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<p>The aim of this thesis is to provide a better understanding of how the knowledge creation process can be used to add value to the management of knowledge in a South African organization. This thesis describes, explores and explains how knowledge is created within an organization, how the organization can use it to add value to its current business practices and how a knowledge management methodology that is aligned with the systems thinking principle, can be used to manage the knowledge creation process.</p>

A book review of a book criticizing the famous classification system developed by the Swedish botanist Carl Linnaeus (1707â 1778), which has been used and adapted by biologists over a period of almost 250 years. The review considers theoretical issues in classification and the importance of the book for the field of Knowledge Organization.

Approved for public release; distribution is unlimited. / In the increasingly dynamic environment of information technology, it has become imperative that organizations continue to seek ways to effectively capture and measure knowledge in order to survive. With the emergence of a global economy and information networks, the knowledge creating capacity within organizations has grown tremendously. As a result, organizations are now shifting their focus to management of the knowledge used in executing processes and producing products. As demand for quality products and services continues to grow, companies must now find ways to effectively manage knowledge intensive processes in order to increase overall process capacity. Through business process reengineering and the KVA methodology, this thesis will seek to identify ways in which the performance of knowledge assets can be measured and make recommendations to improve the capacity of knowledge intensive processes, better enabling organizations to meet increased demand. / Lieutenant, United States Navy / Major, United States Marine Corps

Knowledge management is concerned with the development and exploitation of the knowledge assets of an organisation with a view to furthering the organisations’ objectives. The vital role that knowledge management processes plays in the performance of business organisations has been the basis of several studies - a number of companies, operating in various other industries, have proven the need for, and performance enhancing benefits of, adopting knowledge management processes in one form or the other. Taking these accounts into consideration, this research study attempts to test the hypothesis that effective knowledge management use would constitute a performance enhancing tool in construction project management enterprise in South Africa. The research survey is thus carried out among construction project management professionals in South Africa. The levels of awareness and use of knowledge management systems among construction project management professionals in South Africa is researched into; this revealed a mostly “medium to high” level of awareness and use. The Project Efficiency Review approach to performance measurement is primarily adopted for this study. This showed limited correlation between knowledge management use and enhanced performance in construction project performance. Other performance measurement approaches (Metrics, Economic and Market Value approaches) also showed limited correlation. Two causative factors for this situation are construction project scope changes and schedule delays, which are seemingly pervasive in contemporary South Africa. As such, further research is recommended to establish more appropriate “objective” performance measurement approaches that would be able to accommodate these complexities. This would facilitate the making of a business case for knowledge management use in construction project management.

Maggie Chu Ying-ying. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 80-89). / Abstracts in English and Chinese. / Chapter Chapter 1 --- Introduction / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Research Objective --- p.4 / Chapter 1.3 --- Outline of This Study --- p.4 / Chapter Chapter 2 --- Backgrounds and Previous Research / Chapter 2.1 --- The Resource-based View and the Environmental Models --- p.5 / Chapter 2.2 --- The Resource-based View and Knowledge --- p.6 / Chapter Chapter 3 --- Conceptualization of KM / Chapter 3.1 --- Knowledge --- p.8 / Chapter 3.2 --- Knowledge Management --- p.11 / Chapter 3.2.1 --- Technological Perspective --- p.11 / Chapter 3.2.2 --- Human Perspective --- p.12 / Chapter 3.2.3 --- Process-oriented Perspective --- p.13 / Chapter 3.2.4 --- Intellectual Capital Perspective --- p.14 / Chapter 3.2.5 --- "Confluence of Definitions and the Components of KM," --- p.15 / Chapter 3.3 --- Components of KM --- p.16 / Chapter 3.3.1 --- Organization Culture --- p.21 / Chapter 3.3.2 --- Structural Capital --- p.22 / Chapter 3.3.3 --- Human Resource --- p.23 / Chapter 3.3.4 --- Social Capital --- p.24 / Chapter 3.3.5 --- Knowledge Acquisition --- p.25 / Chapter 3.3.6 --- Knowledge Dissemination --- p.26 / Chapter 3.3.7 --- Knowledge Application --- p.27 / Chapter Chapter 4 --- Research Methodology / Chapter 4.1 --- Overview --- p.28 / Chapter 4.2 --- Exploratory versus Confirmatory Factor Analysis --- p.28 / Chapter 4.3 --- Item Generation and Content Validity --- p.29 / Chapter 4.4 --- Pilot Study --- p.30 / Chapter 4.5 --- Main Study --- p.34 / Chapter 4.5.1 --- Sample and Data Collection --- p.34 / Chapter 4.5.2 --- Scale Calibration and Validation --- p.41 / Chapter 4.5.2.1 --- Dimensionality Assessment --- p.41 / Chapter 4.5.2.2 --- Reliability Assessment --- p.47 / Chapter 4.5.2.3 --- Validity Assessment --- p.48 / Chapter 4.5.2.3.1 --- "Convergent Validity," --- p.48 / Chapter 4.5.2.3.2 --- Discriminant Validity --- p.52 / Chapter 4.5.2.3.3 --- Nomological Validity --- p.53 / Chapter 4.5.2.3.4 --- "Cross-validation," --- p.56 / Chapter 4.6. --- Comparison across Industries --- p.59 / Chapter 4.6.1 --- Impact of KM on Business Performance --- p.59 / Chapter 4.6.2 --- Level of KM exhibited across Industries --- p.67 / Chapter 4.6.3 --- The Relative Importance of KM Components --- p.69 / Chapter Chapter 5 --- Discussion / Chapter 5.1 --- Academic Contributions --- p.70 / Chapter 5.2 --- Managerial Implications --- p.72 / Chapter 5.3 --- Limitations and Future Research --- p.74 / Appendix / Chapter A. --- Constitutive Definitions and Operative Definitions of each Dimension of KM --- p.76 / Chapter B. --- (a) Items used in Pilot Study --- p.77 / (b) Items of the Final Scales --- p.79 / References --- p.80

