Relevant bibliographies by topics / Relationship to knowledge management

Academic literature on the topic 'Relationship to knowledge management'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Relationship to knowledge management"

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Alryalat, Haroun, and Samer Al Hawari. "Towards Customer Knowledge Relationship Management: Integrating Knowledge Management and Customer Relationship Management Process." Journal of Information & Knowledge Management 07, no. 03 (September 2008): 145–57. http://dx.doi.org/10.1142/s0219649208002020.

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Due to the strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.
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Gebert, Henning, Malte Geib, Lutz Kolbe, and Walter Brenner. "Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts[1]." Journal of Knowledge Management 7, no. 5 (December 2003): 107–23. http://dx.doi.org/10.1108/13673270310505421.

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Dysvik, Anders, Robert Buch, and Bård Kuvaas. "Knowledge donating and knowledge collecting." Leadership & Organization Development Journal 36, no. 1 (March 2, 2015): 35–53. http://dx.doi.org/10.1108/lodj-11-2012-0145.

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Purpose – The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX). Design/methodology/approach – Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses. Findings – Even though the authors observed a positive relationship between employees’ knowledge donating and managers’ knowledge collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships. Research limitations/implications – The data were cross-sectional, thus prohibiting causal inferences. Practical implications – SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors. Originality/value – Given the importance of knowledge-sharing processes, a better understanding of the conditions under which knowledge donating related to knowledge collecting is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how SLMX moderates the association between knowledge donating and knowledge collecting.
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Tseng, Shu-Mei. "Knowledge management capability, customer relationship management, and service quality." Journal of Enterprise Information Management 29, no. 2 (March 7, 2016): 202–21. http://dx.doi.org/10.1108/jeim-04-2014-0042.

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Purpose – Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality. Design/methodology/approach – In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used. Findings – The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality. Originality/value – Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.
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Mousakhani, Mohammad, and Khadijeh Rouzbehani. "On Knowledge Management." International Journal of Asian Business and Information Management 5, no. 4 (October 2014): 23–33. http://dx.doi.org/10.4018/ijabim.2014100103.

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Successful implementation of knowledge management for organization requires a systematic and comprehensive perspective about various organizational factors. Appropriateness of these factors and their integration and coordination is a vital prerequisite to implement knowledge management effectively. The primary purpose of the research is investigating the relationship between three fundamental aspects of intellectual assets – human capital, structural capital and relational capital – with knowledge management practices. The method of the research is descriptive and co relational. The research was conducted in petrochemical Company in Tehran. The total number of personnel was 720 and the sample of 265 members of personnel was selected as statistical sampling. According to the research findings, there are significant relationships between these intellectual assets and knowledge management practices. These findings support the necessity of preparing the prerequisites of effective implementation of knowledge management. Accordingly an organization characterized by more developed intellectual capitals can benefit from knowledge management initiatives.
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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 (October 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 in turn, two KM processes produced direct effects on organizational effectiveness and also mediated the relationship between some KM enablers and organizational effectiveness. This study contributes towards a better understanding of specific aspects of the KM phenomenon and provides several implications that could better assist the management of knowledge to enhance organizational effectiveness.
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Honarpour, Amir, Ahmad Jusoh, and Choi Sang Long. "Knowledge management and total quality management: a reciprocal relationship." International Journal of Quality & Reliability Management 34, no. 1 (January 3, 2017): 91–102. http://dx.doi.org/10.1108/ijqrm-03-2014-0040.

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Purpose This research is an effort to conceptualize the relationship between total quality management (TQM) and knowledge management in a new way. While some researchers considered knowledge management as a facilitator of TQM other scholars concerned TQM as an antecedent for knowledge management. The purpose of this paper is to propose a reciprocal causation between TQM and knowledge management. Design/methodology/approach The main focus of literature review is focusing on common practices of TQM and knowledge management. In the next step, joint variance analysis method is used to reanalyze the results of the empirical studies linking TQM to knowledge management. This approach aims to divide the multiple correlation squared and demonstrate what portion is distinctly connected to predictor variables and what portion is on account of common variance among predictors. Findings The result indicates that nearly half of all explained variances in empirical studies that considered the relationship between TQM and knowledge management disregarding the criteria are accounted for the joint variance of TQM and knowledge management processes. Therefore a reciprocal causation between TQM and knowledge management can be formulated. Originality/value This research is one of the first studies which explores the diverse results of the relationship between TQM and knowledge management from a methodological perspective.
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Liew, Chor‐Beng Anthony. "Strategic integration of knowledge management and customer relationship management." Journal of Knowledge Management 12, no. 4 (July 18, 2008): 131–46. http://dx.doi.org/10.1108/13673270810884309.

