Knowledge management (KM) is an essential, if sometimes overlooked part of new product development (NPD). It describes the way information and new knowledge is being shared in a commercial organization, hence, how it is stored and made accessible within an organization. KM is applied to many organizational settings, but the application is sparse. KM has the potential to assist NPD, as previously acquired knowledge can be used more efficiently and redundant work can be avoided. However, there is no successful model or guideline for KM in an NPD environment. This project specifically examined the NPD situation, and the research questions included: What do engineering companies in New Zealand do, if anything, to store acquired knowledge? What would encourage engineers to share their knowledge in NPD projects? These research questions were answered by two methods: a survey and then follow-up face-to-face interviews were conducted. Statistical analysis identified various factors as important. Further, differences between New Zealand and German companies were examined. The survey and interview results showed that knowledge was found definitely important for innovation and NPD. However, Germans tended to rate the overall importance of knowledge higher than New Zealanders. It was found that all NPD companies used codification and personalization KM strategies to store knowledge and to make it accessible. However, a tendency towards a stronger emphasis on personalization was found. Particular knowledge sharing encouragements were identified that could result in a higher willingness of engineers to share their knowledge; supporting a communicative work-climate, setting up regular meetings for knowledge exchange and active encouragement to share knowledge. Apart from encouragements, survey and interview results also pointed out the importance of a clearly set direction for KM from management. Companies that were associated with successful KM did not only apply one particular KM process, but a combination of many. Particular KM practices and knowledge sharing encouragements were associated with KM success; the creation of a tidy, well structured database, regular meetings for knowledge sharing, supporting a communicative work-climate and active encouragement of staff to share their knowledge. Furthermore, the influence of personal relationships, trust and power differences on personal knowledge sharing processes were identified. Poor personal relationships and a low perceived level of trust can decrease the willingness of engineers to share knowledge. Engineers found that the most difficult situation in which to seek knowledge was from superiors, while the easiest was from peers. Thus organizational design and hierarchy structures can have an influence on KM. These results were used to construct an integrative model that describes the factors, and their interaction, for successful KM in NPD. Based on the interview and survey results, the main implications for practitioners are that an overall awareness of KM and the benefits thereof for the company itself and the employees are important for successful KM. Executives should consider setting direction, providing the required tools for KM, educating staff regarding KM, and actively encouraging knowledge sharing processes. Further, executives should be aware of the influence of organizational design on personal knowledge sharing mechanisms. NPD project managers should consider educating their project team regarding KM. Especially for the successful application of personal knowledge sharing processes it is important that project managers are aware of personal relationships and potential issues among their team members. In order to achieve a high willingness to share knowledge within the project team, project managers should consider supporting a communicative work-climate, setting up regular meetings for knowledge exchange and actively encouraging their project team members to share their knowledge. These methods were associated not only with a high willingness of employees to share knowledge, but also with KM success in general. Engineers should consider contributing to the KM process by applying the company’s KM strategy and by having a high willingness to share own knowledge and ask questions to acquire knowledge. Furthermore engineers need to be aware of personal relationships with their colleagues and try to maintain a good work-climate, as this affects personal knowledge sharing processes within the NPD project team. New product development requires knowledge, and in an organizational context that knowledge needs to be managed if there is to be an enduring future for the firm. This work has surveyed industry perspectives and identified factors that contribute to successful knowledge management, creating an integrated model that is applicable to new product development.

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Theorists have suggested that organizational culture is a strategic resource that has value in ensuring the continuing existence and success of organizations (Michalisin, Smith, & Kline, 1997; Barney, 1986, 1991; Hult, Ketchen, & Nichols, 2002; Gordon, 1985). This assertion is supported by various studies that have linked organizational culture to broad strategic outcomes such as an organizationâ s ability to manage knowledge (Davenport, Long, & Beers, 1998; Storck & Hill, 2000), innovation capability (Hauser, 1998), and strategic management of information technology (Kaarst-Brown & Robey, 1999; Reich & Benbasat, 2000; Schein, 1985). Based on this research, we suggest that there are characteristics of organizational cultures in information-based organizations that lead to increased collaboration, collegiality, and organizational effectiveness.

