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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Knowledge Integration in Cross-Border Settings : Case Study on a Swedish Multinational Corporation in China

Morell, Erik, Zhang, Fenghan 2013 (has links)
Background: In nowadays economy, the only certainty is that knowledge is source of lasting competitive advantage. The increasing global competitive business environment triggers firms to establish inter-firm cooperation with cross-border partners possessing complementary assets. However, knowledge management is a difficult concept to put in practice. Knowledge integration is a complex process hindered by several sets of complications specific to knowledge and relations between partners. In addition, the cultural dimension seems to influence knowledge integration across borders. Cultural differences between partner-firms may have a considerable impact on the transfer and integration of knowledge. Aim: Researchers have mainly focused on seeking out the outcome of developing knowledge integration, such as innovation or product development. However, the importance of contextual factors, such as culture, and their potential implications on knowledge integration across borders remain unexplored. The contribution of this study addresses the impact of culture on knowledge integration across borders. In addition, the model developed along this study provides a ground for future research. As a spin-off, the motive of this theoretical research is to raise awareness of cultural factors in cross-border cooperation. Methodology: This thesis is based on a qualitative case study method that intends to build theory through iteration by analyzing literature and empirics following an inductive reasoning, in the specific context of Sino-Swedish cooperation. The research design builds upon the collection of primary data through interviews within the case company. Data analysis utilizes the open coding system; findings are presented through direct quotations, tables and models. Results: The results show that knowledge integration – its nature and coordination within and between firms – is influenced by cultural factors. The study finds that the cultural dimension can affect the efficiency of knowledge integration. Although literature is aware of culture, specific cultural factors still impact on organizations involved in cross-border cooperation at different levels. This creates cultural distance between partner-firms, and provokes major implications on group work, which in turn can potentially affect cooperation performance.
2

Challenges in Internal Knowledge Transfer : A case study of KPMG and Grant Thornton

Lindenhall, Isabelle, Väisänen, Katariina, Victoriano Soriano, Carlos Miguel 2014 (has links)
This report investigates the internal knowledge transfer process of consultancy firms on both the organizational and individual levels. Essentially, the creation and application of knowledge yield the key competence for consultancy companies, a large part of which in- volves knowledge transfer. Knowledge transfer is seen as a process of making knowledge available to the organization, allowing others to harvest the full value of it and ultimately creating value for the firm. However, the transfer of knowledge is no simple and linear process; it entails challenges that can impede the process and complicate consultancy com- panies’ daily operations. By being aware of these obstacles, companies can better prepare themselves against them. Therefore, this report seeks to reveal challenges arising on an or- ganizational and individual level for consultancy companies, why they occur and suggest ways to prepare for them. To conduct this study, we have been approaching the topic from a positivist perspective. Two case studies of prominent consultancy companies - KPMG and Grant Thornton - were constructed. The empirical findings were then analyzed and compared to renowned theories in the field: the SECI- model of knowledge conversion by Nonaka & Takeuchi (1991; 1995) and the stage theory of knowledge transfer by Szulanski (1996; 2000). The conclusion of this study is that challenges arising from knowledge transfer in consultancy firms concern individuals and time. Therefore, these two resources should be taken into account at all times.
3

Knowledge Sharing Mechanism Under Pragmatic Community Operation-Case Study Advanced Semiconductor Engineering Inc.

