Abstract The fever of knowledge management (KM) has lasted since the end of 20th century. KM won¡¦t be just a fever of management for a short while. It will be the key managerial element to establish the competitiveness of organizations. The research of KM in the last decade is forming the frame of KM. The micro-research focuses on analyzing a specific factor of KM and the macro-research focuses on building up the frame of KM from different points of view. The purpose of this study is to analyze the relationship between these enabling factors of KM and the way that they interact with each other, and to understand the way of these enabling factors operating in the level of individuals, teams and the whole organization. This study integrated these enabling factors and built up the framework of these enabling factors. This framework can help organizations to exam the existing KM within their own organizations when they are trying to establish the enabling system of KM. The conclusions of this study are as follows: 1. Organizations must carry out KM with the control of enabling factors. In the enabling system of the organization, these enabling factors are interdependent and come into the social ecology of the organization. 2. The enabling system of KM is led by the knowledge strategy and must be reconciled with the goal of the knowledge strategy in order to create better effect. 3. A complete KM enabling system includes knowledge strategy, organizational culture, organizational structure, hardware environment and norms, and human resource policies. 4. Organizations use KM enabling system to influence the knowledge behaviors of individuals and the knowledge process of teams. 5. Most of the influence of individuals and teams on KM enabling system is knowledge strategy and organizational culture. 6. The aim of KM is to strengthen individual knowledge behavior. And the change of individual knowledge behavior is one of the enabling factors in the whole KM operation. 7. The individual knowledge behavior will influence not only the design of the KM enabling system but also the team knowledge process. 8. Team is the main operational unit to establish the key competitiveness of organizations. Furthermore, the team operation is also one of the KM enabling factors.

Due to the rapid growth of new technologies, the Business Intelligence (BI) market is growing as well that forces the corporations to adopt their offerings to the needs of the customer. Adoption of Business Intelligence system has become one of the most important technological and organizational innovations in modern organization that promote knowledge diffusion, and cornerstone of business decision making processes. Since the way of BI integrated and implemented is quite different among organizations, it is important to approach BI literature by adaption of BI application and its implementation, BI architects, and enabling factors in BI projects. Furthermore, we are also going to discuss how technological capabilities such as user access, data quality and the integration of BI with other systems in the firm, as well as organizational capabilities such as flexibility and risk management support, are essential for BI success, regardless of the decision environment. Last but not least, this paper will also discuss how the idea of BI has been built on the school of thought. We expect that results could create the value and input for enterprises that plan to implement a BI application in their organization.

This thesis identifies the enabling factors that are relevant for a company’s BoP innovation process. It aims at visualizing differences and challenges of BoP innovation processes in contrast to generic innovation processes. A literature review which was conducted first identified seven enabling factors for generic innovation processes: customer orientation, rigorous planning & early specification, pre-development activities, formalized project selection, functional competence & cross-functional teams, strong project leader and top management support. These theoretical findings provided the necessary framework for the qualitative, semi-structured interviews that were conducted with two companies, GE Healthcare and Godrej & Boyce, which both recently implemented a BoP project. The empirical results visualized the companies’ BoP innovation processes and suggested the following findings. First, the focus on customer orientation was strengthened as a company’s unfamiliarity with the local context strengthens the importance of exactly understanding the consumers’ needs. Second, rigorous planning & early specification was found not as important as in generic innovation processes due to the novelty of the endeavor and the necessary adjustments in the course of the project. Third, predevelopment activities remain important. Fourth, formalized project selection is found to be one of the most influential factors for a BoP innovation project. Fifth, no difference in significance was found in functional competence & cross-functional team. However, the two dimensions of internationality of the team and proximity to respective decision makers were added. Sixth, the case studies showed that a strong project champion is decisive for a BoP project. Last, top management support was found to be one of the most important factors for a BoP innovation project as adjusting structural factors and strategic orientations is necessary for a BoP project to fully unfold. Furthermore, three additional factors (strategic (re-)orientation of a company, independent business unit and mindsets and work approach) were discussed.

