SMARTVision: a knowledge‐management methodology

Rubenstein-Montano, Bonnie; Liebowìtz, Jay; Buchwalter, J. Judah; McCaw, Doug; Newman, Butler; Rebeck, Ken

doi:10.1108/13673270110411724

Cited by 55 publications

(45 citation statements)

References 15 publications

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“…The KM frameworks can be classified as either prescriptive, descriptive or a combination of the two [70]. [58,48,71,72]. In Figure 2 we illustrate the main streams of disagreements, regarding the KM frameworks.…”

Section: Km Frameworkmentioning

confidence: 99%

“…that, in many cases, the same elements can be found on the opposite order, in different frameworks [48]. Moreover, in many cases different KM frameworks include the same elements, but different terms are used for the same (or similar) activities or processes [75][76][77][78].…”

Section: Fig 2: Major Streams Of Disagreements For Km Frameworkmentioning

confidence: 99%

“…The majority of KM frameworks do not address in an equal way the technical (technology, organizational structures) as well as the nontechnical (culture, human resources management) aspects. For example, many of the KM frameworks focus only on the knowledge cycle process or tasks, and consequently, other critical elements of KM such as integration of KM with the strategic goals of the organization, the people involved in KM activities, and the cultural context within which KM is developed are neglected [48,80].…”

Section: Fig 2: Major Streams Of Disagreements For Km Frameworkmentioning

confidence: 99%

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Exploring the world of knowledge management: agreements and disagreements in the academic/practitioner community

Metaxiotis¹,

Ergazakis²,

Psarras³

2005

Journal of Knowledge Management

109

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-Over the past several years there have been intensive discussions about the importance of Knowledge Management (KM) within our society. As we are moving into an era of "knowledge capitalism", the management of knowledge is promoted as an important and necessary factor for organizational survival and maintenance of competitive strength. During the last 15 years, KM has changed from one generation to the next through constant improvements and new perspectives. A myriad of researchers have presented methodologies, frameworks, technologies and have discussed various KM theoretical and practical issues. However, KM still needs extensive development -it is in its infancy. This paper aims to explore the world of KM in a different way; to review the current status quo and analyze the main agreements and disagreements among researchers and practitioners in order to highlight the key issues which need to be further researched. The distinguishing feature of this study is that it emphasizes placing KM in a broader context of researchers/practitioners' discussions so that the key issues can better be recognized and understood.

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Section: Km Frameworkmentioning

confidence: 99%

Section: Fig 2: Major Streams Of Disagreements For Km Frameworkmentioning

confidence: 99%

Section: Fig 2: Major Streams Of Disagreements For Km Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Exploring the world of knowledge management: agreements and disagreements in the academic/practitioner community

Metaxiotis¹,

Ergazakis²,

Psarras³

2005

Journal of Knowledge Management

109

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“…Meso and Smith (Meso and Smith 2000) defined an organizational knowledge management system that provides the creation of new knowledge, the assembly of externally created 8 knowledge, the use of existing knowledge, and the finding of knowledge from internal and external sources. Rubenstein et al (Rubenstein-Montano et al 2001) found that developing a KM methodology is a critical step for organisations that are serious about conducting KM activities. However, these researchers agreed that additional understanding in different types of knowledge is needed.…”

Section: General Issuesmentioning

confidence: 99%

A manufacturing model to enable knowledge maintenance in decision support systems

Guerra-Zubiaga

Young

2006

Journal of Manufacturing Systems

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DEDICATIONThis thesis is dedicated to:My beloved wife Claudia and son David Alejandro, without whose moral support this work would not have been completed. Your presence in my life has enabled me to achieve all that I have. With all my love to them.To my parents who taught me the merit of education and for the generous love they gave me throughout my life.To my parents-in-law for their love, encouragement and support.To my relatives because they are important in my life.To God, thank you for everything YOU always give me. A very special thanks to Aysin, Dean, Shilpa, Roberto, Alex, Adrian, and their respective families for their hospitality, which helped us to have a second home. Claudia, David Alejandro and myself express our sincere gratitude for your friendship.Thanks to God for letting me get to the end of this journey. IV ABSTRACTThe product development process, within a typical manufacturing company, utilises huge amounts of knowledge related to manufacturing and design activities. Knowledge based systems are increasingly being used to support manufacturing and design decisions. These systems are important tools for obtaining a competitive advantage and leverage using company "know-how". However, it is important to define suitable knowledge structures in the creation of these decision support systems. Due to the significant volume of knowledge generated in the manufacturing and design stage, there is a need to create structures and methods that readily manage and maintain the knowledge in order to a) assure the long-term use of these systems b) improve the company's competitiveness.The research reported in this thesis explores and defines a Manufacturing Facility Information and Knowledge Model (MFIKM) allowing a) the ability to store and manage various types of knowledge, b) the capturing of valuable new knowledge using a knowledge maintenance method. The understanding of an information and knowledge infrastructure using different types of knowledge categorisation has been explored. The major emphasis has been placed on understanding the facility knowledge structure related to processes and resources supporting process planning decisions. Using a knowledge maintenance life cycle as a method to maintain knowledge, it was possible to capture new and valuable machining knowledge using different types of representations. Knowledge models and methods are essential in the definition of structures to support manufacturing decisions allowing knowledge management and maintenance.It has been shown that the knowledge structures defined for the new model can serve as a source and repository for different types of knowledge allowing the support of manufacturing decisions with up-to-date knowledge. The framework defined enables the structuring of facility knowledge, processes, and resources, as super classes; improving the understanding of the relationships and dependencies among them, and allowing accessibility depending on the characteristics of each. A UML tool helped in the creation of new structures detailing attr...

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“…Different methods and schemes are provided in Wiig et al (1997), Gore and Gore (1999), Alavi and Leidner (2001), Mentzas (2001), Rubenstein-Montano et al (2001b), Jarrar (2002), Holsapple and Joshi (2002), and Shankar and Gupta (2005); KM methodologies reviews and descriptions of KM methodologies such as Rubenstein-Montano et al (2001a), Lytras and Pouloudi (2003), and Yew Wong and Aspinwall (2004) state how a KM initiative can be proposed. However, they do not recommend appropriate detailed issues where and when a KM initiative can be applied, since they suggest applying it to the whole organizational structure.…”

Section: Introductionmentioning

confidence: 99%

Knowledge management opportunity space identification strategy

Valenzuela

Schmitz

Perez-Soltero

et al. 2010

Knowl Process Manag

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This paper proposes that in contemporary organizations it is very important to have an analysis strategy that relates people, processes, technologies, and the key Knowledge Management (KM) elements involved before a KM project is initiated. This strategy is essential to determine the enterprise KM state of the art and its key processes identifying any company weakness and supporting the opportunity space identification.

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SMARTVision: a knowledge‐management methodology

Cited by 55 publications

References 15 publications

Exploring the world of knowledge management: agreements and disagreements in the academic/practitioner community

Exploring the world of knowledge management: agreements and disagreements in the academic/practitioner community

A manufacturing model to enable knowledge maintenance in decision support systems

Knowledge management opportunity space identification strategy

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