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Knowledge Management Systems
Defining Three Components of Knowledge Management Systems
The many disruptive innovations that are continually changing the nature of enterprise software are having a significant impact on each component of knowledge management systems. The intent of this analysis is to evaluate the three components of knowledge management systems including communication, collaboration and storage/retrieval. The rapid evolution of these systems between the late 1990s and today further illustrates just how disruptive the innovations discussed in this analysis are from an information technologies (IT) perspective.
Analysis of Knowledge Management Systems Disruptive Innovations
During the late 1990s, the predominant IT infrastructure was client/server, knowledge management systems were often highly balkanized and isolated in terms of integration all of which made the difficult to use for strategic-level tasks (Edwards, Shaw, Collier, 2005). Often communication, collaboration and storage/retrieval tasks were batch-oriented, slow and would need significant IT reprogramming to just work together. The use of IT to streamline the communication component...
There was also a focus on making all knowledge as structured and easily indexed as possible, owing to the underlying highly static data structures at the time (Turban, Volonino, 2010). Collaboration components of these systems were also often designed for highly structured, easily defined workflows that left little in the way of variation in process workflows. It would take months to change a given communication workflow for example through the use of IT programming tools and techniques. Finally the storage/retrieval component of the knowledge management systems from that time period were exponentially slow than they are today, much more difficult-to-index and create quick updates with, and the most costly part of the system from a pricing and cost of ownership standpoint. All of these factors made knowledge management systems much more adept at managing structured queries and not nearly as agile and quickly modifiable as they are today (Edwards, Shaw, Collier, 2005).
Contrasting the late 1990s to today illustrates how disruptive the Internet, advances in analytics…
References
Edwards, J.S., Shaw, D. & Collier, P.M. 2005, "Knowledge management systems: finding a way with technology," Journal of Knowledge Management, vol. 9, no. 1, pp. 113-125.
Turban, E., Volonino, L. Information Technology for Management: Improving Performance in the Digital Economy, 7th Edition. John Wiley & Sons, 2010.
In addition to serving as the catalyst of greater acceleration of the Five C. Model, Web 2.0 design requirements are making knowledge management more closely align with the precise needs of users. This is significant as a development in knowledge management systems, as in previous-generation architectures this type of alignment would take multiple iterations, or changes; to a given knowledge management system to achieve the level of alignment of
Use of single version of the truth and single information Balanced set of strategic metrics (Financial and non-financial). New methods of cost accounting (ABC, Target Costing). Internal vs. External Focus (Benchmarking and Self-Assessment). Process Management and Measures (value delivery). Stakeholder value measures Uniform set of measures Causal relationships between measures across all levels. Source: Lieberman; (1994; et.al.). Automotive Industry Analysis Entering 2007 it is clear that Japanese firms, lead by Toyota, will be at parity with and potentially surpass the
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Knowledge Management Mid-Term exam -- You should check all these answers!!!! Especially those in green. Multiple Choice Questions. Circle/Pick the best answer from the given possibilities of a, b, c, and d The two major forms of knowledge, tacit and explicit, are distinguished by: Grew out of a different KM root discipline. Arose at a different point in time during the evolution of the KM concept. Are used in different types of organizations. The fact that they
All in all, Business Intelligence allows the company to better analyze the myriad of forces in the micro and macro environment and to make better informed decisions. It as such supports analytics, which in turn creates competitive advantages for the economic agent (Davenport, 2006), but it also creates internal strength and stability in the face of external pressures; it supports the processes of decision making. Still, regardless of the benefits of