A Survey of Internet Support for Knowledge Management/Organizational Memory Systems (original) (raw)
Related papers
Understanding Organizational Memory System for Managing Knowledge
2011
Information System (IS), has been extended to Knowledge Management System (KMS) focusing on knowledge as main contents instead of information. While KMS evolving rapidly, with the awareness of treating knowledge as an organizational memory, evolved Organizational Memory System (OMS). The three tools (IS, KMS and OMS) are to manage data, information and knowledge in organization, have stimulated confusion to the beginners of Information Technology (IT) practitioners. The aim of the paper is to provide a document that able to stimulate rich understanding of OMS from KMS and IS concept. This was done by identified eight descriptions of OMS and comparing twenty characteristics of IS, KMS, OMS extracted from previous studies. Finally we use the results to identify necessary consideration for developing OMS. The identification was presented in the form of OMS development model. Future study can be done to verify the model.
Information Systems and Organizational Memory: A Literature Review the Last 20 Years
Journal of Information Systems and Technology Management, 2015
The advancement of technologies and Information Systems (IS) associated with the search for success in the competitive market leads organizations to seek strategies that assist in acquisition, retention, storage, and dissemination of knowledge in the organization in order to be reused in time, preserving its Organizational Memory (OM). Organizational Memory Information Systems (OMIS) emerge as an enhancer of the OM, providing effective support and resources for the organization, assisting in decision making, in the solution of problems, as well as in quality and development of products and services. This article is an analysis of some OMIS selected from a literature review about its features and functionality in order to understand how these information systems are seen by the organizations. With this research, we realized that the relationship between OM and IS is still inexpressive, even with the existence of some cases of success in the use of OMIS in the literature. The literature reveals that an individuals' knowledge is not integrated in information systems management process in most organizations; much of this knowledge is generated in the organization retained in an individual himself/herself. It is easy to see that there is a need for strategies and mechanisms in the organization to stimulate and provide better knowledge sharing between individuals which, when associated to IS, allows greater control and effective use of Organizational Memory.
An Object and Performance Framework for Implementation of Web-based Knowledge Sharing Technology
Journal of theoretical and applied electronic commerce research, 2009
Any e-organization, whether it is commercial or governmental, requires a knowledge management support in order to achieve optimal performance. Many of the technologies that serve the operations of such organizations can also support knowledge management to facilitate efficient knowledge sharing and reuse. Thus, eorganizations should be at the forefront in the use of knowledge management. This paper examines systems of knowledge management used in large organizations. The limitations of traditional organizational schemes are examined, including the tie to the traditional pre-digital knowledge unit, the multi-page document. An action research approach is taken towards the question of how we improve upon traditional approaches using the technology available in conjunction with approaches arising from organizational research. A new framework is described where knowledge is packaged into objects and classified by organizational performance roles and goals. A prototype implementation of the framework was developed in order to test its feasibility. Evaluation of the prototype suggests that the system could result in a more intuitive organizational framework that enables workers to obtain appropriate knowledge support in a timely manner without the need for extensive search, and also facilitates greater reuse and sharing of knowledge.
2016 IEEE Tenth International Conference on Research Challenges in Information Science (RCIS), 2016
Organizational memory is a space where various information circulating in a company are capitalized. From the users' point of view, an organizational memory, which can be seen as an information system component, is very important since it stores the "shared knowledge" of the organization. But, at the same time, the cost of this knowledge is relatively high since users' participation, i.e. to integrate/maintain… the memory is important. The aim of our work is to model an organizational memory through a heterogeneous network on which is based an automatic information integration process to assist users in this task while limiting their effort. We developed a prototype and evaluated through an experiment its ability to integrate new information into an organizational memory based on the proposed model.
