Thesis (Ph. D.)--University of North Texas, Dec., 2009. / Title from title page display. Includes bibliographical references.

Thesis (M.S.D.T.)--Regis University, Denver, Colo., 2008. / Title from PDF title page (viewed on Jun. 3, 2008). Includes bibliographical references.

Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006.

Thesis (M.I.S.) - University of KwaZulu-Natal, Pietermaritzburg, 2009. / Full text also available online. Scroll down for electronic link.

Thesis (Ph. D.)--Washington State University, August 2006. / Includes bibliographical references (p. 171-176).

Thesis (MPhil)--University of Stellenbosch, 2007. / On title page: Master of Philosophy (Information and Knowledge Management). Bibliography. Also available via the Internet.

The aim of the study is to provide a theoretical background to knowledge management and related concepts and to determine the current situation with regard to knowledge management implementation in industry, specifically financial organisations. Organisations all over the world are realising that knowledge in the form of expertise and competence is the organisation’s most important asset and that its quality and availability affect all aspects of the organisation. More and more executives and managers realise that in modern organisations, all available work is centred on knowledge-intensive activities and the organisation’s success is directly related to the quality and relevance of these activities, particularly through knowledge workers’ willingness to use that knowledge to the advantage of the organisation. Knowledge management is seen as a business process, integrating knowledge, people, processes, strategies, techniques and technologies. It is the process through which organisations create and use their institutional or collective knowledge assets. Knowledge management is not only about managing these knowledge assets but also about managing the processes that act upon the assets. These processes include developing knowledge and preserving knowledge within organisations, including learning processes and the management of information systems. Knowledge management techniques and technologies play an important role in supporting knowledge management processes and activities. Technology and people related techniques bring to knowledge management the ability to carry out knowledge management processes quickly, efficiently and cost-effectively, making it an enabling solution. When implementing a knowledge management initiative the knowledge management strategy is closely linked to the overall business strategy. The study proposed a knowledge management implementation framework. The emphasis of the framework was on the management of the organisation, people, processes and infrastructure as well as the alignment of the knowledge management strategy to the overall business strategy of the organisation. Based on the theoretical background, three well-known financial organisations were used in a case study to investigate the current state of knowledge management implementation in industry. Finally conclusions, based on the literature survey and the case studies are given. From the conclusions, gaps in the literature have been identified and addressed in the discussion of possible further research possibilities. / Dissertation (M IS (Information Science))--University of Pretoria, 2006. / Information Science / unrestricted

In the modern era, the developments in information technology have been dramatically shaping the ways people live as well as the ways in which organisations handle business in their professional domains. Implementing various kinds of information system, such as Enterprises Resource Planning (ERP) systems, Decision Support Systems (DSS) and Knowledge Management Systems (KMS), has been recognised as one of the necessary tasks organisations have to perform in order to survive (Alavi 2001). Despite the tremendous effort companies worldwide have devoted to the implementation of knowledge management systems, organisations in Libya are still suffering from the failure of Knowledge Management (KM) implementation. The purpose of this study is to provide a comprehensive investigation of factors that can help organisations to understand the context of KMS implementation. With accurate assessments, this can in turn help them to develop effective strategies or policies to maximise the probability of success in implementing KMS. Therefore, this research will address the development of a KM adoption framework to fill this gap and develop a model that serves as an instrument in adopting KMS in general and the Libyan oil sector in particular.

No description available.

No / This paper presents a practical methodology for developing a process-based knowledge management system (KMS) for supporting continuous improvement (CI) and asset management. An action research methodology was used to develop a KMS to support CI in a manufacturing company. The KMS is evaluated through application in the case study company. This methodology ensures a consistent approach to carrying out all improvement initiatives. The final part of the methodology addresses the construction of an intranet-based knowledge warehouse. This contains several searchable areas such as existing information on assets, new knowledge generated from projects, details of expertise in the business and links to the key business drivers through the corporate intranet. The KMS is shown to support CI initiatives through the utilization of available data already held within the company's management databases (production, quality and maintenance) including consideration of corporate strategic plans. Process models trigger the application of improvement tools and projects in a true CI environment. This methodology acknowledges both tacit and explicit knowledge within the company, and it represents an appropriate environment to promote and develop a true learning organization. The system developed is shown to be flexible and has been implemented in a manufacturing environment. Financial benefits are presented.