Abstract: The area of knowledge management has been in the
highlight for enterprises over the past three decades. Many
enterprises would like to have knowledge management and work hard
to achieve it, however they are often confused about which direction
to take to be successful and this point is especially true for Small and
Medium Enterprises (SMEs) in developing countries. Many large
companies have realized that knowledge is one of the richest
resources which an organization possesses and knowledge
management is a part of the foundation for a sustainable competitive
advantage. Much work has been done in the area of knowledge
management, but most of it has served large enterprises. This
research provides a Model of knowledge management strategy for
SMEs. It is based on analysis, insights and recommendations and it is
presented so that SMEs in developing countries can easily understand
and implement this model.
Abstract: Knowledge management is a critical component of
competitive success in service organizations. Knowledge
management centers on creating new knowledge and utilizing
existing knowledge. While utilizing existing knowledge relates to
input and control and can lead to a reduction in costs; creating new
knowledge relates to output and growth and can lead to an increase in
revenue. Therefore managers must ensure that they can successfully
optimize the knowledge and talent in their organizations. To do this
they and must try to develop an environment that promotes the
generation, acquisition, transfer and use of valuable knowledge in
creative ways. However knowledge management is complex and
diverse. Research suggests that organizations in general and SMEs in
particular are finding it difficult to implement successful knowledge
management initiatives. Our research attempts to understand whether
organizations are adopting best practice initiatives in their
organizations. This paper presents findings from an exploratory study
of 139 SMEs operating in the tourism sector across Europe. The
goals of the survey is to assess the level of awareness of knowledge
and talent management strategies and methodologies and to
determine whether the responding companies implement best practice
knowledge management initiatives in their organizations Analysis of
the findings from the study are presented and discussed.
Abstract: In this paper an open agent-based modular framework
for personalized and adaptive curriculum generation in e-learning
environment is proposed. Agent-based approaches offer several
potential advantages over alternative approaches. Agent-based
systems exhibit high levels of flexibility and robustness in dynamic
or unpredictable environments by virtue of their intrinsic autonomy.
The presented framework enables integration of different types of
expert agents, various kinds of learning objects and user modeling
techniques. It creates possibilities for adaptive e-learning process.
The KM e-learning system is in a process of implementation in
Varna Free University and will be used for supporting the
educational process at the University.
Abstract: Nowadays companies in all sectors are looking for the
sources of competitive advantages. Holistic marketing approach
searches for their emergence based on the integration of all
components and elements across the organization. Modern marketing
sees the sources of competitive advantage in implementing the latest
managerial practices, motivation, intelligent project management,
knowledge management, collaborative marketing, CSR and, in the
recent years, also in the business process optimization. With the use
of modern tools including business process management and business
process modelling the company can markedly increase its internal
efficiency which can lead not only to lowering the costs but to
creating the environment for optimal customer care, positive
corporate culture and for origination of innovations as well. In the
article the authors analyze the recent trend in this area and introduce
suggestions to companies to identify and optimize the key processes
that have a significant impact of the company´s competitiveness.
Abstract: Transferring information developed by other peoples is an ordinary event that happens during daily conversations, for example when employees sea each other in the organization, or when they are having lunch together, or attending a meeting, they use to talk about their experience, and discuss about their current projects, and talk about their successes over some specific problems. Despite the potential value of leveraging organizational memory and expertise by using OMS and ER, still small organizations haven-t been able to capitalize on its promised value. Each organization has its internal knowledge management system, in some of organizations the system face the lack of expert people to save their experience in the repository and in another hand on some other organizations there are lots of expert people but the organization doesn-t have the maximum use of their knowledge.
