Knowledge is a strategically important resource to improve competition superiority of an organization. It plays a vital role in healthcare enterprises where knowledge is widely used as the major part of their basic resource. The rapid growing in medical laboratory technology has also enabled this field to be highly professional and knowledge¡Vintensive. To maintain the accuracy and credibility of the documentation and to improve the quality of the service, the personnel in a medical laboratory have to preserve and share their knowledge through the invisible process of creation and dissemination in a highly efficient way. It is considered of great benefit to improve the efficiency of knowledge management in a medical laboratory. We conduct a study to focus on improving the efficiency of knowledge management in the operation of a medical laboratory. We studied the application of knowledge management in a medical laboratory in a military hospital in southern Taiwan. The actuator elements of knowledge management from Arthur Anderson¡¦s model, consisting of leadership, enterprise¡¦s culture, information technology and performance appraisal, were used to construct a questionnaire. The questionnaires were mailed to chiefs of medical laboratories in medical centers. The opinion of personnel in the medical laboratory of a military hospital was surveyed with the questionnaires. We tried to find out the obstacles of promotion, key success factors and case strategy in knowledge management and build up strategy of promotion and performance measurement. Result: I. The current promotion obstacles in the medical laboratory A. The leading three ones are lack of incentive and objective evaluation in performance measurement dimension, lack of community in organizational culture and lack of integration in information technology dimension. B. The least three ones are lack of dedicated team in information technology dimension, unwilling to share in organizational culture dimension and lack of insight in leadership dimension. II. The key success factors in the promotion of knowledge management in the medical laboratory: The priority is the cognition and endorsement of executives, the willingness to communicate and share, and education and training. Finally, a strategic map was constructed according to balanced score card theory in the hope of creation of a reference in knowledge management in the medical laboratory.

Knowledge management is considered a necessary precursor to organizational success. This view is increasingly prevalent in the case of the health care sector. Two main knowledge management strategies are recognized: codification and personalization strategies. An organizations choice of knowledge management strategy depends on its objectives and the dominant form of knowledge informing its decision-making processes.<p>Health care decision-makers have access to a wealth of knowledge with which to inform their decisions. Little is known, however, about how the various types of knowledge are managed to optimize their use in decision-making. This study examines the knowledge management strategies of health care decision-makers working in the context of a regionalized health care system. The potential of communities of practice as a conceptual means for understanding health care knowledge management is also explored.<p>Members of Regional health authorities (RHAs) in the province of Saskatchewan constitute the unit of analysis for the study, which is guided by a qualitative research design. Interviews were used as the main data collection technique. For data analysis, open and axial coding methods based on the inductive and deductive approaches were adopted.<p>The study concludes that regional health authority (RHA) members utilize more fully explicit rather than tacit forms of knowledge. One of the main knowledge management practices adopted by the RHA members is the use of professional reports. This indicates that RHA members pursue a codification strategy more strongly than a personalization strategy. Moreover, it was found that the practices and strategies associated with managing knowledge were in place, despite the absence of a stated knowledge management policy. Finally, RHAs cannot be regarded as communities of practice, even though they exhibit many of their features.<p>Recommendations include the following: (1) the need for RHAs to institutionalize a knowledge management policy to guide their knowledge management processes and strategies, and (2) the cultivation of online communities of practice to marshal the tacit knowledge of RHA members, and that of the public, as an intervention to complement the use of explicit knowledge.

Knowledge management is considered a necessary precursor to organizational success. This view is increasingly prevalent in the case of the health care sector. Two main knowledge management strategies are recognized: codification and personalization strategies. An organizations choice of knowledge management strategy depends on its objectives and the dominant form of knowledge informing its decision-making processes.<p>Health care decision-makers have access to a wealth of knowledge with which to inform their decisions. Little is known, however, about how the various types of knowledge are managed to optimize their use in decision-making. This study examines the knowledge management strategies of health care decision-makers working in the context of a regionalized health care system. The potential of communities of practice as a conceptual means for understanding health care knowledge management is also explored.<p>Members of Regional health authorities (RHAs) in the province of Saskatchewan constitute the unit of analysis for the study, which is guided by a qualitative research design. Interviews were used as the main data collection technique. For data analysis, open and axial coding methods based on the inductive and deductive approaches were adopted.<p>The study concludes that regional health authority (RHA) members utilize more fully explicit rather than tacit forms of knowledge. One of the main knowledge management practices adopted by the RHA members is the use of professional reports. This indicates that RHA members pursue a codification strategy more strongly than a personalization strategy. Moreover, it was found that the practices and strategies associated with managing knowledge were in place, despite the absence of a stated knowledge management policy. Finally, RHAs cannot be regarded as communities of practice, even though they exhibit many of their features.<p>Recommendations include the following: (1) the need for RHAs to institutionalize a knowledge management policy to guide their knowledge management processes and strategies, and (2) the cultivation of online communities of practice to marshal the tacit knowledge of RHA members, and that of the public, as an intervention to complement the use of explicit knowledge.

