "Knowledge management systems." Thesis, Київський національний університет технологій та дизайну, 2018. https://er.knutd.edu.ua/handle/123456789/10771.

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Eklund, Pieta. "Knowledge management på en dagstidning = [Knowledge management at a daily newspaper] /." Borås : Högsk. i Borås, Bibliotekshögskolan/Biblioteks- och informationsvetenskap, 2004. http://www.hb.se/bhs/slutversioner/2004/04-04.pdf.

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Books on the topic "Knowledge management"

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Fred, Ana, Jan L. G. Dietz, Kecheng Liu, and Joaquim Filipe, eds. Knowledge Discovery, Knowlege Engineering and Knowledge Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-19032-2.

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Group, Delphi. Knowledge management: Knowledge management market reference point. Boston, MA (100 City Hall Plaza, Boston 02108-2106): Delphi Group, 1999.

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Frappaolo, Carl. Knowledge management. Oxford: Capstone, 2002.

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Hobohm, Hans-Christoph, ed. Knowledge Management. Berlin, New York: DE GRUYTER SAUR, 2004. http://dx.doi.org/10.1515/9783110955071.

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Wilson, John F., Ian Jones, and Steven Toms. Knowledge Management. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429059001.

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Mertins, Kai, Peter Heisig, and Jens Vorbeck, eds. Knowledge Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24778-4.

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Frappaolo, Carl, ed. Knowledge Management. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781907312175.

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Griseri, Paul. Management Knowledge. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-4039-0545-1.

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Mertins, Kai, Peter Heisig, and Jens Vorbeck, eds. Knowledge Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-04466-7.

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Rollett, Herwig. Knowledge Management. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0345-3.

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Book chapters on the topic "Knowledge management"

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Richter, Michael M., and Rosina O. Weber. "Knowledge Management." In Case-Based Reasoning, 487–505. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40167-1_21.

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Olson, David L. "Knowledge Management." In Computational Risk Management, 1–7. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-3340-7_1.

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Nottingham, Annet. "Knowledge Management." In Contemporary Trends in Systems Development, 245–55. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1341-4_21.

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Perry, Nicolas, and Alain Bernard. "Knowledge Management." In CIRP Encyclopedia of Production Engineering, 1–7. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-642-35950-7_6458-4.

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Haney, Debra, and James T. Driggers. "Knowledge Management." In Handbook of Improving Performance in the Workplace: Selecting and Implementing Performance Interventions, 366–91. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470587102.ch15.

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Haney, Debra, and James T. Driggers. "Knowledge Management." In Handbook of Improving Performance in the Workplace: Volumes 1-3, 366–91. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470592663.ch34.

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Harkiolakis, Nicholas. "Knowledge Management." In Encyclopedia of Corporate Social Responsibility, 1549–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_421.

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Olson, David L., and Desheng Wu. "Knowledge Management." In Predictive Data Mining Models, 1–9. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-9664-9_1.

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Nakamori, Yoshiteru. "Knowledge Management." In Translational Systems Sciences, 63–91. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-9887-2_4.

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Müller-Merbach, Heiner. "Knowledge Management." In Encyclopedia of Operations Research and Management Science, 839–44. Boston, MA: Springer US, 2013. http://dx.doi.org/10.1007/978-1-4419-1153-7_1151.

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Conference papers on the topic "Knowledge management"

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Razi, Mohamed Jalaldeen Mohamed, Nor Shahriza Abdul Karim, and Norshidah Mohamed. "Knowledge Management Enablers and Knowledge Management Implementation." In 2012 International Conference on Advanced Computer Science Applications and Technologies (ACSAT). IEEE, 2012. http://dx.doi.org/10.1109/acsat.2012.58.

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Sumner, Mary. "Knowledge management." In the 1999 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1999. http://dx.doi.org/10.1145/299513.299601.

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Skok, Walter. "Knowledge management." In the 1999 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1999. http://dx.doi.org/10.1145/299513.299625.