Artificial Intelligence Lab, Department of MIS, University of Arizona / This bookâ s purpose is to present a balanced and integrated view of what a Knowledge Management System (KMS) is. We first define Knowledge Management (KM) from various consulting and IT perspectives and then pay particular attention to new and emerging technologies that help promote this new field. In particular, we present a review of some key KMS sub-fields: search engines, data mining, and text mining. We hope to help readers better understand the emerging technologies behind knowledge management, i.e., Knowledge Management Systems. A high-level, although systematic, discussion of text mining is presented. Unlike search engines and data mining that have a longer history and are better understood, text mining is an emerging technical area that is relatively unknown to IT professionals. We therefore present several case studies and conclude with lessons learned and future research and development directions. This book is intended to provide a gentle introduction to researchers and IT professionals who are new to KMS. We hope it provides a non-technical and practical review of this fascinating field as well as a look at the potential and pitfalls of these emerging technologies.

There has been growing interest, locally, nationally, and internationally in agricultural knowledge and information systems (AKISs) stemming from their important role in facilitating learning, innovation and the sharing and exchange of knowledge and information. Despite the fact that small-scale farmers and farmers‘ groups are among the key actors in an AKIS, little attention is devoted to their needs. This study aimed to understand the AKISs of small-scale farmers (male, female and the youth) in Kirinyaga district, Kenya. The study investigated small-scale farmers, and in particular farmers‘ groups as key actors in supporting agricultural development and linkages between actors, their information behaviour, sources of information and knowledge, linkages and flows of knowledge and information including the role of information and communication technologies (ICTs). The study also investigated the usage of these resources, barriers to accessing knowledge and information, and existing knowledge and information management practices. The study adopted multiple paradigms and perspectives but was mainly guided by the Social constructivist paradigm and the Soft systems perspective. The theoretical framework was constructed upon an integration of the Sense-making1 theory, Social cognitive theory, Social capital concept, Communities of practice (CoPs), Wilson‘s general model of information seeking behaviour, Meyer‘s information transfer model, Knowledge management theory and the Cynefin framework. The research design was a multiple methods approach that triangulated qualitative, quantitative Sense-Making, Participatory and Soft systems methodologies. Data was collected through interviews with individual farmers belonging or not belonging to a group; key informants; research, training and education institutions; civil society organisations (CSOs); and government departments using semi-structured interview guides unique to each category of informant. Focus group discussions were conducted with farmers‘ groups while questionnaires were sent to information providers. Rapid Appraisal of Agricultural Knowledge Systems, participatory rural appraisal methods, unobtrusive observation of the activities of farmers and other actors in the community and secondary information sources were also used to collect data. The findings of the study showed that rich and deep data was collected through the multiple methods research design, and that no conflict arose from using multiple paradigms in a single multifaceted and multidisciplinary study where specific research questions were addressed. The Sense-Making methodology provided useful approaches to studying the information behaviour and decision making processes of small-scale farmers, and to investigate the feelings, emotions and dreams of farmers in Kirinyaga district. However, the experience of this study showed that using a multiple methods research design could result in a very large study. The findings show that small-scale farmers need information from diverse sources and on a wide range of topics along the production and marketing value chains, based on their enterprise(s), geographic location and the actors active on the ground. Male and female farmers expressed needs on similar topics but the needs were gender differentiated with variations in the priorities, types of information needed, the weight attached to each topic, and the information seeking behaviour. Most farmers and almost half the groups combined external information and local knowledge in their farming, and information and knowledge was shared orally along social and cultural lines. Most of the groups were legally constituted and had the status of farmers‘ groups; a few were cooperatives. Farmers‘ groups emerged as key actors in the AKIS of the district and provided platforms for learning, innovation, sharing and the exchange of ideas, information and knowledge among their members. The findings show that most groups did not share information with non-group members, which led to information asymmetries between farmers belonging or not belonging to a group. The findings of the study show variations in sources used by male only, female only, youth only and mixed groups. Male only groups relied mostly on private sector sources, while female only, youth only and mixed groups depended more on public extension services. The main sources of market information were local markets, followed by neighbours, other farmers and cooperatives and societies. Extension emerged as the most important source of advice, information and knowledge on farming in general, followed by the private sector and neighbours. Groups mainly obtained information on news, new technologies or farming methods from extension, media and private sector actors, while they obtained most answers to their farming questions from their