A Framework for Integrating Knowledge Process and System Design

Nissen, Mark E.; Kamel, Magdi N.; Sengupta, Kishore

doi:10.1080/07438613.2000.10744621

Cited by 8 publications

(5 citation statements)

References 4 publications

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“…This dimension pertains to the scale of knowledge management and extends from a single person, through work groups, to an enterprise as a whole‖. (Nissen, Kamel, & Sengupta, 2000). Furthermore ‗'The structure of the organisation has important implications for the creation, retention, and dissemination of knowledge''.…”

Section: A Knowledge Challenges For New Companiesmentioning

confidence: 99%

“…Furthermore ‗'The structure of the organisation has important implications for the creation, retention, and dissemination of knowledge''. Nissen et al (2000) and further research focusing on start-up companies Sekliuckiene, Vaitkiene, & Vainauskiene (2018) links organisational level and number of employees with knowledge management needs and strategies.…”

Section: A Knowledge Challenges For New Companiesmentioning

confidence: 99%

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A Knowledge Management Challenges for Start-Ups: A Framework Proposal

Spyropoulos

2020

ijebd

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The study reviews the knowledge management challenges faced by innovative start-ups founders and entrepreneurs. Knowledge management is critical for innovation, since both organisations and individuals face very specific needs: collection of a wide variety of information and data, such as market data and technical information, and a wide range of transformation of these data into applicable knowledge, in the forms of required product specifications, business model, and business strategy. In addition, the business financing and investment ecosystem (especially Banks & Venture Capitals) uses a traditional “business plan” approach for evaluating innovation companies. Furthermore, a wide range of tools (databases, online information, Collaboration Systems, Business Intelligence Systems, ERP & CRM Systems) enable information flow and supports decision making process. To this respect, both academic literature and business experience highlight the need to improve Knowledge Management process both for individuals and organisations engaged in Innovation management. The proposed framework provides academics, entrepreneurs and venture capital companies a new approach for identifying critical success factors knowledge management and further improves decision making in a changing and challenging business environment. Finally the study highlights key areas for further research.

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Section: A Knowledge Challenges For New Companiesmentioning

confidence: 99%

Section: A Knowledge Challenges For New Companiesmentioning

confidence: 99%

A Knowledge Management Challenges for Start-Ups: A Framework Proposal

Spyropoulos

2020

ijebd

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“…(Nissen et al, 2000). However we considered that creating and evolving knowledge belonged to the same phase: in most cases organizations do no create knowledge ex-nihilo and then work on its evolution; we would rather consider it as a continuous creation cycle.…”

Section: Figmentioning

confidence: 99%

“…To define our methodology we make use of the knowledge management life-cycle proposed by Nissen et al (Nissen et al, 2000). They studied four different characterizations of the knowledge management life-cycle and from these they created a combined model consisting of 6 phases: create, organize, formalize, distribute, apply and evolve knowledge.…”

Section: Introductionmentioning

confidence: 99%

Method and instruments for modeling integrated knowledge

Glassey

2008

Knowl Process Manag

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MIMIK (Method and Instruments for Modeling Integrated Knowledge) is a set of tools used to formalize and represent knowledge within organizations. It furthermore supports knowledge creation and sharing within communities of interest or communities of practice. In this paper we show that MIMIK is based on a model theory approach and builds on other existing methods and techniques. We also explain how to use the method and its instruments in order to model strategic objectives, processes, knowledge, and roles found within an organization, as well as relations existing between these elements. Indeed MIMIK provides eight types of models in order to describe what is commonly called know‐how, know‐why and know‐what; it uses matrices in order to formally and semantically link strategic objectives, knowledge and actors. We close this paper with a presentation of a prototype we built in order to demonstrate a technical architecture allowing for knowledge creation, formalization and sharing. Copyright © 2008 John Wiley & Sons, Ltd.

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“…The associated framework was subsequently published as a chapter in a widely-distributed book on knowledge management and virtual organizations [44] and as a strategic-management article in an information system executive publication [45]. It was also presented at a Stanford workshop [40], and it has been used to guide specifIc application to the maritime interdiction process [42], in addition to the followon research projects outlined in a subsequent section below.…”

Section: Integrated Knowledge System and Process Designmentioning

confidence: 99%

Toward a Program of Research on Knowledge Flow in the Very-Large Enterprise

Nissen¹

2001

Self Cite

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Public reporting burden for this collection of information is estimated to average 1 bour per response, including tbe time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding tbis burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for information Operations and Reports, 1215 Knowledge is power. As the U.S. Navy is working to revise its strategy and tactics through knowledge-centric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. The basic research program proposed here addresses this deficiency directly through its three-pronged technical approach: 1) develop and refine a model of knowledge-flow theory, emphasizing the very-large enterprise (e.g., Navy, Department of Defense); 2) develop a contingency model for matching the most-appropriate process and system designs to enterprise knowledge-flow patterns; 3) assess the performance effects of alternative knowledge systems and processes through simulation (e.g., of naval warfare, personnel processes). Informed by the basic science of knowledge-flow theory, this work can propel knowledge management toward the methods and tools commonly used for engineering work-a quantum shift from the current state of affairs. This, basic research also directly supports ongoing, priority ONR projects (e.g., Sailor-21, advanced command and control, artificially-intelligent systems and decision aids) and should contribute to development of network-centric warfare concepts, systems and operations. AbstractKnowledge is power. As the U.S. Navy is working to revise its strategy and tactics through knowledgecentric warfare, it is apparent that knowledge flow is key. However, our current state of understanding does not address the phenomenology of knowledge flow well, nor do we have the benefit of knowledge-flow theory and its application to very-large enterprises such as the Navy. Without such basic understanding, one cannot expect to design effective systems and processes for network-centric warfare. The basic research program proposed here addresses this deficiency directly through its three-pronged technical approach: 1)develop and refme a model of knowledge-flow theory, emphasizing the very-large enterprise (e.g., Navy, Department of Defense); 2) develop a contingency model for matching the most-appropriate process and system designs to enterprise knowledge-flow patterns; 3) assess the performance effects of alternative knowledge systems and processes through simulation (e.g., of naval warfare...

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A Framework for Integrating Knowledge Process and System Design

Cited by 8 publications

References 4 publications

A Knowledge Management Challenges for Start-Ups: A Framework Proposal

A Knowledge Management Challenges for Start-Ups: A Framework Proposal

Method and instruments for modeling integrated knowledge

Toward a Program of Research on Knowledge Flow in the Very-Large Enterprise

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