Knowledge Management in the E & P Sector: Concepts, Standards and a Vision for the Future

1997 ◽  
Vol 9 (01) ◽  
pp. 21-27
Author(s):  
D.A.T. Donohue ◽  
H.S. Meyer ◽  
R.W. Johnson ◽  
D. Woelk ◽  
K.C. Ogle
Keyword(s):  
Knowledge Management ◽  
The Future

Integrating Knowledge Management and Business Processes

2018 ◽  
pp. 5046-5055
Author(s):  
John Steven Edwards
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Processes ◽  
Types Of Knowledge ◽  
Different Types ◽  
The Future

In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management has been implemented. A business process-based route, which enables people, processes and technology to fit together, is growing in popularity as the best way to deliver effective knowledge management that is integrated into what the organization does. Some examples of the business processes route in use are then given. Finally there is a look towards the future.

Business Processes and Knowledge Management

2011 ◽  
pp. 2538-2545
Author(s):  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Types Of Knowledge ◽  
Different Types ◽  
The Future

In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management can be implemented, advocating a process-based route. An explanation follows of how people, processes, and technology need to fit together for effective KM, and some examples of this route in use are given. Finally, there is a look towards the future.

Reflections on Knowledge Management Research and Practice

2011 ◽  
pp. 1-8
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Management Research ◽  
Research And Practice ◽  
The Third ◽  
The Future ◽  
Key Issues

This is the third volume in the Advances in Knowledge Management and I thought it appropriate to start this volume with some reflection on where KM is at and where it is going. This chapter reflects on two key issues—the need to ensure KM is relevant and the risk of KM becoming a fad. The chapter concludes with reflection on the future of KM.

Knowledge management and social entrepreneurship education: lessons learned from an exploratory two-country study

2019 ◽  
Vol 23 (10) ◽  
pp. 1984-2006 ◽  
Author(s):  
George Thomas Solomon ◽  
Nawaf Alabduljader ◽  
Ravi S. Ramani
Keyword(s):  
Knowledge Management ◽  
Social Entrepreneurship ◽  
Social Issues ◽  
Entrepreneurship Education ◽  
Growth Potential ◽  
Data Set ◽  
Content Type ◽  
Course Offerings ◽  
The Future ◽  
The Usa

Purpose Social entrepreneurship courses are among the fastest growing category of course offerings to entrepreneurship students (Brock and Kim, 2011) because both high growth potential- and steady growth-social ventures can create value and help solve social issues effectively and efficiently. As knowledge disseminators, entrepreneurship educators are in prime position to develop the knowledge, skills and abilities of students, which, in turn, increases their intentions to start a social venture and their ability to manage and grow their venture. Students gain an understanding about the role of entrepreneurship in addressing social opportunities, as well as knowledge related to starting, managing and growing social entrepreneurship ventures. This paper is divided into three parts. First, the authors broadly discuss the concept of social entrepreneurship. Second, the authors present an overview of the field of social entrepreneurship education (SEE) and its evolution. Finally, the authors supplement this review with an analytical examination of SEE, in which the authors present results of a cross-country analysis survey of over 200 entrepreneurship education programs in the USA and Canada. This paper aims to present information about: student enrollment in social entrepreneurship courses in comparison to other entrepreneurship courses; the frequency of offering social entrepreneurship courses and programs compared to other entrepreneurship courses and programs; and future trends in SEE. The results revealed a strong demand for social entrepreneurship from students, room for improvement in terms of the supply of course offerings, and a strong belief in the continued growth of social entrepreneurship. The authors conclude with suggestions about the future of SEE. Design/methodology/approach Analysis of secondary data derived from the oldest and most-frequently cited sources regarding entrepreneurship education in the USA and a novel data set examining entrepreneurship education in Canada. Both data sets were collected using an online self-report survey. Findings Demand for SEE continues to rise in both the USA and Canada. However, course and program offerings have not kept pace. Prominent trends in social entrepreneurship such as cross-campus programs and addressing the evolving demographics of students in higher education institutions need more attention. Originality/value A cross-cultural study of SEE that provides a high-level view of the state of the field today. In addition, the paper outlines the potential of the field of knowledge management for the future of SEE.

Knowledge Management

2007 ◽  
pp. 25-44
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Increasing Returns ◽  
Organizational Resources ◽  
Time And Space ◽  
Organizational Resource ◽  
New Knowledge ◽  
The Future

Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the potential to generate new knowledge. Not only can knowledge be replenished in use, it can also be combined and recombined to generate new knowledge. Once created, knowledge can be articulated, shared, stored, and re-contextualized to yield options for the future. For all of these reasons, knowledge has the potential to be applied across time and space to yield increasing returns (Garud & Kumaraswamy, 2005).