Hsieh, Yao-chien 30 August 2004 (has links)
Abstract Two 11th centuries are knowledge economic era, and organization is to individual, create and exert knowledge technology, will become enterprise competition's hinge, on the other hand, organize need to depend on individual to bring forth knowledge, but individual need organization stand by and supply proper environment too, to aggrandizes individual create knowledge motivation, and depend on organization construct integral source net to impel knowledge create process concretize. But enterprise value locality, often consist in hide at personal wisdom mode in, hard to dig ¡CHide in personal in hide knowledge, if can not convert act for organizational knowledge, then knowledge will as personnel leaves but leave organization, result in company wisdom asset's abatement ¡CBut permeate knowledge group's operation under, assistant to enterprise catch personnel in hide knowledge and create organization value best style true. Permeate this research, bring up five biggest research discover, cent mention as follow : discover a, group member skill multiformity assistants to group abidingly operate; Discover two, group inside interacts machine-made establish, benefit to believe in share culture establish; Discover three, usually group activity chief aim consists in hold together relation, establish believe in relationship network unbleached linen; Discover four, organization should intervene group's operation too, encourage formally come up to informal group machine-made; Discover five, practice group's operation, support troop's concept. So, permeate enterprise reality tusk knowledge group's operation under, satisfy organize functional requirement to knowledge management, assistant manufacture innovate, settle problem, disseminate optimum real tusk and impart ingoing personnel with innovation ¡CBut thereinto let members is willing to bring forth knowledge share machine-made appear, critical then consist in believe in machine-made establish ¡CBecause group between has this layer belief's relation, while thereinto certain group member meets problem, can hasten move it participant relative group at problematic guide below, begin make knowledge creation, share with transfer ¡CSo we can say, problematic bring forth will initiate knowledge group close interaction, transform for practice group. Therefore this research think enterprise should as reality tusk group act for ordinary basic framework, at abidingly cultivate expertise with interpersonal belief net unbleached linen establish basis ¡CBy the time problem bring forth time, can settle problem and will should problem-solving style or experience inherit down quickly ¡CSo, can complement tradition be steping function case troop's insufficient place.
4

The Study of Knowledge Communities in Business

Huang, Chih-Sheng 26 June 2001 (has links)
Knowledge is the real value of business. But knowledge is always hidden in the mindset of people and is so hard to speak out. When the tacit knowledge is gone with people, the intellectual capital of business will soon decrease. So the purpose of knowledge management in business is to transfer the tacit knowledge of people into the explicit knowledge of organization. "Community" is a group organized by experts. In communities, it's easy for experts to share experiences and create knowledge. The concept of community is a good method for business to collect the tacit knowledge of people. But it¡¦s still a big question that how to use communities to leverage the knowledge value of business.
5

Methodology for Constructing Corporate Knowledge Maps

Tsai, Cheng 30 July 2002 (has links)
More and more corporations deem knowledge not only as their nuclear competitiveness when the face challenge, but also as an intangible asset. Each corporation has different demand and urgency for knowledge management. To realize its demand, you must have enough information first to understand its own knowledge. Therefore, some scholars advance a concept to use ¡§Knowledge Map¡¨ to depict the knowledge a corporation owns and thus help the corporation to find out the distribution and intensity of its knowledge. This study submits a set of methods to construct knowledge map and establishes dimensions of knowledge through literature review and experts¡¦ suggestions. Using this category and knowledge measurement index, a questionnaire evaluation distribution and intensity of a corporation¡¦s knowledge has been established. Academically, this questionnaire can be a reference for relevant studies about constructing knowledge map. In practice, corporations can also use this evaluation tool to conduct knowledge measurement, management and enhancement. In addition, this study has chosen five kinds of industries to conduct a survey and experimental research with this questionnaire. The result finds that there are different distributions and intensity of knowledge to certain extends between knowledge-intensive industries and non-knowledge-intensive industries. This could be a reference for further related study.
6

Thesauri on the Web: Current developments and trends

Shiri, Ali Asghar, Revie, Crawford 2000 (has links)
This article provides an overview of recent developments relating to the application of thesauri in information organisation and retrieval on the World Wide Web. It describes some recent thesaurus projects undertaken to facilitate resource description and discovery and access to wide-ranging information resources on the Internet. Types of thesauri available on the Web, thesauri integrated in databases and information retrieval systems, and multiple-thesaurus systems for cross-database searching are also discussed. Collective efforts and events in addressing the standardisation and novel applications of thesauri are briefly reviewed.
7