The aim of this thesis is to illustrate the practice of performance analysis in football and to explicitly illustrate the way match statistics are socially constructed, how this represents an interpreted form of knowledge, and how performance analysts communicate their insights towards other actors inside the club in which they are working. The aim is to investigate performance analysis as a newly emerged form of professional knowledge, which has an impact on the organisation of sports and the evaluation of players. This research is qualitative by nature and was conducted via the study of the educational literature on performance analysis, participant observations of performance analysts, industry conferences and qualitative interviews. The research conducted in this thesis shows that the match statistics of players are created socially via a process of quantification that adheres to tangible skills; in turn, these are infused into the organizational sphere of a football club by means of the mediation of performance analysts. This is an attempt to illustrate that the creation and interpretation of match statistics is not self evident, but undergoes various stages of production, interpretation and mediation through interaction. This study is mainly concerned as a contribution to the sociology of knowledge, and likewise to the sociology of professions because it explores the underlying system of expert abstract knowledge in use that performance analysts claim to possess. The main findings of this study can be summarized by stating that performance analysts conduct their job with socio-materially produced match statistics, which they partly create themselves and claim to be ‘objective scientific facts’ (Dok4.7). Their interpretative capabilities rest upon distinct sequences of socialization in which they accumulate a certain form of expertise, which allows them to talk meaningfully about football and the required skills. Performance analysts’ work with players is largely aimed at heightening reflexive awareness about the player’s performance in training and during matches.

<p>The purpose with this paper is to find out how the knowledge development is functioning within the hotel industry and if it would be possible to implement Knowledge Management as a strategy.</p><p>The procedure used during the method part is a case study, with semi structured interviews. The method of reasoning during this paper has been abduction this is because the approach to this research has oscillated between both a deduction and a induction approach.</p><p>The theories that this paper have been based upon is Mr I Nonaka’s thoughts around the four modes of knowledge; Socialization, Externalization, Combination and Internalization. The four different modes are comparable to four different ways of learning that are separate from each other but at the same time connected through a knowledge spiral which makes it possible for the four modes to collaborate as a unit of knowledge.</p><p>Six interviews have been carried out for the empirics, the interviews all came from different fields of work. During the interviews almost all of the personnel asked where positive to knowledge development and knowledge exchange both within the hotel and with the outside. The only exception was the cleaner who only was focused on a internalization mode of learning. The interviews also showed that the there is a will amongst almost all personnel to take part in the procedure of all the knowledge modes but the monetary aspect and the lack of time makes it harder for them to do so.</p><p>The result of the analysis of this paper is that the hotel where the case study was made was that, if used the hotel could benefit from a knowledge management strategy but it is nothing they implement in their management of the hotel today.Also shown in the analysis is that if the knowledge management strategy is supposed to be successful within the hotel and make them save both money and time all different fields of work within the hotel must be involved and time must be invested to save time. But most important of all the management must realize how much power there is in knowledge.</p>

Habilitationsschrift--Leipzig.

The purpose with this paper is to find out how the knowledge development is functioning within the hotel industry and if it would be possible to implement Knowledge Management as a strategy. The procedure used during the method part is a case study, with semi structured interviews. The method of reasoning during this paper has been abduction this is because the approach to this research has oscillated between both a deduction and a induction approach. The theories that this paper have been based upon is Mr I Nonaka’s thoughts around the four modes of knowledge; Socialization, Externalization, Combination and Internalization. The four different modes are comparable to four different ways of learning that are separate from each other but at the same time connected through a knowledge spiral which makes it possible for the four modes to collaborate as a unit of knowledge. Six interviews have been carried out for the empirics, the interviews all came from different fields of work. During the interviews almost all of the personnel asked where positive to knowledge development and knowledge exchange both within the hotel and with the outside. The only exception was the cleaner who only was focused on a internalization mode of learning. The interviews also showed that the there is a will amongst almost all personnel to take part in the procedure of all the knowledge modes but the monetary aspect and the lack of time makes it harder for them to do so. The result of the analysis of this paper is that the hotel where the case study was made was that, if used the hotel could benefit from a knowledge management strategy but it is nothing they implement in their management of the hotel today.Also shown in the analysis is that if the knowledge management strategy is supposed to be successful within the hotel and make them save both money and time all different fields of work within the hotel must be involved and time must be invested to save time. But most important of all the management must realize how much power there is in knowledge.