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

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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 processual framework for knowledge management is proposed. The developed process is tested through the identification of critical elements of knowledge management in an automaker company using the Cambridge Process Approach, an action research strategy. This paper summarizes a discussion of the critical elements of knowledge management in order to propose a set of KM actions observing the close relationship necessary between manufacturing and technology strategies.
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Dissertations / Theses on the topic "Relationship to knowledge management"

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Ren, Yi. "Knowledge Translation Across Boundaries: Converting Scholarly Knowledge to Research Highlights for Management Practitioners." Thesis, Boston College, 2019. http://hdl.handle.net/2345/bc-ir:108639.

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Thesis advisor: Jean M. Bartunek
This dissertation examines the knowledge translation from one professional community to another that has distinct priorities, values, and commutation styles: management academia to practice. More specifically, I examined knowledge translation in the form of converting peer-reviewed management research papers into practitioner-oriented research highlights. Drawing from archival and interview data, I conducted three interrelated empirical studies to investigate this phenomenon. In the first study, using the framework of Gatekeeping Theory (Lewin, 1947; Shoemaker, 1991), I examine the process and norms of how knowledge translators select from the vast amount of management research and decide which ones deserve to be translated toward practitioners. In the second study, I build on Communication Accommodation Theory (Giles, Coupland, & Coupland, 1991) to examine the processes, underlying motivations, and translation strategies of how knowledge translators conduct the knowledge conversion, especially how they manage the often conflicting demands between source knowledge producers and recipients of translated knowledge. In the third study, drawing on insights from the cross-cultural psychology literature, I examine how knowledge translators’ strategies may differ systematically when they write in two different languages toward audiences in two different cultures. This dissertation contributes to the knowledge translation literature, the academic-practitioner knowledge transfer literature, and the communication literature with insights on the micro-processes and strategies underlying knowledge translation, the generative tensions in this multi-party process, and the perceptions of and relationships between the academic and practitioner communities
Thesis (PhD) — Boston College, 2019
Submitted to: Boston College. Carroll School of Management
Discipline: Management and Organization
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Na, Seunguk. "Knowledge management : an exploration of knowledge sharing within project-based organisations." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/knowledge-management-an-exploration-of-knowledge-sharing-within-projectbased-organisations(0d4ec79c-4bd9-4959-938a-4dc370925051).html.

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For several years, knowledge has been treated as a key successful resource in business and management. As knowledge management has been researched in various research domains, academics in project management have been also interested in the potential role of knowledge management. The aim of the research is to explore the usefulness and potentiality of knowledge management as well as to confirm the influencing elements of knowledge sharing within project-based organisations. This research implemented a qualitative research method which prompted an in-depth understanding of individual members’ perceptions towards knowledge sharing in project teams. In order to fulfil the methodological objective, the data were collected by using semi-structured interviews with 26 project managers from five project-based firms. The grounded theory method was adopted as the data analysis technique of this study. It allowed the researcher to explore and analyse the individuals’ perceptions of knowledge sharing and knowledge management. As a result, this study suggests four potential influencing factors of knowledge sharing, which are trust, relationship, motivation, and self-efficacy. The research data show that trust plays a role as a basic currency between members to share knowledge. Positive and affirmative relationships with other members will make it easy to share more knowledge and lead to better quality of knowledge. In this research, the informants also imply that members would be motivated to engage in knowledge sharing in respect to workload, culture, and remuneration. Lastly, one’s belief that one can achieve certain things -self-efficacy- is also important to create improved knowledge sharing between members in project teams. The research found that the majority of the companies managed their knowledge and carried out knowledge sharing activities. However, most of them did not recognise that their behaviours were relevant to knowledge management. In this research, the author suggests that confirming precedent knowledge management and knowledge sharing activities should occur prior to adopting new approaches. Furthermore, this research explores the potential influencing factors that play a role as either enablers or barriers. Thus, project managers and management should be cautious and ensure that influencing factors are equally balanced. Due to the nature of qualitative research methods, the sample size is relatively small compared to quantitative methods such as a survey and a questionnaire. As a result, future studies will consider more data in order to enhance further applicability and utilisation of the research.
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Wessels, Heinrich H. "Knowledge based customer relationship management review and scoring model." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52908.

