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Artículos de revistas sobre el tema "Knowledge Information Management"

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Autor: Grafiati

Publicado: 14 de marzo de 2023

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1

Šilerová, E. y L. Kučírková. "Knowledge and information systems". Agricultural Economics (Zemědělská ekonomika) 54, No. 5 (13 de junio de 2008): 217–23. http://dx.doi.org/10.17221/245-agricecon.

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We can see that the today’s management level of informations is not quite fully controlled in most businesses. Nowadays generation of information systems creates support for business processes with the aim of optimalization of these processes on the bases of experiences with similar business processes. Today’s information systems are at the level of data management or information management. Quite a few manage information processes in the area of tactical and strategic planning and almost no one manages processes in the areas of gathering, distribution and sharing of knowledge in business. We can say, that investments to the information technologies do not guarantee the successful way to the management of information and knowledge in business.

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2

P. Sivaranjini, P. Sivaranjini y S. Praveena S. Praveena. "Knowledge Management System for Organisational Development Information Technology". Indian Journal of Applied Research 3, n.º 6 (1 de octubre de 2011): 363–64. http://dx.doi.org/10.15373/2249555x/june2013/120.

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3

FUJIMOTO, Rihei. "Knowledge management and Information management". Journal of Information Processing and Management 44, n.º 2 (2001): 140. http://dx.doi.org/10.1241/johokanri.44.140.

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4

Kuryło, Piotr, Adam Wysoczański y Piotr Bonarski. "Knowledge and Information Management". System Safety: Human - Technical Facility - Environment 3, n.º 1 (1 de mayo de 2021): 1–10. http://dx.doi.org/10.2478/czoto-2021-0001.

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Abstract The paper describes selected issues related to knowledge management in a manufacturing company with a detailed analysis of the impact of optimal management using the MES system on financial and production results. The study presents an analysis of the company’s results before and after the implementation of the knowledge and information management system in a manufacturing company. Moreover, the paper presents an analysis of the company’s operations and defines a strategy for further activities aimed at increasing the financial and operational efficiency of the analysed production company.

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5

Doyle, Jacqueline D. "Knowledge-Based Information Management". Medical Reference Services Quarterly 13, n.º 2 (3 de junio de 1994): 85–97. http://dx.doi.org/10.1300/j115v13n02_08.

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Dr.J.Santhi, Dr J. Santhi, Dr S. Jeyachitra Dr.S.Jeyachitra y Amudha Amudha. "An Overview of Knowledge Management in Library Information Sector". Indian Journal of Applied Research 3, n.º 10 (1 de octubre de 2011): 1–2. http://dx.doi.org/10.15373/2249555x/oct2013/62.

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7

Polyakov, Maxim, Igor Khanin, Vladimir Bilozubenko, Maxim Korneyev y Natalia Nebaba. "Information technologies for developing a company’s knowledge management system". Knowledge and Performance Management 4, n.º 1 (23 de diciembre de 2020): 15–25. http://dx.doi.org/10.21511/kpm.04(1).2020.02.

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Escalating competition, technological changes and the struggle for innovation present companies with a knowledge management (KM) challenge. To implement it at the modern level, it is necessary to develop a knowledge management system (KMS). Significant opportunities for this are created by information technologies (IT), qualitatively changing approaches to knowledge management. Therefore, the study aims to clarify the theoretical foundations of shaping the company’s KMS and conceptualize information tools for its formation. Within the theoretical foundations of KM, its essence (as a systematic management activity and a set of measures to ensure the business processes of obtaining, storing, disseminating and using knowledge in the company), the subject (the aforementioned processes and various types of knowledge), and links with other types of management (innovation, information, personnel management, etc.) are specified. Given the main goals, principles and tasks of KM, its main approaches, key processes and control elements are summarized. The conceptual foundations of KMS development are formulated and its subsystems (methodological, planning, information, and functional subsystems for ensuring business processes for obtaining, distributing and using knowledge) are highlighted. Given the importance of IT, the following concepts have been formulated: a portal for R&amp;D management, innovation management platforms, and a tool for formalizing knowledge and corporate knowledge base. Their purpose, functionality, and the role of ensuring work with knowledge and KM implementation are described. The problem of their implementation, operation and improvement is emphasized. The research results allow creating a new technological basis for the introduction of knowledge management.

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8

Martin, Bill. "Knowledge management". Annual Review of Information Science and Technology 42, n.º 1 (5 de noviembre de 2009): 369–424. http://dx.doi.org/10.1002/aris.2008.1440420116.