Background: Sexuality and sexual health are affected by many factors in a person’s life. A persons’ sexual health matters for their health in general. Nurses has an important role in giving a holistic care to patients, but nurses rarely ask about patients’ sexual health. Aim: The aim was to describe barriers and enabling factors for nurses talking to patients about sexuality and sexual health. Method: A literature review of 20 articles was performed. Results: The analysis resulted in barriers and enabling factors that where both of personal and organizational character. The main findings were that barriers to talking about sexuality and sexual health with the patient were feelings of discomfort, taboo, patients’ age, gender, cultural background and sexual orientation and also lack of time, education/knowledge and routines. Enabling factors for the discussion of sexuality were a good patient-nurse-relation, education, talking about sexuality in relation to the illness/treatment or using humor to bring up the topic. Conclusion: More education is needed about how to address sexuality with older people, HBTQ people and people from different cultures and religions. / Bakgrund: Sexualitet och sexuell hälsa påverkas av många olika faktorer i en människas liv. Den sexuella hälsan är viktig för människans totala upplevelse av hälsa. Sjuksköterskan har en viktig roll i att ge en holistisk omvårdnad, men sjuksköterskor frågar sällan patienter om deras sexuella hälsa.  Syfte: Syftet var att beskriva barriärer och möjliggörande faktorer för samtal mellan sjuksköterska och patient om sexualitet och sexuell hälsa.  Metod: En allmän litteraturstudie över 20 artiklar har genomförts.  Resultat: Analysen resulterade i barriärer och möjliggörande faktorer som var av både personliga och organisatoriska karaktärer. Huvud fynden var att barriärer för att prata om sexualitet och sexuell hälsa var känslor av obekvämhet, tabu, faktorer hos patienten såsom ålder, kön, kulturell bakgrund och sexuell läggning samt tidsbrist, otillräcklig utbildning/kunskapsluckor och otillräckliga rutiner. Möjliggörande faktorer var en god vårdrelation, utbildning, att prata om sexualitet i relation till sjukdom/behandling eller att använda humor för att tala om ämnet.  Slutsats: Resultatet visade att personliga värderingar och attityder ofta var anledning till att inte prata om sexualitet. Mer utbildning behövs för hur sexualitet kan adresseras hos äldre personer, HBTQ-personer och personer med olika kulturell och religiös bakgrund. / <p>Röda Korsets sjuksköterskeförening stipendium 2019</p><p></p>

Engineering Consultants is a kind of knowledge-intensive services, needed to establish knowledge management mechanism in order to pile personal and company¡¦s property, increase employee¡¦s knowledge development and lift up everyone¡¦s ability to use knowledge property. Finally, providing the owner satisfy service and reach company¡¦s goal. At present, only a few of projects need foreign engineering consultants to guide the planning in Taiwan. Engineering consultancy services can be seen in the past few decades of human resource and technology training, and indeed hard work over the years. This study used depth-interview method, through observation and interviewed staff¡¦s experience, to explore the case company¡¦s current knowledge management structure, and we could understood knowledge acquisition, creation, accumulation and diffusion of the actual situation. List the following five recommendations for improvement, including 1.Organizational culture of mutual trust: implementation of knowledge-sharing needs the guidance of enterprise culture. 2.Emphasis on leadership: the establishment of a specialized management positions is very necessary, This position is called CKO in the West. 3.Perfect information systems: establish a sound information network is to achieve knowledge sharing knowledge management platform. 4.Human resource development: enterprises are to achieve knowledge sharing, must establish a contract similar to the market economy mechanism. 5.The right strategy: knowledge sharing is the premise and foundation of knowledge management.