groups, extension services, neighbours and other farmers. There were variations in the sources used by different types of groups for advice, information or knowledge in general, as well as in sources used by farmers belonging or not belonging to a group in different geographic divisions. There were more than 150 actors in the public, private and CSO sectors, and there were many AKISs in Kirinyaga district, which were location specific and depended on the enterprise(s) produced and the actors that were present on the ground. Most linkages were horizontal and were weak. Farmers‘ groups and social networks provided a unique linkage mechanism to other actors and access to services such as extension, markets and basic needs. This finding suggests the need to strengthen the capacity of farmers‘ groups and encourage farmers to join or form groups. There were variations in the importance, strength and quality of the relationships between actors in different divisions, locations and sub-locations, but the linkages with farmers were generally weak. The Kirinyaga stakeholders‘ forum and a few partnerships of actors facilitated vertical flow of information between actors but the linkages were equally weak. Farmers mainly used oral communication to access and share information and knowledge. While farmers belonging to a group generally used meetings, neighbours and radio, farmers not belonging to a group mostly used radio, neighbours and cellular phones. The findings indicate that farmers preferred to use radio, television and cellular phones for accessing agricultural information but the usage of modern ICTs was low and most of the users were male. Farmers encountered many barriers in accessing and sharing agricultural information and knowledge including insufficient sources in the community; lack of awareness of who the ―knowers‖ in the community were; limited availability of information providers; poor access to and quality of information on production, value addition and markets and prices; high cost of information services; inadequate information resources and few learning opportunities; personal, social and cultural barriers; communication barriers; and illiteracy. To address these barriers and constraints, farmers used diverse sources of external information and local knowledge for decision making, problem solving, innovation and for improving understanding. While most farmers obtained operational, technical and awareness information from major sources, there was little usage of ICT based information systems. There was no bibliographic control of agricultural information resources and there were very few resource centres in the community. Most local knowledge was tacit and was held in people‘s heads and therefore shared orally from elders to the younger generations and through CoPs in the groups. The study concludes that the AKISs in Kirinyaga district were complex, dynamic, and location specific, and although there were diverse and complementary actors, the information and knowledge within the AKIS was not sufficient to meet the needs of small-scale farmers. Public extension services emerged as the key source of information for small-scale farmers and private extension services such as those offered by horticultural exporting companies were a pillar of support for commercial farmers. There were insufficient numbers of information providers, which meant extension officers were not easily accessible. These findings suggest the need to formalise and strengthen linkages between actors, to improve access to agricultural knowledge and information, and to formulate policy and regulatory frameworks that are gender responsive. There is a need for policies that facilitate the collection, processing, storage and dissemination of external agricultural information and the capturing, documenting and sharing of local knowledge. / Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2011.

Competitive pressure and desire for success drive enterprises in general to involve in knowledge acquisition and dissemination activities that are becoming increasingly significant in the rapid changing and globalising economic world. In addition, with the increased mobility of information and the global labour force, knowledge and experience can be transferred instantaneously around the globe; thus, any advantage gained by one company can be eliminated by comparative improvements overnight. Therefore, the only comparative advantage a particular company will face will be its process of innovation – combining market and technology know-how with the resourceful talents of knowledgeable labour to solve a constant stream of competitive problems- and its ability to derive value from information. In this context, internal and external knowledge acquisition, intra-firm knowledge dissemination and management decisions taken in response to the significant information generated and subsequently filtered became the key factors of entrepreneurial success. This thesis explores how market orientation, learning orientation and entrepreneurial orientation systematically contribute to and are sources of competitive advantage in growth-oriented SMEs. The objective of this study was to investigate the likelihood of a growth-oriented enterprise established in Atlantic Canada to be involved in knowledge acquisition and dissemination activities and to succeed conditional on numerous internal and external factors. A ‘mixed-methods’ research approach was used in this study, comprised of: 1) a web-based questionnaire to study the knowledge management process and other aspects of entrepreneurial success and 2) ‘semi-structured’ interviews with a sample of the responding entrepreneurs. The findings suggest that knowledge management practices: external acquisition, intra-firm dissemination and responsiveness, do vary across the levels of entrepreneurial performance among the Atlantic Canadian SMEs investigated in the study. Having a market orientation and investing in human resources of the firm were found to be critical drivers of innovation leading to potential competitive advantage.