Taking it with you when you leave?: a proposed model and empirical examination of attitudes and intentions to share knowledge before retiring

Martin, Kasey-Leigh D 16 October 2012 (has links)
Record numbers of employees are retiring in Canada (Conference Board of Canada, 2009), and with their exit, copious amounts of organizational knowledge could be exiting too (Collins, 2007). In this thesis, I propose and test a model of attitudes and intentions towards knowledge sharing with 252 retiring and recently retired employees. The results suggested that the partially mediated alternative model fit the data the best, where affective commitment, job satisfaction, and perceived organizational support predicted attitudes towards knowledge sharing, which in turn positively predicted tacit and explicit knowledge sharing intentions, as well as negatively predicted intentions to hoard knowledge. There were also significant positive direct paths between job satisfaction and intentions to share tacit and explicit knowledge, as well as a significant negative direct path between job satisfaction and intentions to hoard knowledge. Lastly, organizational policies and practices (tacit and explicit), personal perceived knowledge value (tacit and explicit), and financial stake (explicit) were significant moderators. Study findings and limitations, as well as future research directions are discussed.
8

Taking it with you when you leave?: a proposed model and empirical examination of attitudes and intentions to share knowledge before retiring

Martin, Kasey-Leigh D 16 October 2012 (has links)
Record numbers of employees are retiring in Canada (Conference Board of Canada, 2009), and with their exit, copious amounts of organizational knowledge could be exiting too (Collins, 2007). In this thesis, I propose and test a model of attitudes and intentions towards knowledge sharing with 252 retiring and recently retired employees. The results suggested that the partially mediated alternative model fit the data the best, where affective commitment, job satisfaction, and perceived organizational support predicted attitudes towards knowledge sharing, which in turn positively predicted tacit and explicit knowledge sharing intentions, as well as negatively predicted intentions to hoard knowledge. There were also significant positive direct paths between job satisfaction and intentions to share tacit and explicit knowledge, as well as a significant negative direct path between job satisfaction and intentions to hoard knowledge. Lastly, organizational policies and practices (tacit and explicit), personal perceived knowledge value (tacit and explicit), and financial stake (explicit) were significant moderators. Study findings and limitations, as well as future research directions are discussed.
9

The Exploration on the Realization and Practice of Knowledge Management between Middle Level Managers and Basic Level Nurses¡XBased on the Example: the Nursing Department of One Hospital in the South of Taiwan

Ying, Kuo-ching 26 January 2005 (has links)
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.
10

Improve Knowledge Transfer and Sharing Practices among Service-providers in the Context of E-health: A case study of U-CARE Community

SUN, YI 2013 (has links)
As more and more convenience technology brings to human’s life by breaking through the obstacles of geography and psychology, e-health is being accepted by increasing number of people. It shows great potential to decrease the gap between the needs and satisfaction. However, the potential of e-health is far from being noticed. Knowledge shows inevitable advantages in different domains and of course the same in the health care industry. There are many different aspects that can be investigated and improved to reach the purpose, but in this dissertation, we aims to explore how to achieve a better knowledge transfer and sharing among e-health service-providers in order to create high-quality services that will be delivered to the patients. In general, U-CARE community is the one case that studied in this dissertation to explore how to identify knowledge transfer & sharing practices and what techniques can be used to improve it in the context of e-health. A theoretical framework from Etienne Wenger is applied here to help the author understand community well. Further analysis and discussion are based both on existing theories derived from literature review and empirical data obtained in interviews. The main contribution from the author and conclusion in this dissertation are summarized in a format of framework concerning useful techniques and methods (shown in Figure 9), which involves knowledge transfer and sharing practices related to formal/informal meetings, face-to-face communication, coordinator, online platform, IT tools, change management, documentation management, tracking of requirements & decisions, library of FAQ and personalization. The transferred and shared knowledge investigated in this dissertation is “back-office” data, not directly related to patient data, so the protection of patient personal privacy is not a consideration in this dissertation.

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