Proceedings of the International Forum on Knowledge Asset Dynamics, 12th edition, Knowledge Management in the 21st Century: Resilience, Creativity and Co-creation, IFKAD 2017
The acknowledgment of the knowledge-based nature of today’s economy and of organisations points out that knowledge workers and knowledge processes are at the basis of organisations competitiveness and knowledge management is a necessary dimension connecting operations and strategy in order to translate knowledge into organisational performance and value outputs and impacts. However, the ability of an organisation to prosper is linked not only to its capacity of managing and developing its knowledge resources, but most importantly to the identification of those cognitive resources that have strategic relevance for the future success of the organisation, i.e. the organisational knowledge assets. Indeed, knowledge assets contribute to the definition of the value of an organisation both from a static and a dynamic perspective. From static point of view, knowledge assets such as, for example, patents, brand, culture, core competences, identity and image, and so on, stand for most of the market value of today’s company. The notion of intellectual capital has been introduced in the management and economic literature to represent those assets explaining the difference from the market value and the book value of today’s knowledge intensive companies. On the other hand, most importantly knowledge assets define the roots of value creation dynamics. They are the value drivers to execute organisational processes that in turn explain organisational performance. This involves the definition of knowledge management initiatives as strategizing planned actions connecting business strategy and every day operation management. The formulation and implementation of a strategy define the route that an organisation leadership undertake to navigate the business landscape by coping with an unknown world by continuously projecting and revising strategic objectives to be achieved. In order to operate, organisations need to develop their knowledge domains that in turn define organisational capabilities, skills and competences. Knowledge strategies are aimed to maintain and growth organisational knowledge. Although knowledge management is still not fully acknowledged as a mainstream managerial discipline with all business schools dedicating courses on the subject, it represents a fundamental management and economic research area with fundamental implications to understand organisations, their working mechanisms and value creation dynamics, and the ways how organisations interact and shape the business landscape. The mission of IFKAD is the development of research and scientific conversations aimed to contribute to theory-building as well as to the managerial practice about the role of knowledge as an organisational value-driven source. Our view is that organisations are primarily in the business of knowledge and from their capacity of managing knowledge depends their future business sustainability and value creation capacity.
Purpose – The major focus of the current paper is historical analysis of knowledge visualization (KV) field. The great interest and growth of research on knowledge visualization results in the need of defining its present state-of-the-art. The paper addresses the question of solidness of theoretical basis and completeness of empirical evidence within the field. It presents the main results of the critical literature review with the focus on the works of Professor Martin J. Eppler and co-authors, whose articles and books cover broad and diverse area of research on visual business knowledge models. This research team forms the pioneering group in this field and may be called the St. Gallen School of KV.
Design/methodology/approach – The papers is based on a systematic literature review of 54 works on the given topic followed by in-depth analysis of the key papers. The analysis was focused on research methods and applied methodology.
Originality/value – The paper proposes the novel definition of three phases of KV research: preliminary, empirical and theoretical phase. The first phase answers the question “What are visual business knowledge models? How can different visual knowledge models be classified in accordance with certain business purposes?”. It explores wide range of visual models which represent all types of business information. In the second phase, the focus shifts from pure data to business knowledge with the main research question “How does it influence on business processes?”. It explores number of visual business knowledge models via empirical research. In the third phase, research is aimed at answering the question “Why?”. Namely, why it works this way, why there are certain restrictions, and why combination of visualization procedures is more efficient.
Practical implications – The papers may serve as an introduction to the researchers to state-of-the-art of the modern KV field. For managerial practitioners, it shows the rich palette of popular business diagrams (mind maps, concept maps, business diagrams). It also cautions managers about the existence of cognitive pitfalls related to visualization, suggesting to pay attention to emotional and social aspects of their use.