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Thesis (MBA)--Stellenbosch University, 2002.
ENGLISH ABSTRACT: Knowledge Based Customer Relationship Management (KB-CRM) is derived from Customer Relationship Management (CRM) and Knowledge Management (KM) that are two crucial components of today's enterprise business models. This report explores the fact that the management of the knowledge in the enterprise and customer relationship management is directly related to the success of the enterprise and attempts to understand the meaning of KB-CRM, what the domains are, and how to diagnose KB-CRM. Based on the research the following definition for KBCRM is derived in the report: To knowledge-enable the enterprise to provide personalised and integrated sales, service and marketing processes to acquire new customers, retain the right existing customers and to grow the relationships with existing customers at every touch point, anytime and anywhere to add value to both the customer and the organisation. The report contains a literature survey of CRM and KM, a discussion of each of the KB-CRM domains (customer, strategy, process, people and technology) and a proposed KB-CRM diagnostic tool, derived from further research, that is applied in a proof on concept environment in the report.
AFRIKAANSE OPSOMMING: Kennis Gebaseerde Klante Verhoudings Bestuur (KG-KVB) is afgelei van Klante Verhoudings Bestuur (KVB) en Kennis Bestuur (KB) wat twee belangrike komponente van vandag se besigheids model uitmaak. In die studie verslag word die feit dat die bestuur van kennis en klante verhoudings in die onderneming direk verwant is aan die sukses van die onderneming behandel en word 'n poging aangewend om die betekenis van KG-KVB te verstaan, wat die domeine daarvan is en hoe KG-KVB gediagnoseer kan word in die onderneming. Gebaseer op 'n literatuur studie word die volgende definisie van KG-KVB in die verslag afgelei: Om die onderneming kennis-bevoegd te maak om persoonlike en geintegreerde verkoops, diens en bemarkings prosesse te verskaf om nuwe klante te kan verwerf, die regte bestaande klante te kan behou en om die verhouding met bestaande en moontlike klante by elke aanrakings punt te groei op enige tyd of enige plek om waarde toe te voeg vir die klant en vir die onderneming. Die studie verslag bestaan uit 'n literatuur studie van KVB en KB, 'n bespreking van die domeine van KG-KVB (die klant, strategie, prosesse, mense en tegnologie) en 'n voorgestelde KG-KVB dianoserings instrument wat afgelei is uit verdere navorsing en toegepas is in 'n "bewys-van-konsep" in die verslag.
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Memon, Salman Bashir. "Relationship between organisational culture and knowledge creation process in knowledge-intensive banks." Thesis, Queen Margaret University, 2015. https://eresearch.qmu.ac.uk/handle/20.500.12289/7313.

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Deployment of knowledge as a factor of production appeared to be a ‘centre of gravity’ for management science researchers from which the organisational strategy and policy of knowledge ‘exploration’ and ‘exploitation’ is likely to be devised in the new knowledge economy. Nonaka and Takeuchi’s knowledge creation process model provides a distinctive framework in management and organisation studies that broadly covers the knowledge sharing and creation process. The process of organisational knowledge creation in Japanese and Western organisations is thoroughly investigated. In spite of the ‘universal applicability’ of the SECI model as acclaimed by Nonaka, no such research has been carried out in any of the developing countries like Pakistan. Also, in spite of the recognition of the influence of culture on effective knowledge management implementation, knowledge management practices, and knowledge sharing, management and transfer the relationship between organisational culture and specific knowledge management processes were not investigated. This thesis contributes to the body of knowledge management literature on the relationship between organisational culture and knowledge creation process based on socialisation, externalisation, combination, and internalisation. A sample was drawn from 50 branches of three knowledge-intensive commercial banks in Karachi. Before examining the hypothesised relationship between organisational culture and knowledge creation processes based on ‘internally focused’ and ‘externally focused’ organisational culture factors, the separate confirmatory factor analysis provided the evidence of the latency of both knowledge creation and organisational culture constructs developed by a researcher using IBM AMOS v19. Results indicate that, in terms of ‘internally focused’ culture, the result have improved our perspective of the knowledge creation process in the context of an organisation that has the ability to keep focusing on the internal integration of systems, structures, and processes through employee and customer satisfaction. Moreover, in terms of ‘externally focused’ culture, the result have improved our perspective of the knowledge creation process in the context of organisations that keep focusing on adapting and changing in response to the prevailing environmental threats and opportunities.
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Quass, Eugene. "Leveraging customer relationship management through a knowledge creation process." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51816.