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9

Kruesi, Lisa. "Practical Knowledge and Information Management". Journal of the Australian Library and Information Association 68, n.º 3 (3 de julio de 2019): 312. http://dx.doi.org/10.1080/24750158.2019.1649623.

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van den Hoven, John. "Information Resource Management: Foundation for Knowledge Management". Information Systems Management 18, n.º 2 (marzo de 2001): 80–83. http://dx.doi.org/10.1201/1078/43195.18.2.20010301/31281.12.

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11

Gray, Paul. "Knowledge Management". Information Systems Management 19, n.º 1 (enero de 2002): 89–93. http://dx.doi.org/10.1201/1078/43199.19.1.20020101/31481.12.

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12

Hannabuss, Stuart. "Knowledge Management". Library Management 8, n.º 5 (mayo de 1987): 2–50. http://dx.doi.org/10.1108/eb054901.

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13

Ferguson, Stuart y Shelda Debowski. "Knowledge Management". Australian Academic & Research Libraries 38, n.º 4 (diciembre de 2007): 299–300. http://dx.doi.org/10.1080/00048623.2007.10721315.

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14

Colby, Beverly, Mary J. Durham y Kris Liberman. "Knowledge Management". Bulletin of the American Society for Information Science and Technology 28, n.º 6 (31 de enero de 2005): 7. http://dx.doi.org/10.1002/bult.253.

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15

Streatfield, David y Tom Wilson. "Deconstructing ‘knowledge management’". Aslib Proceedings 51, n.º 3 (abril de 1999): 67–72. http://dx.doi.org/10.1108/eum0000000006964.

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16

Alexander, Ian. "Knowledge Management Systems". European Journal of Information Systems 12, n.º 1 (marzo de 2003): 73–74. http://dx.doi.org/10.1057/palgrave.ejis.3000440.

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17

Zeleny, Milan. "Integrated Knowledge Management". International Journal of Information Systems and Social Change 4, n.º 4 (octubre de 2013): 62–78. http://dx.doi.org/10.4018/jissc.2013100104.

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In this paper the author presents the inception of Integrated Knowledge Management (IKM). Knowledge management is entering its new stage, after the delays of its “definitionless”, IT-based period, when knowledge got confused with information, losing thus two decades of fruitful development. Although there now is a significant information overload, killing productivity, creativity and innovation, there can never be any knowledge overload. Knowledge is fundamentally different from information. The integration of data, information, knowledge and wisdom into a coherent and unified management support is necessary for effective transformational IKM support systems. The author draws the necessary distinction between information and knowledge and show that although it is difficult to measure the value of information, the value of knowledge can be measured simply and effectively: by the metric of added value. Several quantitative examples of knowledge measurement are also given. Once people learn how to measure knowledge, the value of the inputs of data and information can be derived. The space is thus opened for integrated knowledge management. Integrating data mining, information processing, knowledge management and wisdom attainment into a unified support system is a prerequisite for effective management in the post-crisis era of socio-economic transformation.

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18

Sensky, Tom. "Knowledge management". Advances in Psychiatric Treatment 8, n.º 5 (septiembre de 2002): 387–95. http://dx.doi.org/10.1192/apt.8.5.387.

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Knowledge management sounds superficially like yet another of those topical expressions describing something that has been developed outside medicine and is possibly ill-suited for application within the field, but offering an excuse for yet more change. However, one of the distinguishing features of every profession is that it applies a body of specialist knowledge and skills to a defined purpose. Knowledge in medicine is growing exponentially. In a recent survey of just 22 general practices, the practice guidelines identified weighed 28 kg (Hibble et al, 1998)! In psychiatry, about 5500 papers which potentially have clinical relevance are published annually. Keeping pace with knowledge as it grows is a major challenge for all clinicians. This is reflected in the National Health Service (NHS) information strategy, which identifies three specific needs of clinicians (NHS Executive, 1998). These are: •fast, reliable and accurate information about patients in their care;•access to knowledge to inform clinical practice;•access to information to underpin evaluation of clinical practice, planning and research, clinical governance and continuing professional development.

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19

ZELENY, MILAN. "KNOWLEDGE OF ENTERPRISE: KNOWLEDGE MANAGEMENT OR KNOWLEDGE TECHNOLOGY?" International Journal of Information Technology & Decision Making 01, n.º 02 (junio de 2002): 181–207. http://dx.doi.org/10.1142/s021962200200021x.