Reviewing the whole development history of management and the era background, we can find that the theories and practices of management are always continuing changing and improving. In addition, each industry starts to promote and apply the theories and practices of management to the operation of its individual industry with the changes or evolvements of the all industries in the outside environment. With the coming of knowledge economy in the 21st century, here comes the birth of ¡§knowledge management,¡¨ and it also becomes the focus of the active implementation in each industry and business enterprise. First, knowledge management is actively implemented in business enterprises, bringing great effects and positive influences just like what Peter Drucker said in 1965¡X¡§knowledge¡¨ is going to replace tangible assets such as machines, facilities, capital, materials, and labors, and becomes the most important key element of production in business enterprises. Besides, ¡§knowledge workers¡¨ will also replace the traditional labors and become the most efficient instrument which brings great benefits to business enterprises. Likewise, a hospital itself is an organization, too. In fact, the medical staffs in hospitals such as physicians and nurses are right the knowledge workers who are able to drive knowledge management. Moreover, the implementation of knowledge management in healthcare organizations or hospitals is still in the beginning phase. For this reason, the study will explore the realization and practice of knowledge management between middle level managers and basic level nurses. With regard to the implementation of knowledge management, the study is going to explore the practices and comparisons between the middle level managers and the basic level nurses in terms of knowledge acquisition, knowledge creation, knowledge storage, knowledge spread, and knowledge application, and to explore the outcomes of the implementation of knowledge management between these two levels under the enabling factors of knowledge management. Through the analyses and comparisons of the interview cases, here are the results and findings of the study: 1. The knowledge that the middle level managers and basic level nurses mainly value is the professional knowledge and skills of nursing. Then the concepts of services and the access environment and safety of patients are also concerned. 2. With regard to the implementation of knowledge management, the middle level managers and the basic level nurses both think that there is no specific or fixed one person who is responsible for the implementation of knowledge management but all people who work together to implement knowledge management according to their individual responsibility and accountability; that is, knowledge management is achieved by the division of labor. 3. As to the process and enabling factors of knowledge management exerted by the middle level managers and the basic level nurses, here are the outcomes: (a) In terms of knowledge acquisition, for the basic level nurses in the units, the most sources of collected knowledge are from books, periodicals, magazines, and rarely theses; for the middle level managers, almost the same as the basic level nurses. However, there are still some differences. For example, the vice director in charge of academic affairs thinks e-mails are also one of the sources of collected knowledge; the other vice director in charge of clinical practices, the head nurses in the units are also one of the sources of collected knowledge. (b) In terms of knowledge creation, both the middle level managers and the basic level nurses think that there is the mechanism of rewards in the hospital, such as the points of reward money and the reward money for new ideas. Furthermore, there are the competition reward money for QCC projects and the reward money for research proposals as well. Nevertheless, there is no cooperation in research between the nursing units in the hospital and other outside institutes or organizations, but there is cooperation relationship between the hospital and the nursing schools. For instance, the hospital is open for the nursing practicum of nursing students. (c) In terms of knowledge storage, both the middle level managers and the basic level nurses think the knowledge stored in the nursing department and units is paper-oriented and documentation-oriented. The paper documentation is usually keyed in and saved in the Word files of computers. However, part of knowledge is possibly not presented through the paper documentation and not saved in so-called ¡§knowledge base¡¨ but then stored in personal brain through the oral sharing. (d) In terms of knowledge spread, there is one difference in the priority of the same ways frequently used to spread knowledge between the middle level managers and the basic level nurses. For example, the basic level nurses think the priority of the frequent ways used to spread knowledge in the units is informally oral dialogs, ward-checking, ward or morning meetings, and educational on-the-job training; the middle level managers, the priority of the frequent ways used to spread knowledge is educational on-the-job training, ward or morning meetings, seminars or studying clubs, and ward-checking. The best mechanism of knowledge spread in the units, both the middle level managers and the basic level nurses think, is educational on-the-job training. Meanwhile, there are also the small library rooms as the mechanism of knowledge spread in the units, but the effect of the library rooms is not that ideal in the viewpoints of the basic level nurses. (e) In terms of knowledge application, both the middle level managers and the basic level nurses think that they can effectively use the knowledge base composed of documentation and paper to find the information they need in short time, and the QCC projects are conducive to the quality improvement. In addition, both of them also think the knowledge and skills learned from the on-the-job training for the whole hospital employees and for the unit nurses can be applied to daily work. (f) In terms of the enabling factors of knowledge management, both the middle level managers and the basic level nurses think that the nursing department and the units encourage knowledge sharing and mutual discussion among employees. More than half of the basic level nurses think that the head nurses in the units offer them enough encouragement and support; the two vice directors as the middle level managers, their director offers them enough encouragement and support. Meanwhile, the majority of the basic level nurses think the ideal environment of knowledge development and the ideal welfare system of compensation management will make them be more delighted to share their knowledge and skills. However, the middle level managers think the support from the director, good leadership and positive approvals will make them be more delighted to share knowledge and skills. Moreover, most of the basic level nurses agree that the head nurses in the units will consider offering different courses of training to different employees according to their needs. The two vice directors as the middle level managers also think that the nursing department will also considering offering different courses of training to different employees according to their needs. Finally, the study proposes four suggestions to the case hospital, such as (1) improving the installation and application of knowledge flat-top building, (2) reinforcing the motivation and incentive of the mechanism of rewards, (3) opening the training courses of upgrading information ability for the nurses, and (4) adding one specific worker who is only responsible for knowledge management.

