Abstract: The purpose of the present study is the investigation
of the relationship between knowledge management and enabling
managers based on achieving proper function. This research is
descriptive and investigative. The sample includes all male and
female high school managers of first and second regions of Urmia
including 98 school and accordingly 98 managers. The instrument
applied was a questionnaire. To sum up, there is a statistically
significant relationship between knowledge management and
empowering managers. In the end, several suggestions are provided.
Abstract: In Thailand, the practice of pre-hospital Emergency
Medical Service (EMS) in each area reveals the different growth
rates and effectiveness of the practices. Those can be found as the
diverse quality and quantity. To shorten the learning curve prior to
speed-up the practices in other areas, story telling and lessons learnt
from the effective practices are valued as meaningful knowledge. To
this paper, it was to ascertain the factors, lessons learnt and best
practices that have impact as contributing to the success of prehospital
EMS system. Those were formulized as model prior to
speedup the practice in other areas. To develop the model, Malcolm
Baldrige National Quality Award (MBNQA), which is widely
recognized as a framework for organizational quality assessment and
improvement, was chosen as the discussion framework. Remarkably,
this study was based on the consideration of knowledge capture;
however it was not to complete the loop of knowledge activities.
Nevertheless, it was to highlight the recognition of knowledge
capture, which is the initiation of knowledge management.
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