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Knowledge Technology (KT) is an important new development, extending and ultimately replacing IT. Meaningful and substantial Knowledge Management (KM) is crucially dependent on a useful and operational definition of knowledge. Such notion of knowledge must be clearly differentiated from so called "explicit (or codified) knowledge", i.e. from information. Information, in any form or shape, is not knowledge. While information is a symbolic description of action, knowledge is action itself. The understanding that knowing is doing and doing is knowing comes from the Western philosophical tradition of pragmatism, exemplified by Dewey, Lewis and Polanyi. In this paper, we look at knowledge as a manifest ability of purposeful coordination of action and redefine the purpose of knowledge management as turning information (description) into knowledge (action) and not vice versa. While there can be an information overload, there is never any "knowledge overload".

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20

Turulja, Lejla y Nijaz Bajgoric. "Information technology, knowledge management and human resource management". VINE Journal of Information and Knowledge Management Systems 48, n.º 2 (14 de mayo de 2018): 255–76. http://dx.doi.org/10.1108/vjikms-06-2017-0035.

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Purpose Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. Design/methodology/approach The survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing. Findings IT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance. Research limitations/implications First, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results. Practical implications From managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness. Originality/value The main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.

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21

Chou, Tzu-Chuan, Pao-Long Chang, Chien-Tzu Tsai y Yih-Ping Cheng. "Internal learning climate, knowledge management process and perceived knowledge management satisfaction". Journal of Information Science 31, n.º 4 (agosto de 2005): 283–96. http://dx.doi.org/10.1177/0165551505054171.

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22

Aljarallah, Mohammed Khaled. "Accounting Information Systems and Knowledge Management". International Journal of Managing Public Sector Information and Communication Technologies 11, n.º 3 (30 de septiembre de 2020): 1–9. http://dx.doi.org/10.5121/ijmpict.2020.11301.

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23

Owen, John Mackenzie. "Knowledge management and the information professional". Information Services & Use 19, n.º 1 (1 de enero de 1999): 7–16. http://dx.doi.org/10.3233/isu-1999-19103.

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24

van Halm, Johan. "Knowledge and information management (KIM’21)*". Information Services & Use 19, n.º 4 (1 de octubre de 1999): 305–6. http://dx.doi.org/10.3233/isu-1999-19407.

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25

Komaritsa, V. N. "Information in the Knowledge Management System". Information and Innovations 14, n.º 1 (2019): 18–28. http://dx.doi.org/10.31432/1994-2443-2019-14-1-18-28.

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26

Zmiivska, Iryna Vitaliivna y Liubov Afanasiivna Oboianska. "Information technology knowledge management in business". Engineering and Educational Technologies 7, n.º 3 (30 de septiembre de 2019): 98–105. http://dx.doi.org/10.30929/2307-9770.2019.07.03.09.

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27

Varde, Aparna y Jian Pei. "Advances in information and knowledge management". ACM SIGIR Forum 42, n.º 1 (junio de 2008): 29–35. http://dx.doi.org/10.1145/1394251.1394257.

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28

Gulati, Anjali. "Knowledge Management: An Information Technology Prospective". DESIDOC Bulletin of Information Technology 19, n.º 6 (1 de noviembre de 1999): 3–8. http://dx.doi.org/10.14429/dbit.19.6.3501.

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29

Deja, Marek y Dorota Rak. "Knowledge management and academic information behaviour". Aslib Journal of Information Management 71, n.º 4 (15 de julio de 2019): 480–99. http://dx.doi.org/10.1108/ajim-09-2018-0219.

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Purpose The purpose of this paper is to investigate the influence of metaliteracy on collaborative and individual information behaviour (IB) among academic staff. The goal is to observe the impact of these competencies on knowledge management (KM) and IB in research tasks connected with the humanities and social sciences. Design/methodology/approach This paper presents an implementation of two combined frameworks into a study on the IB of academics: metacompetencies described by Mackey and Jacobson in the metaliteracy model and Burke’s triple-A model. By using the Dervin’s micro-moment time-line interview framework, authors try to observe the state of development of information literacy and other supportive competencies among younger lecturers and researchers. Findings Scientists develop patterns of collaborative behaviour based on seven metaliteracy areas in KM. Research limitations/implications The study did not include students and other groups related to the academic environment. Their involvement in information processes is a very wide issue and should be the subject of a separate article. Originality/value The paper contributes to research development in the area of information literacy as a KM efficiency factor. IB in this paper is a broad concept, in which the development of metaliteracy is an important aspect of lecturers’ and researchers’ KM and collaboration skills.