Abstract: Firms have invested heavily in knowledge
management (KM) with the aim to build a knowledge capability and
use it to achieve a competitive advantage. Research has shown,
however, that not all knowledge management projects succeed. Some
studies report that about 84% of knowledge management projects
fail. This paper has integrated studies on the impediments to
knowledge management into a theoretical framework. Based on this
framework, five cases documenting failed KM initiatives were
analysed. The analysis gave us a clear picture about why certain KM
projects fail. The high failure rate of KM can be explained by the
gaps that exist between users and management in terms of KM
perceptions and objectives
Abstract: After reporting a literature review on Customer
Relationship Management (CRM) and knowledge management, some
important issued arise, in particular related to the lack of success of
CRM strategies implementation. The paper contributes to this
proposing an integrated model of CRM success taking into account
complementary factors such as organizational factors, technology,
knowledge management and customer orientation.
Abstract: Simulation and modeling computer programs are
concerned with construction of models for analyzing different
perspectives and possibilities in changing conditions environment.
The paper presents theoretical justification and evaluation of
qualitative e-learning development model in perspective of advancing
modern technologies. There have been analyzed principles of
qualitative e-learning in higher education, productivity of studying
process using modern technologies, different kind of methods and
future perspectives of e-learning in formal education. Theoretically
grounded and practically tested model of developing e-learning
methods using different technologies for different type of classroom,
which can be used in professor-s decision making process to choose
the most effective e-learning methods has been worked out.
Abstract: Gurus of the Classical Management School (like
Taylor, Fayol and Ford) had an opinion that work must be delegated
to the individual and the individual has to be instructed, his work
assessed and paid based on individual performance. The theories of
the Human Relations School have changed this mentality regarding
the concept of groups. They came to the conclusion that the influence
of groups greatly affects the behaviour and performance of its
members.
Group theories today are characterized by problem-solving teams
and self-managing groups authorized to make decisions and execute;
professional communities also play an important role during the
operation of knowledge management systems.
In this theoretical research we try to find answers to a question:
what kind of characteristics (professional competencies, personal
features, etc.) a successful team needs to manage a change to operate
a knowledge management system step by step.
Abstract: Following the loss of NASA's Space Shuttle
Columbia in 2003, it was determined that problems in the agency's
organization created an environment that led to the accident. One
component of the proposed solution resulted in the formation of the
NASA Engineering Network (NEN), a suite of information retrieval
and knowledge-sharing tools. This paper describes the
implementation of communities of practice, which are formed along
engineering disciplines. Communities of practice enable engineers to
leverage their knowledge and best practices to collaborate and take
information learning back to their jobs and embed it into the
procedures of the agency. This case study offers insight into using
traditional engineering disciplines for virtual collaboration, including
lessons learned during the creation and establishment of NASA-s
communities.
Abstract: Knowledge management is a process taking any steps
that needed to get the most out of available knowledge resources.
KM involved several steps; capturing the knowledge discovering
new knowledge, sharing the knowledge and applied the knowledge in
the decision making process. In applying the knowledge, it is not
necessary for the individual that use the knowledge to comprehend it
as long as the available knowledge is used in guiding the decision
making and actions. When an expert is called and he provides stepby-
step procedure on how to solve the problems to the caller, the
expert is transferring the knowledge or giving direction to the caller.
And the caller is 'applying' the knowledge by following the
instructions given by the expert. An appropriate mechanism is
needed to ensure effective knowledge transfer which in this case is
by telephone or email. The problem with email and telephone is that
the knowledge is not fully circulated and disseminated to all users. In
this paper, with related experience of local university Help Desk, it is
proposed the usage of Information Technology (IT)to effectively
support the knowledge transfer in the organization. The issues
covered include the existing knowledge, the related works, the
methodology used in defining the knowledge management
requirements as well the overview of the prototype.
Abstract: The term Enterprise 2.0 (E2.0) describes a collection of organizational and IT practices that help organizations establish flexible work models, visible knowledge-sharing practices, and higher levels of community participation. E2.0 parallels and builds on another term commonly being used in the industry – Web 2.0. E2.0 represents also new packaging for strategic collaboration and Knowledge Management (KM). Organizations rely on collaboration and KM initiatives to attain innovation, growth, productivity, and performance goals.