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Marsh, Geoffrey. "Knowledge management." In the 28th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/354908.354949.

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"Knowledge Management." In 2021 Fifth International Conference on Information Retrieval and Knowledge Management (CAMP). IEEE, 2021. http://dx.doi.org/10.1109/camp51653.2021.9498237.

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"Knowledge Management." In 2018 Fourth International Conference on Information Retrieval and Knowledge Management (CAMP). IEEE, 2018. http://dx.doi.org/10.1109/infrkm.2018.8464765.

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"Knowledge management." In 2016 Third International Conference on Information Retrieval and Knowledge Management (CAMP). IEEE, 2016. http://dx.doi.org/10.1109/infrkm.2016.7806347.

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Dubey, K. K., and D. Kalwale. "Knowledge management." In ICWET '10: International Conference and Workshop on Emerging Trends in Technology. New York, NY, USA: ACM, 2010. http://dx.doi.org/10.1145/1741906.1742035.

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Naik, Neelam. "Knowledge management." In the International Conference & Workshop. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1980022.1980383.

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Zhao, Rongying, Limin Xu, and Yuehua Zhao. "From the Knowledge Management to Knowledge Management Science." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576954.

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Reports on the topic "Knowledge management"

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Huang, Peng, Atreyi Kankanhalli, Harris Kyriakou, and Rajiv Sabherwal. Knowledge Management. MIS Quarterly, April 2018. http://dx.doi.org/10.25300/misq/2019/curations/04302018.

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Chalupsky, Hans, and Robert M. MacGregor. Ontologies, Knowledge Bases and Knowledge Management. Fort Belvoir, VA: Defense Technical Information Center, July 2002. http://dx.doi.org/10.21236/ada408551.

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Meacham, Janette, Evaristo Bonano, Maelyn Melville, and Luisella Hunter. NEFC Knowledge Management Strategy. Office of Scientific and Technical Information (OSTI), January 2020. http://dx.doi.org/10.2172/1596910.

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Halliday, Kyle. Biodefense Knowledge Management System. Office of Scientific and Technical Information (OSTI), March 2020. http://dx.doi.org/10.2172/1634298.

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

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Pasquale, Joseph. Knowledge-Based Distributed Systems Management. Fort Belvoir, VA: Defense Technical Information Center, June 1986. http://dx.doi.org/10.21236/ada619313.

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Young, Ron, ed. APO Knowledge Management Facilitators Guide. Asian Productivity Organization, May 2020. http://dx.doi.org/10.61145/qhqt9093.

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The new second edition of the APO Knowledge Management Facilitators’ Guide (KMFG) reflects the updated APO KM Framework, ISO 30301 Knowledge Management Standard, and Industry 4.0 smart technology adoption. The five revised modules show how to navigate the transition to a digital society, manage change and knowledge, and remain agile, sustainable, and productive. The updated 42-item KM Assessment Tool in the KMFG Appendix is invaluable for KM consultants serving public- and private-sector clients in different socioeconomic settings.
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Young, Ron, ed. Knowledge Management and Innovation: Thriving in the Global Knowledge Economy. Asian Productivity Organization, November 2023. http://dx.doi.org/10.61145/crev7373.

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Founder Ron Young, Knowledge Associates Cambridge, Ltd., presents innovative KM approaches in this P-Insights report to help enterprises thrive in the rapidly evolving knowledge-based economy, focusing on steps for SMEs and social/ethical values. Low-cost/no-cost suggestions are given, with examples from multinationals navigating the knowledge economy transition.
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Rowan, Robert. Enhancing Knowledge Capture and Management within a Knowledge-Driven Workforce. Office of Scientific and Technical Information (OSTI), April 2024. http://dx.doi.org/10.2172/2340860.

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Bryant, Jackie J. Army Knowledge Management (AKM): Challenges Ahead. Fort Belvoir, VA: Defense Technical Information Center, January 2002. http://dx.doi.org/10.21236/ada400781.

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