The shift in the strategic role that knowledge plays in business is forcing business managers to actively participate in, if not lead, knowledge management for decision making. Unfortunately there are not enough generic models or even guidelines for incorporating the management of knowledge into business and especially business strategy formulation. This leads to business managers considering knowledge management as being separate from business, leading to an inability to align knowledge management goals with corporate goals. The goal of the study was therefore to investigate the interdependency between knowledge, knowledge management and business from a managerial/strategic perspective rather than from a technological perspective. This was done to supply practitioners and managers with guidelines for successful institutionalization and management of knowledge. In order to achieve this goal, research focused on the following objectives: <ul> <li>Heightening awareness of the critical role knowledge plays as a strategic corporate resource.</li> <li>Determining the issues/models/methods and perspectives available, to guide strategists in the quest to efficiently and effectively manage knowledge, within a strategic/managerial perspective.</li> <li>The progression of knowledge management maturity from a strategic/managerial perspective.</li> <li>Knowledge management’s performance in relation to the objectives and measures that determine the overall efficiency and effectiveness of an organization.</li> <li>Formulation of guidelines (a knowledge management maturity questionnaire) to aid practitioners and strategists to successfully assess knowledge management maturity.</li> </ul> Finally, to expand the research beyond purely theoretical and/or academic value, i.e. to validate all propositions made in the scholarly review as being valid and applicable in a real world scenario, the knowledge management maturity questionnaire was tested in South African industry. Although not directly supportive of the aim, the knowledge gained from conducting research in industry supply knowledge management practitioners with a baseline of data to benchmark knowledge management maturity upon. The thesis therefore concludes with a summary of the main findings of the knowledge management maturity in 86 South African-based organizations. In focusing on the evolution of strategy, it was determined that knowledge has played an enabling role in the formulation of strategies. It was proposed that the evolution of strategy will continue not by replacing previous notions, but rather by building knowledgeably upon previous thought. The proposition was made that in order to set the stage for the successful institutionalization of knowledge management, organizations should decide upon issues that are proven to lead to the implementation of a knowledge management culture. In order to ensure uniformity in the institutionalizing of these issues, it was proposed that not only should issues be encapsulated within policy, but also that the strategic management process be used to determine the priority of issues. In placing knowledge management issues, policies and strategies in a chronological order, a new maturity model was formulated to reflect the progression of knowledge management endeavours from within a strategic/managerial perspective. Differences in opinion with regard to innovation’s role as measurement criteria for knowledge management were also critically reviewed. It was found that although numerous authors support a link between knowledge management and innovation, empirical evidence is not supportive. It was argued that the link between knowledge management and innovation is blurred, primarily due to the interdependency between knowledge, strategy and knowledge management. Owing to the complex nature of managing knowledge as a strategic enabler, the argument was proposed that the sum of the input will not equal the output. It was therefore proposed that knowledge management enables strategists to formulate winning strategies. The key to determining the value of knowledge management therefore lies in the extent knowledgeable reasoning leads to organisational growth, profitability and sustainability and not purely within the amount of innovation it sparks. As mentioned earlier, building on the inductive reasoning followed in the literature review, a questionnaire of six sections, constituting 101 descriptive questions, was developed and used to empirically test the knowledge management maturity of 86 South African-based organizations. With regard to the level of knowledge management maturity reached it was found that Information and Communication Technology (ICT) and Information Management (IM) are fairly well institutionalised within South African industry. A large number of South African organizations still consider ICT, and especially, IM to be knowledge management. Most organizations understand the concepts and issues surrounding knowledge management. Organizations agree on the benefits of knowledge management. Findings also indicated that there are differences between the scores forwarded for small, medium, large and extra-large organizations. Also, it was found that there are significant differences between the score by the different managerial levels present within organizations. Organizations in general struggle with the successful institutionalization of formal knowledge management endeavours beyond their borders. Not only is there a strong indication that middle management (supported by senior management) hold the key to successful implementation and diffusion of knowledge management, but knowledge management maturity achievements seem to be more dependent on a deliberate, conscious and calculated managerial effort, than on factors such as organizational size, the industry competing within, number of managerial levels present and resources available such as ICT. The study not only commented on the knowledge management maturity of the 86 South African-based organizations, but also identifies the extent of maturity in South African organizations and industry groupings. It was found those organizations in the construction, building materials and mining sectors, banks and insurance, consulting, auditing, and service delivery and consumer goods and utilities were the leaders regarding knowledge management maturity. Score differences between groupings could mainly be attributed to the consistency of achievement over maturity. It was noted that sector leaders achieved higher than average scores in maturity sections, and in particular regarding the management of ICT and information, the formulation of knowledge management issues, plus policy and strategy. / Thesis (PhD(IT))--University of Pretoria, 2008. / Informatics / unrestricted