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Gottschalk, Petter. "Information systems in police knowledge management". Electronic Government, an International Journal 4, n.º 2 (2007): 191. http://dx.doi.org/10.1504/eg.2007.013983.

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31

Hughes, John A., Mark Rouncefield y Peter Tolmie. "Representing knowledge: instances of management information". British Journal of Sociology 53, n.º 2 (junio de 2002): 221–38. http://dx.doi.org/10.1080/00071310220133313.

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32

Thorn, Christopher A. "Knowledge Management for Educational Information Systems". education policy analysis archives 9 (19 de noviembre de 2001): 47. http://dx.doi.org/10.14507/epaa.v9n47.2001.

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This article explores the application of Knowledge Management (KM) techniques to educational information systems—particularly in support of systemic reform efforts. The first section defines knowledge and its relationship to information and data. There is also a discussion of various goals that might be pursued by organizations using KM techniques. The second section explores some of the fundamental design elements of an educational KM system. These include questions surrounding the unit of analysis, distributed computer resources, and organizational characteristics of successful KM efforts. Section three outlines the benefits that organizations expect to gain by investing in KM. Section four is a case history of the introduction of a district-level data system and the parallel efforts to support the aggregation and reporting of high-stakes educational outcomes for 8th grade students in the Milwaukee Public Schools (MPS) district. Finally, there are some preliminary conclusions about the capacity of an urban district in a complex policy environment to respond to the knowledge management needs of a decentralized system.

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33

Kebede, Gashaw. "Knowledge management: An information science perspective". International Journal of Information Management 30, n.º 5 (octubre de 2010): 416–24. http://dx.doi.org/10.1016/j.ijinfomgt.2010.02.004.

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34

Kacimi, Mouna, Fabian M. Suchanek y Aparna Varde. "Databases, information retrieval and knowledge management". ACM SIGMOD Record 42, n.º 3 (17 de octubre de 2013): 71–74. http://dx.doi.org/10.1145/2536669.2536685.

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Adedokun-Shittu, Nafisat Afolake y Abdul Jaleel Kehinde Shittu. "Knowledge Management Implementation in Information Society". International Journal of Knowledge Management 9, n.º 4 (octubre de 2013): 51–66. http://dx.doi.org/10.4018/ijkm.2013100104.

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Most organizations implementing knowledge management are thrilled by the numerous opportunities it offers and the International Islamic University Malaysia (IIUM) library is not left behind in the innovative shift. Even though knowledge management practice is demanded in information society, it does not exist as a full-fledged solution in most organizations yet. The reality in IIUM library is that it already employs certain elements of knowledge management through the use of IT to support various activities from administrative jobs to user education. Among the IT support system used include: the staff intranet and email to share and exchange information, library database to capture and store data and the digital library facilities to serve the diverse interest of its numerous customers. These imply that the strategies employed by IIUM library include: intellectual asset management strategy, personal knowledge asset responsibility strategy and mostly customer-focused knowledge strategy.The purpose of this study lies in its concern for whether the elements of knowledge management involved in the administration of IIUM library is achieving the goals of knowledge management and whether the staff and customers of IIUM library are maximizing the benefits of knowledge management in information societies.

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Au, Cheuk Hang y Walter S. L. Fung. "Integrating Knowledge Management into Information Security". International Journal of Knowledge Management 15, n.º 1 (enero de 2019): 37–52. http://dx.doi.org/10.4018/ijkm.2019010103.

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Repeated information security (InfoSec) incidents have harmed the confidence of people on enterprises' InfoSec capability. While most organisations adopt control frameworks such as ISO27001 and COBIT, the role and contribution of knowledge management on InfoSec was inadequately considered. The authors integrated the concepts of knowledge-centric information security and IT Governance (ITG) into an ITG-driven knowledge framework (ITGKF) for reinforcing InfoSec maturity and auditability of enterprises. The authors also tried to assess whether ITG can embrace proper knowledge circulation within the InfoSec community. The authors confirmed the positive influence of IT governance on knowledge-centric information security (KCIS) and information security maturity and audit result (ISMAR), the positive influence of KCIS on ISMAR, and the mediating role of KCIS between ITG and ISMAR. These indicated the significance of KM in InfoSec area. Based on the findings, they proposed possible changes of integrating KM in different InfoSec practices and audit standard.

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Dillnut, R. "Surviving the information explosion [knowledge management]". Engineering Management 16, n.º 1 (1 de febrero de 2006): 39–41. http://dx.doi.org/10.1049/em:20060109.

