Overview of the knowledge management system in ESA/ESOC

Dow, Roberta Mugellesi; Pallaschke, S.; Merri, Mario; Montagnon, Elsa; Schabe, M.; Belingheri, M.; Bucher, Michael

doi:10.1016/j.actaastro.2007.12.048

Cited by 8 publications

(6 citation statements)

References 1 publication

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“…13,[33][34][35][36] The KMA team organization is another element that should be considered. 13,22,33,34,38 Levy et al 37 have considered the budget, timetable, and resources in defining the KMA methodology. 13,22,33,34,38 Levy et al 37 have considered the budget, timetable, and resources in defining the KMA methodology.…”

Section: Resultsmentioning

confidence: 99%

“…Other sources emphasize the business core processes, 8,13,21,[33][34][35]38 and knowledge processes. 7,16,19,22,33,39 The sources suggest a focus on the core business processes in KMAs to economize in terms of both time and cost.…”

Section: Resultsmentioning

confidence: 99%

“…In Table 2, many sources refer to the preparation of a knowledge inventory in KMAs, 5,11,12,14,16,[20][21][22][23]33,35,[38][39][40] determination of the knowledge flow, 13,16,17,20-24, 33-35,38,40 and determination of the knowledge resources. Possible resources for gathering the necessary information on the knowledge flow include structured or semistructured questionnaires with sufficient questions about the existing knowledge, resources, and information flow.…”

Section: Resultsmentioning

confidence: 99%

“…An alternative analysis such as a gap analysis, 13,16,17,20,21,23,[33][34][35]38 social network analysis, or knowledge network analysis 5,9,11,33 can also be performed after the previously discussed activities are completed. Gap analysis refers to the determination of the gap between the existing and required knowledge.…”

Section: Resultsmentioning

confidence: 99%

See 3 more Smart Citations

A Comprehensive Model for Executing Knowledge Management Audits in Organizations

Shahmoradi

Ahmadi

Sadoughi

et al. 2015

The Health Care Manager

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A knowledge management audit (KMA) is the first phase in knowledge management implementation. Incomplete or incomprehensive execution of the KMA has caused many knowledge management programs to fail. A study was undertaken to investigate how KMAs are performed systematically in organizations and present a comprehensive model for performing KMAs based on a systematic review. Studies were identified by searching electronic databases such as Emerald, LISA, and the Cochrane library and e-journals such as the Oxford Journal and hand searching of printed journals, theses, and books in the Tehran University of Medical Sciences digital library. The sources used in this study consisted of studies available through the digital library of the Tehran University of Medical Sciences that were published between 2000 and 2013, including both Persian- and English-language sources, as well as articles explaining the steps involved in performing a KMA. A comprehensive model for KMAs is presented in this study. To successfully execute a KMA, it is necessary to perform the appropriate preliminary activities in relation to the knowledge management infrastructure, determine the knowledge management situation, and analyze and use the available data on this situation.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

See 2 more Smart Citations

A Comprehensive Model for Executing Knowledge Management Audits in Organizations

Shahmoradi

Ahmadi

Sadoughi

et al. 2015

The Health Care Manager

View full text Add to dashboard Cite

show abstract

“…To succeed in an OIQ enhancement program, the first step is to conduct a KA [ 12 13 ]. In various studies [ 8 9 12 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 ], special attention has been paid to the alignment between KA and the organization's business strategies, objectives, and goals, as well as the role of IT and its effect on KM to create competitive advantage for the organization [ 12 15 34 ]. Therefore, the first stage of auditing is allocated to knowing the organization, i.e., knowing the organization completely in terms of goals and environment, inputs and output, information sources, organizational culture, and information technology.…”

Section: Discussionmentioning

confidence: 99%

Auditing Knowledge toward Leveraging Organizational IQ in Healthcare Organizations

2016

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ObjectivesIn this study, a knowledge audit was conducted based on organizational intelligence quotient (OIQ) principles of Iran's Ministry of Health and Medical Education (MOHME) to determine levers that can enhance OIQ in healthcare.MethodsThe mixed method study was conducted within the MOHME. The study population consisted of 15 senior managers and policymakers. A tool based on literature review and panel expert opinions was developed to perform a knowledge audit.ResultsThe significant results of this auditing revealed the following: lack of defined standard processes for organizing knowledge management (KM), lack of a knowledge map, absence of a trustee to implement KM, absence of specialists to produce a knowledge map, individuals' unwillingness to share knowledge, implicitness of knowledge format, occasional nature of knowledge documentation for repeated use, lack of a mechanism to determine repetitive tasks, lack of a reward system for the formation of communities, groups and networks, non-updatedness of the available knowledge, and absence of commercial knowledge.ConclusionsThe analysis of the audit findings revealed that three levers for enhancing OIQ, including structure and process, organizational culture, and information technology must be created or modified.

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Assessment of Design Tools for Knowledge Capture and Re-use

Vasantha¹,

Chakrabarti

2010

Modelling and Management of Engineering Processes

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Overview of the knowledge management system in ESA/ESOC

Cited by 8 publications

References 1 publication

A Comprehensive Model for Executing Knowledge Management Audits in Organizations

A Comprehensive Model for Executing Knowledge Management Audits in Organizations

Auditing Knowledge toward Leveraging Organizational IQ in Healthcare Organizations

Assessment of Design Tools for Knowledge Capture and Re-use

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