Kunskap är aktuellt för alla sorters företag, och studier i kunskapsstyrning visar hur olika processer såsom förvärva-, skapa-, tillämpa-, förvara- och dela kunskap hanteras i företag. Tidigare forskning behandlar främst större organisationer och flera forskare menar att kunskapen om mindre företag är begränsad vilket leder till syftet med uppsatsen: Att skapa förståelse för hur kunskapsstyrning ser ut i små företag och vilka processer inom kunskapsstyrning de, medvetet eller omedvetet, använder sig av. Uppsatsen har en kvalitativ ansats med studier på fyra företag och en studentorganisation där intervjuer genomförts. Resultatet indikerar att vissa processer är mer relevanta än andra för små företag och de processerna kan styras på ett systematiskt sätt. Sedan finns det både likheter och olikheter i hur dessa processer hanteras vilket troligen beror på vilken bransch företag verkar inom samt hur strukturerat företaget är som helhet.

Approved for public release; distribution is unlimited / This research was inspired by the need to create a universal net-centric environment to enable collaborative defense capabilities and deliver knowledge dominance to the DoD. Since superior information management and the use of collaborative IT technologies is fundamental to building intelligence capabilities, this study aims to contribute to the optimization of collaborative system use by military groups and organizations. The proposed research model illustrates and explains the direct relationships between collaborative IT competence and collaborative functionalities, which can be used not only to assess current technologies but also aid in requirements generation for designing the ideal collaborative tool suite. Central to the research model we introduce the concept of collaborative IT competence, defined as the effective use of collaborative functionalities, and explore its relationship to performance outcomes. Having pre-tested and validated the proposed research model by means of empirical data collection in the form of an end-user survey instrument we recommend further research be conducted on a Navy-wide scale to evaluate the 181 collaborative technology tools currently in use. End-user/warfighter insight will dramatically influence future CIT investment decisions by providing decision makers critical information regarding the pragmatic versus the advertised attributes of the application/tool suite. Additionally, this model is designed to provide the road map to the ideal combination of core functionalities and required collaborative IT competence. / Major, United States Marine Corps / Lieutenant Commander, United States Navy

Tracking and capturing tacit knowledge of individuals in a way that can be leveraged by a company is one of the fastest growing challenges in knowledge management. In addition, the dynamism and changing role of today’s economy brings with it many challenges left with organizations to face. As employee turnover is caused by many uncontrollable factors, this paper aims at exploring how organizations can reduce its negative impact by creating and retaining critical knowledge, rather than suggesting ways in which employee turnover can be reduced.

Im Rahmen der wachsenden Informationsflut hat sich die These durchgesetzt, dass es nicht wichtig ist, Wissen vorrätig zu haben, sondern dass man wissen sollte, woher man dieses bekommen kann. Eine potenzielle Quelle neuen Wissens sind Kooperationen. Kooperation als ein Teil des Wissensmanagement respektive Wissenskooperationen als zentrale Grundlage für erfolgreiches Wissensmanagement unterstützen die Akquise und Bündelung von Wissensressourcen. Wertschöpfungsprozesse verändern sich dahingehend, dass ein Gesamtprodukt das Ergebnis von Teilleistungen ist, die durch Kooperationen erzielt werden. Geschehen diese Kooperationen systematisch, so bilden sie eine Basis für das Wissensmanagementund dienen der der regionalen Strukturentwicklung.