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Szczerbicki, Edward. "INTELLIGENT INFORMATION, KNOWLEDGE, AND TECHNOLOGY MANAGEMENT". Cybernetics and Systems 37, n.º 6 (septiembre de 2006): 505–8. http://dx.doi.org/10.1080/01969720600734370.

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Pauleen, David. "Personal knowledge management". Online Information Review 33, n.º 2 (17 de abril de 2009): 221–24. http://dx.doi.org/10.1108/14684520910951177.

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Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management". Journal of Quality in Health Care & Economics 5, n.º 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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Carreon Guillen, Javier. "Sociopolitical Culture of Knowledge Management". Journal of Quality in Health Care & Economics 5, n.º 3 (2022): 1–4. http://dx.doi.org/10.23880/jqhe-1600021.

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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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42

Borjigen, Chaolemen. "Mass collaborative knowledge management". Program 49, n.º 3 (6 de julio de 2015): 325–42. http://dx.doi.org/10.1108/prog-02-2015-0023.

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Purpose – The purpose of this paper is to reveal the underlying principles of knowledge processing in a new era of mass collaboration and provide an integrated guideline for organizational knowledge management (KM) based on identifying the gaps between the existing KM theories and emerging knowledge initiatives such as Web 2.0, Pro-Am, Crowdsourcing, as well as Open Innovation. Design/methodology/approach – This research mainly employs three types of research methodologies: Literature study was conducted to connect this study with conventional theories in KM and propose the main principles of Mass Collaborative Knowledge Management (MCKM). Object-oriented modeling was used for designing its interaction model. The case study method was employed to discuss the two typical practices carried out by Goldcorp Inc. as well as the Defence Advanced Research Projects Agency. Findings – This paper proposes the novel KM paradigm called MCKM and also provides its main principles and the interaction model. First, it identifies the gaps between emerging practices and existing KM theories. Second, it embraces the long tails into the scope of organizational KM and extends the scope of prevailing KM studies. Third, it falls back on Pro-Ams to save the costs of and to reduce the risk to organizational KM as well. Fourth, it highlights the advantages of opening organizational internal knowledge and transforms the core beliefs in conventional KM. Finally, it classifies organizational knowledge into two types, domain knowledge and non-domain knowledge, and provides some managing policies, respectively. Practical implications – Introducing MCKM into organizational KM will not only enhance the organizational knowledge creation and sharing, but also help an organization build its open knowledge ecosystem. Originality/value – This is a paper to introduce a new direction of KM studies, which guides an organization to build an open knowledge ecosystem by implementing mass collaborations and taking advantages of the complementary advantages of men and machines in knowledge processing.

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Hollocks, Brian. "Strategic Knowledge Management Technology". European Journal of Information Systems 15, n.º 1 (febrero de 2006): 111–12. http://dx.doi.org/10.1057/palgrave.ejis.3000536.

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44

Caldwell, Lynn, Sandra Davies, Fiona Stewart, Annette Thain y Ann Wales. "Scottish toolkit for knowledge management". Health Information and Libraries Journal 25, n.º 2 (junio de 2008): 125–34. http://dx.doi.org/10.1111/j.1471-1842.2007.00747.x.

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Jurisica, Igor. "Systematic Knowledge Management and Knowledge Discovery". Bulletin of the American Society for Information Science and Technology 27, n.º 1 (31 de enero de 2005): 9–12. http://dx.doi.org/10.1002/bult.183.

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Jones, Heather. "Risking knowledge management". Library Management 26, n.º 6/7 (agosto de 2005): 397–407. http://dx.doi.org/10.1108/01435120410609806.

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Edwards, John S. "Where knowledge management and information management meet: Research directions". International Journal of Information Management 63 (abril de 2022): 102458. http://dx.doi.org/10.1016/j.ijinfomgt.2021.102458.

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Wadhwa, S., Avneet Saxena y Bharat Wadhwa. "Hospital information management system: an evolutionary knowledge management perspective". International Journal of Electronic Healthcare 3, n.º 2 (2007): 232. http://dx.doi.org/10.1504/ijeh.2007.013103.

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Mercieca, Paul y Bernadette Welch. "Knowledge Management and Information Management: Convergence and future directions". International Journal of Knowledge, Culture, and Change Management: Annual Review 3, n.º 1 (2004): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v03/59106.

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Vail, Edmond F. "Knowledge Mapping: Getting Started with Knowledge Management". Information Systems Management 16, n.º 4 (septiembre de 1999): 16–23. http://dx.doi.org/10.1201/1078/43189.16.4.19990901/31199.3.

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