Purpose – Companies are adopting new methods of analysis of business processes to maintain an adequate level of control and transparency. If the process is subject to constant changes and becomes too complicated, there is a need to move from a linear to its non-linear processing. Lack of process structure is a source of increasing entropy. The statistical methods of technological processes based on delayed performance management are not as useful, considering key performance indicators (KPIs) vary from one process instance to another, and their target values cannot be clearly defined. This means that the ‘thumbs-up’ cannot be applied to weakly-structured process, and requires a new approach to execute dynamic models considering non-linear factors. Design/methodology/approach – The implementation of the tasks was achieved by conducting field research, literature analysis and creating automated decisions based on the findings. Originality/value – The proposed solution for the management and improve the efficiency of knowledge intensive processes. To implement pre-hold processing texts presented algorithm, namely the description of the problem and all attached text document. This will extract the tacit knowledge (unstructured), hidden in the daily correspondence, informal communication. The email can be taken as the source. To do this consistently performed a morphological analysis and syntactic analysis of the text to bring the terms to the normal form. Based on this, we analyse the potential operational risks and the search for experts for the creation of the expert community. Thus, the process can be controlled by some internal/external experts of virtual teams (whose location is not important), that are essentially a community of practice. Coordination responsibility lies with the owner of the process. Practical implications – The paper described in detail the results of field research, as well as show the system architecture that supports semi-structured process management. The following tasks have been solved: 1) researched features of poorly structured process management in various companies and technological challenges faced by the company; 2) examined the hypothesis that the process risks can be identified and addressed through changes in the information field indicators process (unstructured information on the process); 3) implemented expert search service and prediction of potential operational risks. Using the developed system allows increasing the efficiency and transparency of processes and expert community.
Purpose – Nowadays, the focus on supporting knowledge workers is very significant and on the first place, there is a need to support the knowledge intensive processes – processes of reasonable and right decision-making. These processes can be improved by implementation of knowledge management tools that allows of reducing the cost of gathering and disseminating knowledge. The problem the author works with here is: How organizations can successfully use case management for forming corporate knowledge. The purpose of this paper is consideration of the issues of ICT and information systems (IS) applications for supporting of knowledge-oriented case management and improve quality of client care.
Design/methodology/approach – Scientific methodology of the research rests upon system approach, complex and comparative analysis. In this stage of the study, the author uses the research method based on literature review, analysis of large volumes of information, and findings of investigations in the field of knowledge management tools successful implementation for knowledge intensive processes supporting and improving quality of client care.
Originality/value – Original contribution of the work is analysis and classification of case management tools, used for knowledge workers support. The research also considers the cultural aspect related to the case management practical application. The implementation of CM systems requires consolidation of infrastructure and people to understand the impact of modern technologies on everyday business practices and the need for data management and analysis.
Practical implications – Currently adaptive case management systems are used actively in the following areas:
- Complex services provision in health care, jurisprudence, finance, reporting and informational support, conduct of client affairs;
- Development of complex products and conducting marketing campaigns;
- Social sphere and social initiatives, etc.
Case management solution based on Business Process Management (BPM) technology provides the best way for support of capturing, gathering, sharing, and retrieval of knowledge for knowledge workers within a business processes. Systems of BPM and Enterprise Content Management (ECM) with specific support for knowledge-intensive processes can be discussed as a more appropriate optimal decision to case management. Moreover, case management system can combine the best features of several classes of information systems.
Within the frames of digital business transformation the data are one of the basic company assets. Many companies adopt cumbersome expensive software to provide analytical reports, revealing the causes of success and failure. The observed gap between business expectations and the obtained results is associated not with software quality, but with data management. Based on the analysis of world practices in data management and Russian professional standards the principle of forming required competences in data management for companies’s top-management is proposed. The article suggests the competency model for company’s management in the sphere of data management. Purpose – The purpose of this work is to create a competency model of different levels of executives in the sphere of data management within the frames of global digital transformation. This model will give a chance to formulate additional list of managers’ competencies involved in the process of data management. Design/methodology/approach – The comparative analysis of global practices in data management and Russian professional standards; case research of Russian company managers’ attitude to competencies in data management.
Design/methodology/approach – The comparative analysis of global practices in data management and Russian professional standards; case research of Russian company managers’ attitude to competencies in data management. Originality/value – Digital medium formation is an integral element of enterprise integration into the broad scale global digital transformation processes. These changes include, in particular, cross-industry digital transformation, development of new industries as well as “joint” economy formation. This, in turn, requires all company management levels to acquire new professional competences corresponding to the requirements of digital economy. Since the data are the main part of digital economy, the data management organization that goes out of limits of mere creation and introduction of the corporate information system is required. In the article new principles of formating company management competences concerning data management are suggested. Practical implications – The presented competency model will let correctly formulate and structure the requirements for employees in the field of data management. The model can be adapted for companies of different sizes, different organizational structures and scope of activities.