Companies globally have lost profit each year because of the lack of intra-organizational knowledge sharing. The purpose of this descriptive, multiple case study was to explore the knowledge management practice strategies that project management business leaders use to improve knowledge sharing in project-based organizations. Nine project management business leaders from 4 project-based organizations in metro Atlanta, Georgia completed individual Skype/phone semistructured interviews, and 5 project team members completed an in-person focus group discussion and an interview questionnaire. Knowledge management was the conceptual framework for this study, the basis for understanding the world around project management business leaders, and the implementation of knowledge management practice strategies for knowledge sharing. The individual interviews, focus group discussion, and interview questionnaire yielded the lived experiences of project management business leaders and the perceptions of project team members regarding knowledge sharing in their project-based organizations. The data were analyzed through data source triangulation and cross-case synthesis, which resulted in various themes such as communication, practices to overcome barriers, and a centralized resource center. The findings of this study may effect positive social change and the improvement of knowledge sharing by promoting the worth, dignity, and development of individuals, communities, organizations, cultures, or societies.

Knowledge management (KM) has been cited as a strategic asset and a source of competitive advantage for organisations. While the issues of KM have been widely discussed by many researchers, there is a paucity of studies pertaining to the role of KM in enhancing organisational performance, especially in the banking sector. The focus of this research was to investigate the role of KM in enhancing organisational performance in selected banks of South Africa. The objective was to find out how knowledge was identified, captured, organised and retained in order to enhance performance of the banks. There is uncertainty about whether the use of KM could partly solve the banks‟ approaches to improving their quality of service to their communities in the modern information environment. Though KM has been implemented in commercial and business environments towards operational advantages and financial gains, KM survival principles and tools might help South African banks improve performance and fulfil their mandate. Knowledge, when properly managed, can significantly enhance an organisation‟s performance. The research design that was used in this study was an embedded case study design. Quantitative data were collected from a sample of middle level managers with the aid of a survey whilst interviews and document analysis were used to collect qualitative data. The findings of this study indicated that KM concepts were not universally understood at selected banks. The findings showed that collaboration between banks and the communities in creating a meaningful and relevant knowledge environment was essential for the survival of organisations. The banking industry practices were not deliberately based on KM but the study established that they were amenable to KM practices. The recommendation was to perform a knowledge inventory which could help develop appropriate institution-wide policies and practices for proper and well-organised methods of integrating work processes, collaborating and sharing (including the efficient use of knowledge technology platforms), and developing an enabling institutional culture. / Information Science / D. Litt. et Phil. (Information Science)

Knowledge management (KM) has been cited as a strategic asset and a source of competitive advantage for organisations. While the issues of KM have been widely discussed by many researchers, there is a paucity of studies pertaining to the role of KM in enhancing organisational performance, especially in the banking sector. The focus of this research was to investigate the role of KM in enhancing organisational performance in selected banks of South Africa. The objective was to find out how knowledge was identified, captured, organised and retained in order to enhance performance of the banks. There is uncertainty about whether the use of KM could partly solve the banks‟ approaches to improving their quality of service to their communities in the modern information environment. Though KM has been implemented in commercial and business environments towards operational advantages and financial gains, KM survival principles and tools might help South African banks improve performance and fulfil their mandate. Knowledge, when properly managed, can significantly enhance an organisation‟s performance. The research design that was used in this study was an embedded case study design. Quantitative data were collected from a sample of middle level managers with the aid of a survey whilst interviews and document analysis were used to collect qualitative data. The findings of this study indicated that KM concepts were not universally understood at selected banks. The findings showed that collaboration between banks and the communities in creating a meaningful and relevant knowledge environment was essential for the survival of organisations. The banking industry practices were not deliberately based on KM but the study established that they were amenable to KM practices. The recommendation was to perform a knowledge inventory which could help develop appropriate institution-wide policies and practices for proper and well-organised methods of integrating work processes, collaborating and sharing (including the efficient use of knowledge technology platforms), and developing an enabling institutional culture. / Information Science / D. Litt. et Phil. (Information Science)