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Thesis (MComm)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: It is generally accepted that profitable relationships with customers are increasingly important in determining the long-term success of the modem enterprise. Customer relationship management (CRM) is widely considered as an appropriate methodology for building strong and mutually beneficial relationships with customers and, therefore, the study established the definition and scope of CRM. Customer knowledge could be considered a cornerstone of any CRM strategy and the ability of the enterprise to create and leverage customer knowledge is viewed as a source of competitive advantage. The study aimed at establishing clarity on the methodologies and approaches to the organizational knowledge creation process. Finally, the integration of knowledge creation and leverage processes into the CRM strategy was considered. Scrutiny of the available literature revealed a comprehensive description of the concept of CRM. The various models of CRM presented in the study clearly illustrated the different focus areas and components of CRM. The most prominent characteristics of a CRM strategy were found to be an emphasis on strategy, the networking of key stakeholders, customer intimacy and the use of appropriate technology. The approaches to the creation of organizational knowledge were analysed and it was found that the conversion between tacit and explicit knowledge is key to the creation of organizational knowledge. The generally accepted principles for the leverage of knowledge were adapted for possible incorporation into a CRM strategy. The salient conclusion of this study was that a knowledge creation process could be used to build the enterprise's stock of customer knowledge. It was found that the principles of knowledge leverage could be applied to the customer knowledge base in order to build lasting and profitable customer relationships. Recommendations were offered for the improved leverage of a CRM strategy through the integration of knowledge creation, knowledge leverage and CRM methodologies and principles. Finally, suggestions were made for further academic research on the anatomy and implementation of CRM.
AFRIKAANSE OPSOMMING: Dit word algemeen aanvaar dat kliente verhoudingsbestuur 'n toenemende rol sal speel in die lang termyn sukses van die moderne onderneming. Kliente verhoudingsbestuur word wyd erken as 'n gepasde metodologie om sterk en wedersyds voordelige verhoudinge met kliente te bewerkstellig. Die studie het ten doel gehad om die definisie en omvang van kliente verhoudingsbestuur te bepaal. Kliente kennis is 'n hoeksteen van enige kliente verhoudingsbestuur strategie en die onderneming se vermoeë om kliente kennis te skep en te benut word gesien as 'n bron van kompeterende voordeel. Die studie het gepoog om duidelikheid te verkry oor die metodologieë en benaderings wat gevolg kan word in die ondernemingskennis skeppingsproses. Ten slotte is die oorvleueling tussen die kennis skeppingsproses en die kliente verhoudingsbestuur strategie ondersoek. Gebasseer op die studie van die relevante literatuur is 'n omvattende definisie van kliente verhoudingsbetuur blootgelê. Die onderskeie modelle van kliente verhoudingsbestuur wat ondersoek is in die studie, het die fokus en verskeie komponente van kliente verhoudingsbestuur uitgelig. Die mees prominente karakter eienskappe van die kliente verhoudingsbestuur strategie is aangedui as die fokus op ondernemings strategie, netwerke van belangegroepe, kliente intimiteit en die gebruik van toepaslike inligtingstegnologie. 'n Analise van die benaderings tot kenniskepping in die onderneming het uitgelig dat die oorgang van ontasbare kennis na tasbare kennis die kern uitmaak van ondernemingskennis skepping. Die algemeen aanvaarde beginsels tot die benutting van kennis is daarna aangepas vir die moontlike gebruik in die kliente verhoudingsbestuur strategie. Die belangrikste gevolgtrekking van hierdie studie was dat 'n kennis skeppingsproses gebruik kan word om die onderneming se kliente kennis uit te brei. Daar is ook gevind dat die beginsels van kennis benutting toegepas kan word op bestaande kliente kennis ten einde langtermyn winsgewende verhoudings met kliente te bewerkstellig. Aanbevelings is gemaak vir die verbeterde benutting van die kliente verhoudingsbestuur strategie deur middel van die integrasie van kennis skepping, kennis benutting en kliente verhoudingsbestuur metodologieë en -beginsels. Ten slotte is voorstelle gemaak vir verdere akademiese studies aangaande die struktuur en implementering van kliente vehoudingsbestuur.
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Taljaard, Louise. "Mapping the relationship between knowledge management and information architecture." Master's thesis, University of Cape Town, 2007. http://hdl.handle.net/11427/8072.