The purpose with this paper is to study potential enabling and preventing factors when introducing a Swedish project in India. I have introduced a Swedish projecin India. The project aims to strengthen young men's self-esteem and to discuss respect, equality and children rights. The basis for the project is the UN convention on the rights of the child. The project was introduced ten university students. These university students were trained in conversation methods and wilimplement discussion meetings with young guys. I have studied the implementation process and conducted interviews with the participants. The aim with this paper was to gain a deeper insight into how best to implement a Swedisproject in India. The result shows that implementation process is complicated, buthat the implementation of a Swedish project in India is more than possible.

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The phenomenon of strategy implementation is crucial to the improvement of learner performance, and to the effectiveness of schools. Literature reveals that research on strategy implementation has received much attention in business studies. However, little attention has been given to it in schools. It is this gap which this study endeavours to fill. The key research questions for this study aimed at garnering evidence on factors that influence strategic plan implementation. In the empirical study, two secondary schools and three education offices were purposively selected. A mixed methods research design was adopted, and in this regard, data was collected using interviews, focus group discussions, document analysis, participant observation and questionnaires. Data was analysed by means of organising, coding and categorising. The main findings of the study are that the factors that affect School Strategic Plans (SSPs) implementation are largely related to education management at all levels. There is also anecdotal evidence that teacher, learner and external stakeholder factors affect the implementation of SSPs. In all these factors, monitoring was the major factor. One recommendation proposes that the education managers at provincial and district levels and implementers at school levels should all be empowered with skills and knowledge on effective strategy implementation. / Educational Management and Leadership / M. Ed (Education Management)

The phenomenon of strategy implementation is crucial to the improvement of learner performance, and to the effectiveness of schools. Literature reveals that research on strategy implementation has received much attention in business studies. However, little attention has been given to it in schools. It is this gap which this study endeavours to fill. The key research questions for this study aimed at garnering evidence on factors that influence strategic plan implementation. In the empirical study, two secondary schools and three education offices were purposively selected. A mixed methods research design was adopted, and in this regard, data was collected using interviews, focus group discussions, document analysis, participant observation and questionnaires. Data was analysed by means of organising, coding and categorising. The main findings of the study are that the factors that affect School Strategic Plans (SSPs) implementation are largely related to education management at all levels. There is also anecdotal evidence that teacher, learner and external stakeholder factors affect the implementation of SSPs. In all these factors, monitoring was the major factor. One recommendation proposes that the education managers at provincial and district levels and implementers at school levels should all be empowered with skills and knowledge on effective strategy implementation. / Educational Leadership and Management / M. Ed. (Education Management)