How to Select Knowledge Management Systems: A Framework to Support Managers

Abstract

The purpose of this paper is to provide a methodological framework which could support managers in the selection of Knowledge Management Systems. The framework is based on the Analytic Hierarchy Process approach. Several aspects should draw the attention of an organization’s upper level of management seeking to implement a Knowledge Management System and many specific issues have to be considered. As such, the framework has been built by making use of an ad‐hoc hierarchical structure, where each singular specificity is described and compared, second‐order criteria are studied and analysed, and optional decisions are highlighted and evaluated. This methodological framework offers a good applicability to different business contexts, since its hierarchical arrangement suits most of the needs of numerous organizations. Consequently, it can be regarded as a holistic approach able to assist decision makers in their Knowledge Management System selection process

Towards a New Framework Linking Knowledge Management Systems and Organizational Agility : An Empirical Study

“…Knowledge management systems are systematic mechanisms to managing knowledge. They allow the company to select and assimilate knowledge embodied in business processes [23].…”

Application of Data Mining and Knowledge Management for Business Improvement: An Exploratory Study

“…[11] further stated that "KM is achieving organizational goals through the strategy-driven motivation and facilitation of (knowledge-) workers to develop, enhance and use their capability to interpret data and information (by using available sources of information, experience, skills, culture, character, personality, feelings, and so on) through a process of giving meaning to these data and information". [16] indicated that several businesses have acknowledged that codifying, sharing and applying knowledge to their business settings will help the organization, and that the growth of knowledge as intangible assets is linked to their competitive approach; the adopted tactic is a direct result of managerial resolutions related to external contexts. It can be inferred from above figure that knowledge can as well be thought to be to be a cyclical system that enables an organization to efficiently achieve its objectives by having the ability to transform tacit and explicit leanings into habits, better planning, and execution.…”

Enablers and barriers to the successful implementation of project control systems in the petroleum and chemical industry

“…The concept of pairwise comparison in the AHP depends on comparing each pair of factors in the same level to achieve the most suitable compromise among the different factors not optimizing each single factor. [40][41][42] Although the AHP is considered one of the most effective decision-making tools, always guided by the decision maker's experience and capable of translating users' evaluation into a multifactor ranking, it is difficult to map qualitative preferences to point estimates. Hence, a degree of uncertainty exists with some or all pairwise comparison values in the AHP method.…”