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Includes bibliographical references (leaves 106-115).
This dissertation defines knowledge in terms or traditional epistemological ideals and as a strategic resource. Knowledge management is defined in terms or the ability or organizations to manage knowledge as a strategic resource in order to gain all advantage from it. In the knowledge management framework, knowledge is presented as a continuum consisting of tacit, implicit and explicit knowledge. Tacit and implicit knowledge is managed through the acknowledgement of the social nature of knowledge. One method to achieve this is communities of practice. On the other end of the spectrum, explicit knowledge is very close in nature and character to information. Due to the expansion of available information resources the design and structure of information (explicit knowledge) for effective retrieval has become very important. Information architecture is a field that specializes in the design and structure of information for effective retrieval. Traditional information architecture tools such as metadata and subject classification address some of the issues, but experience difficulty in heterogeneous environments such as the Internet. Topic maps are considered as a possible solution to the concerns of metadata classification and subject based classification. Due to the extent and nature of the information recorded in a topic map, it becomes an information resource in itself. Topic maps also act as an enabling technology for knowledge management as it maps the complex relationships between concepts and include a range of information resources. The conclusion of this dissertation is the representation of a conceptual model based on the themes developed in this dissertation. The main advantage of the conceptual model is the clear and direct link between knowledge management and information architecture.
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Ledbetter, Caren M. "The relationship of knowledge management and ethics management to perceived wise leadership an empirical investigation /." Full text available, 2005. http://images.lib.monash.edu.au/ts/theses/ledbetter.pdf.

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Dielewicz, Jan. "Sample Solutions as First Step to Knowledge Management." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5721.

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Knowledge Management and Customer Care are regarded to be able to strengthen the competitive capability of a company. Knowledge Management is supposed to increase the innovative power for problem solving whereas Customer Relationship Management is supposed to increase the customer satisfaction and thereby the customer loyalty. This case study followed a mixed approach to combine aspects from the Knowledge Management and the Customer Relationship Management. Matter of this study was a small-size organization that had a demand for a ticket system for the 2nd and 3rd level support as part of their customer service. Because of an increasing volume of incoming requests, it was necessary to change the system from e-mail clients to a ticket system. Additionally, the company wanted to assure that all agents are able to process all types of requests in order to keep up good service quality even if the experts are not available. For this reason, the concept of this study was not only to introduce a ticket system, but also to implement a Knowledge Base storing the knowledge how to solve the requests in shape of sample solutions. The aim of the study was to find out whether such an approach would be possible, what the success influencing factors would be and what effect such an approach would have on the overall Knowledge Management practices. For this purpose the study made use of qualitative research methods, like interviews and observations, throughout the whole project’s duration. As a result, the project was not able to deliver the desired insights completely. The introduction of the pure ticket system was very successful as the employees reported an improvement of their working processes. The Knowledge Base however was not used during the observation period at all. As a standard risk for projects, late hardware delivery, turned into a problem and used up the planed buffers, the remaining time for observation, whether the Knowledge Base would be used or not, was too short. Therefore, it is necessary to do a follow-up study and assess whether the effect only is late or there is no effect. It might even be necessary to prove the approach in another environment, as the studied company very much relies on the personalization approach for Knowledge Management. Because of the well developed communication culture at the studied company, the employees prefer direct communication for knowledge sharing and knowledge transfer. That inhibits knowledge codification as a Knowledge Management approach. This itself, of course is a valuable insight.
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Gunasegaran, A. "Employee relationship planning (ERPII)." Thesis, Coventry University, 2009. http://curve.coventry.ac.uk/open/items/b2f96d06-6463-b900-a09b-693f3e988b09/1.

