Integrated model for implementation and development of knowledge management

Castillo, Lucio Abimael Medrano; Cazarini, Edson Walmir

doi:10.1057/kmrp.2012.49

Cited by 25 publications

(14 citation statements)

References 52 publications

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“…apresentem a atividade de planejamento e o ciclo da GC, permitindo visualizar as fases de forma a elucidar como o conhecimento é criado, armazenado, transferido ou compartilhado, aplicado ou utilizado, bem como os mecanismos passíveis de uso em cada processo (KAREMENTE et al, 2009;WONG, 2005;FIVAZ;PRETORIUS, 2015;GARCÍA-FERNÁNDEZ, 2015); iii. contemplem questões relacionadas a motivação e recompensa, bem como as diversas dimensões da GC (cultura, estratégia, tecnologia, pessoas, outros), ampliando a abrangência da proposta (WONG, 2005;CASTILLO;CAZARINI, 2014;MOSCOSO-ZEA et al, 2016); iv. apresentem diretrizes que discorram sobre "como" iniciar e implementar a GC (WONG, 2005;CASTILLO;CAZARINI, 2014;MOSCOSO-ZEA et al, 2016); v. sejam passíveis de implementação em instituições de tamanhos diferentes, considerando aspectos como investimentos financeiros, tempo, equipe para GC, dentre outros (WONG, 2005); vi.…”

Section: Resultsunclassified

A gestão do conhecimento rumo a uma abordagem holística

Ziviani

Corrêa

Muÿlder

2019

RDBCI: Rev. Digit. Bibliotecon. Cienc. Inf.

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Há um expressivo número de modelos de Gestão do Conhecimento; no entanto não há um modelo amplamente aceito. Isso pode ser derivado da complexidade inerente a Gestão do Conhecimento e ao ambiente organizacional. Todavia, é salientada a necessidade de um modelo que seja unificador e que aborde a Gestão do Conhecimento de forma holística, mas as caraterísticas que devem ser consideradas para essa abordagem ainda não foram consolidadas. Assim, esse estudo se propõe a investigar quais aspectos deveriam ser contemplados em novos modelos de GC rumo a uma abordagem holística. Por um percurso metodológico qualitativo de natureza exploratória e com técnica de pesquisa bibliográfica, essa pesquisa apresenta por resultados a síntese desses aspectos, alicerçados em três perspectivas: limitações dos modelos existentes, lacunas e teorias de suporte à Gestão do Conhecimento. Por limitação se tem que esses aspectos não foram validados junto a especialistas, sendo essa uma sugestão de pesquisa futura, bem como o desenvolvimento de um modelo de Gestão do Conhecimento que apreenda todos esses aspectos. Esse estudo contribui por delinear aspectos a serem contemplados em modelos de Gestão do Conhecimento holísticos de forma a permitir que essa temática considere toda a complexidade inerente ao ambiente organizacional.

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Section: Resultsunclassified

A gestão do conhecimento rumo a uma abordagem holística

Ziviani

Corrêa

Muÿlder

2019

RDBCI: Rev. Digit. Bibliotecon. Cienc. Inf.

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“…The shared context is effective when it integrates with different skills and interests of students who provide diversity into the traditional classroom learning. This makes knowledge possible to be accumulated, examined, revised and distributed (Castillo and Cazarini, 2014).…”

Section: Resultsmentioning

confidence: 99%

Untitled

2017

AJER

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The shared context is a learning environment in which knowledge sharing is promoted by communication and collaboration among students. This engages students in any learning activity using cooperation, evaluation and interaction to build knowledge socially when coming across disagreement and difference. The communication technologies make it possible for everyone to contribute to the online community for sharing knowledge. The paper discusses the theoretical framework and then provides an example illustrating how to design teaching and learning activities to cultivate the sharing culture in classes with both engineering and business students. Business people tend to be extroverted while engineers are usually introverted. There are usually communication barriers among students from these two disciplines studying in the same subject. A survey was conducted to investigate students' attitudes to the shared context and results suggest that this can integrate the higher learning motivation into the physical interactions and communications among peers. It encourages knowledge sharing through socialization -an important step towards knowledge creation -in both the online and real worlds. The shared context is effective when it integrates with different skills and interests of students who provide diversity into the traditional classroom learning. This makes knowledge possible to be accumulated, examined, revised and distributed. Contribution/ OriginalityThis paper revealed the importance of knowledge sharing in education. The shared context helps students of various disciplines (especially engineering) to collaborate with each other and enhance their learning performance. It is found that online communication is able to facilitate such collaboration and support teaching and learning activities in a traditional classroom