An Ontology-Based Indigenous Knowledge Management Portal for Subfertility of Females

2022 ◽  
pp. 112-132
Author(s):  
Thenuka Yogarajah ◽  
Kuhaneswaran Banujan ◽  
Shanmuganathan Vasanthapriyan
Keyword(s):  
Knowledge Management ◽  
Indigenous Knowledge ◽  
Future Generation ◽  
Future Generations ◽  
Treatment Methods ◽  
Local Language ◽  
The Future ◽  
Technological World

Subfertility in humans is the major problem in the technological world mostly by their habits and foods. There are many treatment methods for the subfertility of females, but the documentation in this field is mostly available in the local language, which cannot be understood by others, and time by time, this knowledge towards the future generation is diminished. The authors have depicted the knowledge using ontology and thereafter the knowledge management portal (KMP) for the indigenous knowledge was developed using the modeled ontology. They believe that the indigenous knowledge management portal (IKMP) will help future generations to get knowledge easily by using this system. They also strongly believe that the IKMP will serve as the experience-sharing tool for the subfertility-related indigenous knowledge.

The Emerging Challenge of Knowledge Management Ecosystems: A Silicon Valley High Tech Company Signals the Future

2011 ◽  
Vol 28 (1) ◽  
pp. 5-18 ◽  
Author(s):  
Richard J. Burkhard ◽  
Timothy R. Hill ◽  
Shailaja Venkatsubramanyan
Keyword(s):  
Knowledge Management ◽  
Silicon Valley ◽  
High Tech ◽  
The Future

scholarly journals Web-based knowledge management system: linking smart metering to the future of urban water planning

2010 ◽  
Vol 47 (2) ◽  
pp. 66-74 ◽  
Author(s):  
Rodney A. Stewart ◽  
Rachelle Willis ◽  
Damien Giurco ◽  
Kriengsak Panuwatwanich ◽  
Guillermo Capati
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Management System ◽  
Urban Water ◽  
Smart Metering ◽  
Water Planning ◽  
Web Based ◽  
The Future

The Future of Knowledge Management

2007 ◽  
Vol 38 (1) ◽  
pp. 125-126 ◽  
Author(s):  
Jane Sekarsari Tamtana
Keyword(s):  
Knowledge Management ◽  
The Future

scholarly journals The Longitudinal Empirical Study of Organizational Socialization and Knowledge Sharing – From the Perspective of Job Embeddedness

10.28945/4492 ◽  
2020 ◽  
Vol 15 ◽  
pp. 001-023
Author(s):  
Chunjiang Yang ◽  
Aobo Chen
Keyword(s):  
Knowledge Management ◽  
Boundary Conditions ◽  
Knowledge Sharing ◽  
Organizational Socialization ◽  
Job Embeddedness ◽  
Equation Modeling ◽  
Future Research ◽  
Coworker Support ◽  
The Future ◽  
Underlying Mechanisms

Aim/Purpose: Based on the social exchange theory, this study aimed to explore the underlying mechanisms and boundary conditions between organizational socialization and knowledge sharing. Background: With the advent of the era of the knowledge economy, knowledge has been replacing traditional resources such as capital, labor, and land to become the critical resources of enterprises. The competitiveness of an organization depends much on the effectiveness of its knowledge management; the success of its knowledge management largely relies upon employees’ motivation and willingness to engage in knowledge sharing. Methodology: This study is a longitudinal analysis of data collected from 281 newcomers in Chinese enterprises at two-time points with a one-month interval. Structural equation modeling (SEM) was conducted to test hypotheses by calculating standardized path coefficients and their significance levels. Contribution: The study examined models linking organizational socialization and knowledge sharing that included organizational links and sacrifice as mediators and trust as a moderator. Findings: Results show that the influences of organizational socialization on knowledge sharing change regularly over time. In the role management stage, coworker support and prospects for the future impact the practices of knowledge sharing through links and sacrifice. Moreover, the findings show that trust moderates the effect of links and sacrifice on employees’ knowledge sharing. Recommendations for Practitioners: This study can help enterprises develop targeted human resource management strategies, improve the degree of job embeddedness within the organization, and thus encourage more knowledge sharing among employees. Recommendation for Researchers: First, researchers could pay attention to more underlying mechanisms and boundary conditions in the relationship between organizational socialization and knowledge sharing. Second, focusing on specific cultural context and dimension of concepts may provide a new insight for the future study and help add greater theoretical precision to knowledge sharing. Impact on Society: First, this study suggests that coworker support and prospects for the future improve knowledge sharing within the organization. Second, understanding how job embeddedness (organizational links and organizational sacrifice) acts as a mediator enhancing knowledge sharing, managers should consider raising their attachment relationship to organizations from two aspects: links and sacrifice. Third, knowledge sharing takes place in a team-oriented context, where the success of the team requires high-quality relationships among individual team members within the team as a whole. Future Research: Researchers in the future should employ experimental research design or utilize longitudinal data to ensure that the findings reveal causation. In addition, future research can investigate how the initial level and later changes of organizational socialization are associated with knowledge sharing beyond the observational scope of traditional cross-sectional and lagged research designs.

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