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By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.
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Simon, Lisa. "The Relationship between Knowledge Management Tools and Interprofessional Healthcare Team Decision Making." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/1939.

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Rising costs and continued risks in patient care indicate that knowledge management (KM) tools have not been fully recognized in healthcare. A case study was conducted to determine how KM tools might support the decision-making process of interprofessional teams. The study was predominately qualitative with a quantitative supplemental component. A questionnaire was used to collect data; this questionnaire contained open-ended questions along with Baggs' Collaboration and Satisfaction about Care Decisions and Anderson & West's Team Climate Inventory instruments. Responses to open-ended questions were reviewed, categorized, and coded as part of the qualitative analysis. Descriptive statistics were completed from Likert scale responses. Participants were selected from existing interprofessional transitional care teams in clinics at a VA hospital; a total of 29 participants volunteered. The framework of decision making and KM was the basis for the study. The research concentrated on interprofessional teams' environment characteristics of trust, collaboration, and sharing. The intended goal of the study was to understand how satisfaction in the delivery of collaborative care decisions and the team climate might influence the success of using or implementing KM tools. Key findings included the importance of communication to support teams' knowledge sharing and collaboration; findings also revealed how the satisfaction in the patient care decision-making process may influence a team's climate for innovation, collaboration, and sharing. These insights may inform the development and implementation of healthcare KM tools. Through the use of KM tools to support clinical decision making, opportunities become available to improve patient care and reduce costs, which lead to a positive social change in minimizing the disparity in the healthcare delivery system.
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Books on the topic "Relationship to knowledge management"

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service), SpringerLink (Online, ed. Customer Knowledge Management: Improving Customer Relationship through Knowledge Application. Berlin, Heidelberg: Springer-Verlag Berlin Heidelberg, 2011.

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Customer knowledge management: People, processes, and technology. Hershey, PA: Information Science Reference, 2009.

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Customer-centric knowledge management: Concepts and applications. Hershey, PA: Information Science Reference, 2012.

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Connelly, F. Michael. A conceptualization of the relationship between teachers' personal practical knowledge, board and government policies and their expressionin school practices. [Toronto?: Ontario Institute for Studies in Education?, 1985.

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Nätti, Satu. Customer-related knowledge utilisation in the collaborative relationships of professional service organisation. Oulu: Oulu University Press, 2005.

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

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Murrell, Audrey J. Intelligent mentoring: How IBM creates value through people, knowledge, and relationships. Upper Saddle River, NJ: IBM Press, 2008.

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Wang, Catherine Lihong. Knowledge management orientation, organisational capabilities and performance: An empirical test of performance relationships using structural equation modeling. Wolverhampton: University of Wolverhampton, 2003.

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Aboriginal environmental knowledge: Rational reverence. Burlington, VT: Ashgate, 2008.

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1949-, Sillitoe Paul, and Pottier Johan, eds. Development and local knowledge: New approaches to issues in natural resources management, conservation, and agriculture. New York: Routledge, 2003.

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Book chapters on the topic "Relationship to knowledge management"

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Wilde, Silvio. "Customer Relationship – Customer Knowledge." In Customer Knowledge Management, 45–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16475-0_5.

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Rajola, Federico. "Organization of Knowledge Discovery and Customer Insight Activities." In Customer Relationship Management, 61–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24718-0_5.

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Schulze, Jens, Volker Bach, Hubert Österle, and Frédéric Thiesse. "Knowledge Enabled Customer Relationship Management." In Business Networking, 135–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56502-1_7.

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Schulze, Jens, Frédéric Thiesse, Volker Bach, and Hubert Österle. "Knowledge Enabled Customer Relationship Management." In Business Networking, 143–60. Berlin, Heidelberg: Springer Berlin Heidelberg, 2000. http://dx.doi.org/10.1007/978-3-642-98076-3_7.