Toward a technology for organizational memories
IEEE Intelligent Systems, 1998
THE RECOGNITION THAT KNOWLedge is one of an enterprise's most important assets, decisively influencing its competitiveness, has fueled interest in comprehensive approaches to the basic activities of knowledge management: the identification, acquisition, development, dissemination, use, and preservation of the enterprise's knowledge. Traditionally, enterprises have addressed knowledge management from either a management or a technological point of view. Managers understand that the knowledge their employees possess is one of their company's most valuable assets. They are concerned with the effective use of personal knowledge and the qualitative and quantitative adaptation of this knowledge toward a changing environment. The technological approach, by contrast, deals with questions about what information technology should be provided to support knowledge management. 1 We find that effective knowledge management requires a hybrid solution, one that involves both people and technology. 2 As this article shows, our long-term vision is a corporate or organizational memory at the core of a learning organization, supporting sharing and reuse of individual and corporate knowledge and lessons learned. Arranged around such an OM, intelligent knowledgemanagement services actively provide the user working on a knowledge-intensive operational task with all the information necessary and useful for fulfilling this task (see ).
Training and Intranet Recommendations From a Case Study of Organizational Memory
1997
This paper reports on a case study of the organizational memory information system (OMIS) of an engineering group at a nuclear power plant. It found that the OMIS was effective based on the criteria of the competing values model (Quinn and Rohrbaugh, 1983). The engineering group was also considered effective based on the criteria used to evaluate effectiveness by the group managers. One of the criteria used to assess group effectiveness was the ability to use organizational memory. The study also found that more effective use of this OMIS was hampered by a lack of training and system integration. The scope of OMIS training was the main training issue. Management and the system designers assumed that engineers learned to ask questions and search databases while in college. This led to a training scope that only called for training on using system interfaces. This study found that the majority of OMIS users cited the inability to conduct searches and find information in addition to learning different interfaces as one of the main restraints to using the OMIS more effectively. A contributing cause to only providing interface training was cost. Interface training was found to be much less expensive than educating users in the concepts of information retrieval and database queries. Improving system integration through use of common interfaces and a single database is expected to improve OMIS effectiveness and to ease the training burden. Creating a uniform system interface reduces interface training needs. Using a single database reduces the scope of database knowledge that must be taught. It is proposed that the use of Intranets and a browser type interface as a platform for the OMIS will provide the architecture for improving system integration and reducing training needs.
The Impact of Organizational Memory on IT Systems
1998
Organizational Memory Information Systems (OMISs) combine the attributes of culture, history, business process, human memory and fact into an integrated knowledge based business system. While not currently in existence in the configuration suggested in this paper, this type of information system would be an integral part of any firm wanting to anticipate business climate changes, expand their customer base and improve existing customer service. OMIS's would benefit businesses wanting to integrate disparate data bases, capture the expertise of retiring staff, improve organizational coordination and provide a decision making aid to staff members encountering new and complex issues requiring the integration of diverse and inconsistent types of knowledge.
Journal of Management Studies, 2000
This research examines the concept of organizational memory in the context of multi‐unit organizations. It addresses the question: how do organizations collect, store and provide access to their experiential knowledge? I develop a framework for organizational memory in geographically distributed settings based on the concept of organizational memory systems and empirically assess the usefulness of this framework in the context of a multinational, business consulting organization. Multiple memory systems were identified, including social networks, knowledge centers and various computer‐based systems. I present and discuss findings with respect to the characteristics and perceived effectiveness of these memory systems.
Knowledge management systems: finding a way with technology
Journal of Knowledge …, 2005
To consider the role of technology in knowledge management in organizations, both actual and desired. Design/methodology/approach Facilitated, computer supported group workshops were conducted with 78 people from ten different organizations. The objective of each workshop was to review the current state of knowledge management in that organization and develop an action plan for the future. Findings Only three organizations had adopted a strongly technology-based "solution" to knowledge management problems, and these followed three substantially different routes. There was a clear emphasis on the use of general information technology tools to support knowledge management activities, rather than the use of tools specific to knowledge management. Research limitations/implications Further research is needed to help organizations make best use of generally available software such as Intranets and e-mail for knowledge management. Many issues, especially human ones, relate to the implementation of any technology. Participation was restricted to organizations that wished to produce an action plan for knowledge management. The findings may therefore represent only "average" organizations, not the very best practice. Practical implications Each organization must resolve four tensions: Originality/value Although it is the group rather than an individual that determines what counts as knowledge, hardly any previous studies of knowledge management have collected data in a group context.