Knowledge Management in Organizational Planning

Applegate, Lynda M.; Chen, Tsung Teng; Konsynski, Benn R.; Nunamaker, Jay F.

doi:10.1080/07421222.1987.11517776

Cited by 62 publications

(14 citation statements)

References 6 publications

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“…But the timing of developments could not be better, because research into expertise and expert systems can help managers cope with some of the complex cognitive tasks inherent in Schendel and Hofer's six-step process for strategic management. A significant amount of applied research is already under way to build expert systems which can directly support strategic business analysis and decision-making (STRATASSIST, Green, 1984;EXPERT CHOICE, Saaty, 1986;INNOVATOR, Silverman and Moustakis, 1987;Applegate et al, 1987. By way of illustration, EXPERT STRATEGY REVIEW, a commercial product, is targeted at executives in financial organizations. It uses 'knowledge' from Porter, PIMS, BCG, and other sources to construct a specific profile of a financial institution's strategy, its plans, risks, corporate culture, markets, etc.…”

Section: Heuristic Infmence: Tht Banded Rationality ~A D~i N I S T R~mentioning

confidence: 99%

Managerial Cognition: A Missing Link in Strategic Management Research

Stubbart

1989

J Management Studies

280

165

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This article explores the linkages between cognitive science and strategic management research. It begins by noting that Schendel and Hofer, in their classic work Strategic Management: A New View ofBusiness Policy and Planning, implicitly assumed a cognitive basis for much of the strategy-making process but did little to systematize a cognitive approach. Next, the article examines the foundations of modern cognitive science. Several areas of recent research that are particularly relevant to strategic thinking are reviewed. The article concludes with a call for a more explicit cognitive emphasis in strategic management. INTR03UCTIONSince Chandler wrote Strategy and Structure (1962), the variety of perspectives brought to bear upon stategy has proliferated. New ideas have entered the discipline from economics, decision theory, organization behaviour, and organization theory, as well as from more distant fields such as critical theory, biology, literary theory, agency theory, etc. This article aims to introduce cognitive science to strategy and to demonstrate how cognitive science can impart a powerful theoretical and empirical thrust to advance strategic management research.This discussion contains four parts. The first shows how managerial cognition was already a vital but neglected element in Schendel and Hofer's strategic management paradigm. The second is a brief review of the central principles of cognitive science, which provide a cornerstone theoretical subject that sets the stage for research into specific issues in managerial cognition. Next, three topics in managerial cognition relevant to strategic management are briefly addressed: categories, semantic networks, and inferences. Lastly, the article concludes by summing up the contributions which managerial cognition can make to strategic management.

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Section: Heuristic Infmence: Tht Banded Rationality ~A D~i N I S T R~mentioning

confidence: 99%

Managerial Cognition: A Missing Link in Strategic Management Research

Stubbart

1989

J Management Studies

280

165

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“…Other schools of thought from the 1980s opine that KM consists of the acquisition and engineering of knowledge along with knowledge-based systems and data technologies [37][38][39]. However, according to Becerra-Fernandez [40] and Liebowitz [41], the concept of KM was first proposed by researchers in the field of artificial intelligence.…”

Section: Historical Overview Of Kmmentioning

confidence: 99%

Evaluation of the Conceptual Theories, Elements, and Processes of Knowledge Management in Modern Day Organisations

Cletus¹

2019

HOLISTICA – Journal of Business and Public Administration

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The objective of this paper is to evaluate the conceptual theories, elements, strategies along with the prospects and challenges of knowledge management (KM). The findings indicated that KM is a complex yet important process that requires organisations to create, process, disseminate and apply of knowledge. The findings also revealed knowledge is one of the most valuable resources of any organization. Therefore, effective KM is critical to the growth, performance, and survival of organisations. Furthermore, the many definitions of KM serve as a theoretical framework and empirical basis for multidisciplinary applications and prospects for organisations. Furthermore, the proper adoption and implementation of KM provides a systematic management approach for organisations to create, store, disseminate and apply knowledge critical to organizational performance and decision-making processes. Furthermore, KM can minimize the time, operational costs and material losses during product design, lifecycle, and quality assurance. Despite its merits, KM has numerous challenges. Most notable is the lack of an acceptable definition and understanding of KM concepts and practices. This can result in poor adoption and implementation thereby affecting sustainable organisational growth and development. Therefore, the paper concludes that KM adoption and implementation is critical to organisational goals, growth and performance.

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“…An embedded idea processing system (IPS) helps users to organize their thoughts, associate ideas, and evaluate the ideas [24]. One expert system (ES) helps users determine the form of any unnecessary EIS and IPS processing [25]- [27]. Another ES guides the planner through the intelligent modeling and the model base, database, knowledge base, and idea base management needed for the CE analyses and evaluations [28]- [30].…”

Section: Processingmentioning

confidence: 99%

A Decision Technology System to Deliver Effective Concurrent Engineering

Forgionne

1994

Concurrent Engineering

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Concurrent engineering can reduce the lead time and cost of developing, and improve the quality of, new or modified products. To achieve these benefits, design, engineering, and manufacturing knowledge must be shared in a systematic, complete, integrated, and timely manner among the affected decision makers. Significant functional and technical barriers can prevent the free flow of the necessary knowledge. An information system, called a decision technology system (DTS), can be developed to help decision makers overcome such barriers. This paper first overviews the concurrent engineering process and identifies the knowledge and wisdom gaps in existing CE support. Next, it presents a decision technology system designed to deliver effective concurrent engineering (CE), and it explains the manner in which the DTS can close the knowledge support gaps. The paper then reports successful applications of the concept in electronics manufacturing and health care.

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Knowledge Management in Organizational Planning

Cited by 62 publications

References 6 publications

Managerial Cognition: A Missing Link in Strategic Management Research

Managerial Cognition: A Missing Link in Strategic Management Research

Evaluation of the Conceptual Theories, Elements, and Processes of Knowledge Management in Modern Day Organisations

A Decision Technology System to Deliver Effective Concurrent Engineering

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