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Park, Sang-Chan, Kwang Hyuk Im, Jong Hwan Suh, Chul Young Kim, and Jae Won Kim. "Ubiquitous Customer Relationship Management (uCRM)." In Rough Sets and Knowledge Technology, 324–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2007. http://dx.doi.org/10.1007/978-3-540-72458-2_40.

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Zwegers, Arian, Herbert Wubben, and Ingo Hartel. "Relationship Management in Enterprise Networks." In Knowledge and Technology Integration in Production and Services, 157–64. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-0-387-35613-6_17.

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Formisano, Vincenzo. "The Bank-Company Relationship." In Non-Knowledge Risk and Bank-Company Management, 84–128. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/9781137497130_4.

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Bahra, Nicholas. "The Future of Knowledge Management in the New Economy and its Relationship with Competitor Intelligence." In Competitive Knowledge Management, 190–207. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230554610_14.

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Sheng, Hao, Weichao Feng, and Shuo Zhang. "Cellular Automata Based on Occlusion Relationship for Saliency Detection." In Knowledge Science, Engineering and Management, 28–39. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-47650-6_3.

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Huang, Jiaqi, Yong Feng, Mingliang Zhou, and Baohua Qiang. "Relationship-Aware Hard Negative Generation in Deep Metric Learning." In Knowledge Science, Engineering and Management, 388–400. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-55393-7_35.

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Conference papers on the topic "Relationship to knowledge management"

1

Bueren, A., R. Schierholz, L. Kolbe, and W. Brenner. "Customer knowledge management - improving performance of customer relationship management with knowledge management." In 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265416.

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Xue, Jie, and Zhengang Zhang. "Research on the Relationship between Knowledge Management Infrastructure, Knowledge Sharing and Knowledge Management Performance." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577022.

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Lee, Chien-Sing, Jun-Jie Foo, Vinudha Jeya Sangar, Pei-Yee Chan, Weng-Keen Hor, and Eng-Keong Chan. "A Knowledge Management-Extended Gamified Customer Relationship Management System." In 2017 International Conference on Soft Computing, Intelligent System and Information Technology (ICSIIT). IEEE, 2017. http://dx.doi.org/10.1109/icsiit.2017.46.

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Magro, Diego, and Anna Goy. "The business knowledge for customer relationship management." In the first international workshop. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1452567.1452571.

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Weidong, Zhao, Dai Weihui, and Yang Kunlong. "The relationship of business intelligence and knowledge management." In 2010 2nd IEEE International Conference on Information Management and Engineering. IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5477464.

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Bhanu, Farida, and D. Magiswary. "Electronic Customer Relationship Management Systems (E-CRM): A knowledge management perspective." In 2010 International Conference on Education and Management Technology (ICEMT). IEEE, 2010. http://dx.doi.org/10.1109/icemt.2010.5657629.

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"Cluster Analysis of the Relationship Between Traditional and Innovation Economies." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.043.

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Carlisle, Judith. "A Look into the Relationship between Knowledge Management and the Knowledge Hierarchies." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.19.

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Huiying, Zhang, and Wang Hui. "Analysis of knowledge map for the relationship between innovation and knowledge creation." In 2011 6th International Conference on Product Innovation Management (ICPIM). IEEE, 2011. http://dx.doi.org/10.1109/icpim.2011.5983714.

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Xiu-qing, Peng, and Cai Li. "The relationship between entrepreneurial learning and entrepreneurial knowledge." In 2013 International Conference on Management Science and Engineering (ICMSE). IEEE, 2013. http://dx.doi.org/10.1109/icmse.2013.6586442.

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Reports on the topic "Relationship to knowledge management"

1

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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Wiggins, Bryan K., Kara A. Marsh, Luciano Viera, Sean M. Marsh, and Matt Boehmer. Military Knowledge Study: Measuring Military Knowledge and Examining Its Relationship With Youth Propensity. Fort Belvoir, VA: Defense Technical Information Center, September 2005. http://dx.doi.org/10.21236/ada444516.

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Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, August 2002. http://dx.doi.org/10.21236/ada405493.

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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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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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Aldrich, Susan. Customer Support: Success with Knowledge Management. Boston, MA: Patricia Seybold Group, June 2007. http://dx.doi.org/10.1571/cs06-07-07cc.

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