Wang, Yang. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 68-74). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts also in Chinese.

The aim of the research was to investigate the prevalence of KM practices in The Department of Agriculture, Forestry and Fisheries (DAFF) (focussing specifically on the Agricultural component of DAFF) to enable its delivery on its mandate by exploring DAFF’s position in relation to specific KM enablers. / Graduate School for Business Leadership / (M.B.A)

Ho, Tin Man Flora. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2007. / Includes bibliographical references (leaves 40-43). / Abstracts in English and Chinese. / Abstract --- p.i / 摘文 --- p.iii / Acknowledgement --- p.iv / Table of Contents --- p.v / List of Figures --- p.vii / Chapter CHAPTER 1: --- INTRODUCTION --- p.1 / Knowledge Management --- p.1 / Social Dilemma --- p.4 / Factors Affecting People Contributing to KM --- p.5 / Individual Factors --- p.5 / Intrapersonal Factors --- p.6 / Interpersonal Factors --- p.7 / Organizational Factors --- p.10 / Conclusion --- p.14 / Chapter CHAPTER 2: --- METHOD --- p.16 / Participants --- p.16 / Questionnaire --- p.16 / Measures --- p.17 / Chapter CHAPTER 3: --- RESULTS --- p.20 / Validity Analysis --- p.20 / Demographic Variables --- p.22 / Dimensionality --- p.22 / Reliability --- p.23 / Model Testing Results --- p.23 / Hypothesis Testing --- p.24 / Chapter CHAPTER 4: --- DISCUSSION --- p.27 / Factors affecting past behaviors --- p.28 / Factor affecting future intentions --- p.31 / Conclusions --- p.32 / Implications --- p.33 / Limitations --- p.34 / Appendix I --- p.36 / References --- p.40

In the last two decades, organisations have had to respond continually to the pressures of change in order to keep abreast of the variations in the economic climate amidst technological advances. The learning organisation was seen as the vision that would help organisations keep ahead of the ever-changing demands. The most influential model has been Senge’s (1990) five disciplines of the learning organisation encompassing personal mastery, mental models, shared vision, team learning and systems thinking, and most discussions of the learning organisation draw on his theorising to a greater or lesser extent. Central to the concept of the learning organisation is knowledge and the individual, in particular, how knowledge is stored and shared across the organisation. To make the distinction between the organisational level and the individual level more salient, I developed the Individual/Organisational Orthogonal Model (I/O Orthogonal Model), which separates individual learning from organisational learning. The model assumes a social constructivist perspective. The aim of the model was to explore a range of concepts examined by Senge and other theorists across different groups of stakeholders, while questioning the assumption of shared culture or shared vision. To develop a more sophisticated understanding of the individual learning dimension, the model identifies the need to draw on the literature from psychology and education on the nature of learning, especially those theories which take a social constructivist perspective. Theories about interest and motivation are also included because they attempt to explain why individuals vary in their engagement with learning. Phase one of the empirical research addressed the question from the perspective of staff and management within the organisation using the case-study approach. This thesis examined trust from the traditional types of trust (i.e. incremental, span of trust, low trust etc), then compared the new construct of a workable level of trust with other recent conceptualisations of trust that have been realised in situations where there is a need for individuals to build trust quickly. Most importantly, this research gives credence to the importance of the context of the industry in which it is being conducted. The findings illustrated that advancement through becoming a learning organisation and advancement through becoming leaner and meaner by way of downsizing appears to be incompatible. The I/O Orthogonal Model proved a valuable starting point in identifying key gaps in the literature reviewed and as it suggested, some of the personal and emotional aspects came out in the findings. / Doctor of Philosophy (PhD)