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“…Sanya et al, 2011, Castillo andCazarini, 2013). Hence, underlying knowledge drivers of an organization, namely, knowledge claims and valued interactions among stakeholders, dealing with that knowledge are not tackled explicitly.…”

Section: Vol 18 No 4 2014 Journal Of Knowledge Management Page 653mentioning

confidence: 99%

“…This approach demonstrates the assumption of being able to identify a common vocabulary for a set of stakeholders, which can be used for modular knowledge representations, without reflecting on human-centred methods. Castillo and Cazarini (2013) propose an integrated model for implementation and development of KM introducing the enterprise knowledge development modelling methodology. Their model is composed of sub-models referring to goals, rules, concepts, processes, actors, resources, requirements and technical components.…”

Section: Focussing On the Single-loop (Business Processing)mentioning

confidence: 99%

Non-disruptive knowledge and business processing in knowledge life cycles – aligning value network analysis to process management

Stary

2014

Journal of Knowledge Management

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Purpose – This paper aims to achieve fully intertwined knowledge and business processing in change processes. It proposes streamlining situated articulation work, value network analyses (VNA) and subject-oriented business process modelling (S-BPM) and execution to provide non-disruptive single and double learning processes driven by concerned stakeholders. When implementing knowledge life cycles, such as Firestone and McElroy’s knowledge life cycle, the agility of organizations is significantly constrained, in particular, when surviving knowledge claims should be implemented in the business processing environment in a seamless way. Design/methodology/approach – The contribution is based on a conceptual analysis of knowledge life cycle implementations, learning loop developments and an exploratory case study in health care to demonstrate the effectiveness of the proposed approach. The solution towards non-disruptive knowledge and business processing allows stakeholders to actively participate in single- and double-loop learning processes. Findings – The introduced approach supports problem and knowledge claim formulation, knowledge claim evaluation and non-disruptive knowledge integration into a business process environment. Based on stakeholder articulation, the steps to follow are: holomapping, exchange analysis, impact analysis, value creation analysis, subject-oriented modelling, business process validation and execution. Seamless support of stakeholders is enabled through the direct mapping of stakeholder and activity descriptions from value network representations to behaviour specifications (process models) on the individual and organizational layer. Research limitations/implications – Current knowledge life cycle developments and implementations can now be analyzed in a structured way. Elements of the proposed approach could be integrated in disruptive implementations to overcome current limitations of knowledge life cycles. However, further case studies need to be performed to identify hindrances or barriers of combining VNA and S-BPM, both on the technological and methodological layer. What works for expert service industries might need to be adapted for production industries, and tools or tool chains might need to be configured accordingly. Finally, the socio-economic impact of the approach needs to be explored. Practical implications – The presented case study from health care reveals the potential of such a methodological combination, as cycle times can be reduced, in particular, due to the execution of role-specific process models in the respective business processing environment. It can be considered as a fundamental shift for existing change management procedures, as they require rework of the entire functional process models when addressing business processing. Now, stakeholder- or role-specific behaviour can be handled isolated and in parallel, without affecting the entire organization in case of modifications. Originality/value – The proposed methodological integration has not been done before. It enables stakeholders to perform single- and double-loop change processes in a seamless way.

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Integrated model for implementation and development of knowledge management

Cited by 25 publications

References 52 publications

A gestão do conhecimento rumo a uma abordagem holística

A gestão do conhecimento rumo a uma abordagem holística

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Non-disruptive knowledge and business processing in knowledge life cycles – aligning value network analysis to process management

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