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Knowledge Management
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What is Knowledge Management?

Knowledge management is the study of how organizations capture, store, share, and apply knowledge to achieve their goals. It sits at the intersection of business strategy, organizational behavior, and information systems, making it a common subject in management, MBA, and technology programs. What makes it academically interesting is the distinction between different types of knowledge — particularly tacit knowledge, which resides in people's experience and judgment, and the challenge organizations face in making that knowledge accessible and useful. Students are often asked to examine how processes and structures within companies either support or hinder the flow of knowledge across teams and departments.

The papers archived on this topic take several distinct approaches. Some focus on specific industries, such as the automotive sector, to analyze how knowledge management functions in large-scale manufacturing and innovation contexts. Others examine it at the organizational level, exploring frameworks, models, and processes — including process-based models — that guide how companies systematically manage what they know. Case-study approaches are common, with papers looking at particular companies like Accenture to evaluate real-world implementation. Additional papers address the relationship between information management and broader organizational strategy, as well as the social dimensions of capturing tacit knowledge within business environments.

A strong essay on knowledge management needs a clearly bounded thesis — avoid simply summarizing definitions and instead argue a position about how a specific process, framework, or organizational condition affects knowledge outcomes. Evidence drawn from company examples, industry data, or established management models carries the most weight. A common pitfall is treating knowledge management as purely a technology problem; effective essays recognize that employees, culture, and organizational processes are just as central as data systems.

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Paper Doctorate
Transformational Leadership and Organizational Communication Trust
At the foundation of any successful organization and its communication practices, systems and procedures is a very solid foundation of authenticity, transparency and trust. These three elements must pervade a corporate culture in order for it to attain a high level of performance and continued growth in turbulent times (Birasnav, Rangnekar, Dalpati, 2011). The highest performing companies have created a culture that celebrates and actively promotes organizational communication. Transformational leaders have been shown to be the catalyst of exceptional organization communications being attained and a culture of trust created and sustained (Dionne, Yammarino, Atwater, Spangler, 2004). The leader of any organization is the one ultimately responsible for creating this foundation of trust that enables highly effective organizational communications. It is the intent of this analysis to evaluate how this can be achieved. Analysis of a Leader's Impact on Organizational Communications Ultimately it is the leader of any organization who is responsible fro defining the vision of the enterprise, translating that vision into actionable steps that are pragmatic and clear, and then tailoring development programs to each associate. The role of the transformational leader is multifaceted and requires a balancing of people, processes and systems for an enterprise to attain a highly efficient and accurate level of organizational communications (Berson, Avolio, 2004). No significant change can be pushed onto employees or associates however, the longest-lasting changes emanate from how employees view their jobs, bosses, associates and the entire culture of a business (Crawford, 2005). For a leader to change an organization and increase its communication effectiveness, it must change the factors that influence every person in it to communicate more clearly and with greater accuracy and acuity. This is extremely difficult to do well, hence the perennial shortage of leaders in many organizations. Leaders must inspire associates within an enterprise to change internally and value accuracy and acuity of focus in communications before the company can ever change at a more strategic level (Dionne, Yammarino, Atwater, Spangler, 2004). The best leaders at creating a highly effective organizational communication structure and transformations are those that also are able to bring four critical factors into their businesses. These four factors include individualized consideration, intellectual stimulation, inspirational motivation and idealized influence (Birasnav, Rangnekar, Dalpati, 2011). These factors taken together form the foundation of transformational leadership (Hobman, Jackson, Jimmieson, Martin, 2011).
Paper Undergraduate
Managing and Motivating Technical Professionals in NPDI
The most complex team-based processes and tasks many companies routinely struggle with is developing and launching new products. The new product development and introduction (NPDI) process however is the most demanding…
Paper Undergraduate
Turning Data Into Competitive Advantage: Enterprise Strategy
Given the exponential increase in data being generated across enterprise, social networking and legacy IT systems, the need for ensuring a consistent set of frameworks and objectives are used to bring relevance to this data is critical. The tendency of "boil the ocean" of data through Big Data initiatives including Hadoop, an open source analytics platform, have recently emerged as one viable alternative (McKendrick, 2012). Yet too often being able to take in literally terabytes of data and analyze it is of limited use without a consistent, strategic framework to make use of it (Rogers, 2011). Too many IT organizations are falling victim to speeding up mediocre reporting and analysis processes without first thinking about how to bring greater value into their strategic initiatives with the data (Daly, 2011). The answer to this dilemma isn't found in more technology; it's found in creating a more effective strategic framework to bring meaning into the data (Kalpic, Bernus, 2006).
Paper Undergraduate
Data Warehouse Architectures and Database Replication Strategies
Today, there are a lot of different data warehouse architectures intended to meet the users' requirements. Characteristically, data warehouses are comprised of a distributed data design with the mass transfers of data…
Research Paper Doctorate
Clustering Algorithms for Web-Based Data Mining Searches
¶ … clustering in algorithms that employ abstract categories for the pattern matching and pattern recognition procedures used in data mining searches of web documents. With the rapid advances in data mining software…
Paper Undergraduate
MGSM Blog Strategy: Web 2.0 Analysis and Recommendations
The intent of this analysis is to review the Marshall Goldsmith School of Management (MGSM) blog, comparing it to other business schools' blogs, generating an analysis and series of recommendations.
Research Paper Doctorate
Marriott International Strategic Management Analysis
International Strategic Management: Hospitality Service
Paper Doctorate
Technological Collaboration Tools for Business Teams
Technological collaboration seems to be a good idea with new software and connectivity resources. But it proving to be more difficult to implement than to envision. This piece looks at Time, Place, Richness, Task and Adoption elements in collaborative team and task building.
Paper Masters
Management Control Systems in the American Auto Industry
Over the last several decades, the issue of employee motivation has been increasingly brought to the forefront. Part of the reason for this is because globalization has made businesses more competitive.
Paper Undergraduate
E-Government Technologies Improving Governmental Service Delivery
To determine how e-government technologies can be used to improve the delivery of governmental services and what best practices have been identified, this paper provides a review of the relevant literature, followed by a discussion of the findings and a summary of the research in the conclusion.