Thesis (Ph. D.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Knowledge Management (KM) är ett välkänt område inom företagsekonomin. KM används för att hantera kunskap inom företag exempelvis för att skapa, hantera, lagra och dela information. I den här studien har vi gått närmare in på kunskapsdelning hos säljare. Vi skriver, i denna studie, på uppdrag av Företag A, som är verksamma inom transportbranschen i Sverige. I uppdraget ingår det att ta reda på hur Företag A kan ta del av säljarnas kunskap och information om bland annat kunder och konkurrenter. Det teoretiska syftet med uppsatsen är att förstå vilka möjligheter och hinder som påverkar säljare att dela med sig av kunskap till andra i en organisation. För att kunna svara på syftet har vi använt oss av teorier som behandlar kunskapsdelning, Knowledge Transfer, Knowledge Sharing och exempelvis Nonaka & Takeuchis (1995) klassiska SECI modell samt Communities of Practice. För att se vilka hinder som påverkar kunskapsdelning har vi gått in på Rieges (2005) tre indelningar av hinder som är individuella, organisationella och tekniska hinder. Vi har gjort en kvalitativ studie och genomfört semi-strukturerade intervjuer med nio personer från företagets säljavdelning. Resultatet visar på att det finns många som delar kunskap med andra personer inom sin avdelning men även till andra personer och avdelningar internt på företaget. Vi ser bland annat att säljarna har möjlighet att snabbt se förändringar som kan ske, eftersom de har en nära dialog med sig kund. Det gör att om säljarna delar med sig av den informationen till företaget kan de utnyttja det till att bland annat ändra sina erbjudanden på att de passar kunden bättre. Vi har även kommit fram till att de IT-system som finns och används på företaget har möjlighet att förbättras, för att det upplevs av studiens respondenter att det saknas enkla sökfunktioner samt att det finns begränsade åtkomster i företagens befintliga system. I slutet på den här studien tar vi upp fler slutsatser som vi funnit samt ger praktiska rekommendationer till företaget som de kan använda för att skapa bättre förutsättningar för att dela kunskap och information internt.

It is necessary for multinational corporations (MNCs) to manage their knowledge flows effectively in order to gain or maintain competitive advantage. The knowledge management (KM) process needs to be cost effective, which can be achieved through a standardized “one-size fits all” strategy. Some scholars argue that a standardized KM strategy is not possible in international KM, since countries are different and cultural differences makes it necessary to adapt the KM strategy with regard to different cultures. It becomes a question about standardization versus adaptation of KM. This study aims on describing the factors affecting international KM and thereby whether it is appropriate to standardize or adapt international KM. The empirical findings in this study derive from qualitative interviews with internationally experienced managers at three MNCs with subsidiaries spread over the world. By studying different factors that affect KM, it is shown that the MNCs mainly benefit from standardized KM strategies.

College labortary is a knowledge-creating place. The members of labortary learn, use and create knowledge among it. If there is an effective way to manage those activities of lab, it will be made a great research results. So this study focuses on knowledge management of lab, and finds a simple, but useful framework which can be used by labortary manager. Labortary manager can this framework to figure out what activity of labortary should be emphasized. Knowledge management framework consider about the continuance of knowledge-acceding. A great labortary will keep its knowledge well-preserved. And avoid unnecessary knowledge-losting. We find knowledge of labortary can be seapared into two parts. One part is a core-knowledge and the other is applied-knowledge. The labortary manager should make a long term investment on core-knowledge and use project management for applied-knowledge.

n the knowledge-based economy , knowledge has became unique and inimitable resource which can create sustainable competitive advantage for corporations . Due to the severe improvement of technology , corporations can adopt many effective tools to manage their knowledge , therefore , knowledge management become the most popular subject for businesses . This study is based on the ¡¥socio-technical model¡¦ to observe 12 cases(all of them are foreign corporations) which is implementing knowledge management. Furthermore , this study use two dimensions-technological and social dimension- to analyze the components in all KM projects.Finally,this study generalize four kinds of KM projects , they are Integration¡BInteraction¡BHyper-connection and Exploitation .

When we want to establish the knowledge management in the organization, we have to consider about the three factors. One is the knowledge strategy function, another is knowledge support function, and the other is knowledge implement function. Besides these functions, we still need organization roles to help organization develop the knowledge management. In the organization, through communicating, sharing, interacting and learning, the tacit knowledge can be transferred to other knowledge workers; however, through refining and retrieval systematically, the explicit knowledge is able to improve the knowledge profoundly. From organizational perspective, we can see two different styles of the knowledge exchange. If the output is ¡§best practice¡¨, we can choose the hierarchy style; and if the output is ¡§experience¡¨, we can use the network style. According to different combination of the organization roles and knowledge exchange style, we are able to obtain four forms of knowledge management. No one is better or worse than another, just depending on the needs of organizations.