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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.
141

Formal knowledge sharing in medium-to-large organizations : constraints, enablers and alignment

Goodwin, Steve January 2009 (has links)
This research considers one of the most important of resources - knowledge. There is a widespread view that knowledge is important to organizations and this has led to the study of knowledge management. There are a plethora of definitions of knowledge and knowledge management, but knowledge sharing is recognised as being of fundamental importance. The literature shows the success of knowledge sharing is not only affected by factors including culture, management, technology, processes and structure but, more importantly, it is affected by how these factors interact and fit together. However there is little literature on alignment or strategic fit in knowledge sharing. This research adds to the literature by investigating the enablers and constraints of knowledge sharing and the possible effects of alignment. An interpretive approach using case studies triangulated with a survey is adopted, involving semi-structured interviews with 23 people across five organizations. The findings suggest that significant top management support and a strategy for knowledge sharing are necessary precursors of effective knowledge sharing. In the organizations which lacked this, there is little to encourage people to share and almost none of these organizations measured well on any aspect of knowledge sharing. There are widely varying uses of technology, but many are aimed at sharing data or information. Fewer uses of technology are geared to enabling or encouraging the communication necessary for knowledge sharing. The lack of senior management support may prevent any significant internal or external alignment so a possible approach to strategic fit for knowledge sharing is that strategy has to come first (and the management support that goes with it) and that this should lead to the embedding of the necessary behaviours for knowledge sharing. Only after this are processes and technology able to support knowledge sharing.
142

The quality of knowledge management practices and success factors in Malawian non-governmental organisations

Makota, Ennie 17 January 2017 (has links)
This study aims to identify the quality of knowledge management practices and success factors of non-governmental organisations in Malawi, and their influence on the knowledge management process. A questionnaire-based survey is used to establish the knowledge management practices being implemented and the extent to which they are being followed through on. A statistical-based analysis enabled the researcher to determine the influence of these practices on knowledge management processes. Results suggest an unbalanced pursuit of knowledge management practices in Malawian non-governmental organisations, which are oriented towards the knowledge generation process but fall short in knowledge application activities. This study contributes to strategy formulation and decision making in respect of adopting and investing in knowledge management initiatives in the non-profit sector. More importantly, it joins the debate on identification of appropriate practices which effectively address organisational needs. Data is limited to non-governmental organisations in Malawi; therefore, findings may be tied to a specific geographical location / School of Computing / M.Sc. (Computing)
143

Examination of the historical sensemaking processes representing the development of knowledge management programs in universities : case studies associated with an emergent discipline

Sutton, Michael J. D. January 2007 (has links)
No description available.
144

Towards an autopoietic perspective on knowledge and organisation

Kay, Robert, University of Western Sydney, Faculty of Environmental Management and Agriculture, Centre for Systematic Development January 1999 (has links)
In this thesis a number of disparate subjects and notions are drawn together in order to move toward a coherent perspective on the notion of an organisation and the way in which organisations may be seen to survive. The contribution of the work and knowledge management in order to produce a 'frame' for the way in which organisational change and survival may be discussed. The assumptions are made that the notions of the learning organisation and knowledge management are subsets of organisational survival. An examination of how these notions have been interpreted in organisations provides the context to which Maturana and Varea's autopoietic theory may be used as a 'frame' for discussion on the nature of organisations. The combination of my experiences in organisations and discussions on the use of autopoietic theory in the organisational context, provide the basis from which I make hypotheses regarding the nature of organisational survival and the way in which organisations may be seen to change over time / Doctor of Philosophy (PhD)
145

Working the knowledge game? The power of the everyday in managing truth in organsations.

January 2004 (has links)
This thesis focuses on what I have called truth management. First it traces how modernist and postmodern theorists play their versions of what counts as true. A key critique I stage of modernist theorising is that it privileges decontextualised ways of knowing and silences agency. Drawn from postmodern concerns and my critique of 'normal science', two maps of 'thinking tools' (Bourdieu 1992) are proposed as the basis of my theorising of how truth is managed in organisations. The first map aims to position contextualism within the empirical gaze. It is made up of three contingencies - discourses, time and space. The second map of thinking tools aims to bring agency back into view. It is made up of four contingencies - identity, capital, practices and power. Each of the seven contingencies is used to frame the story of an inter-organisational partnership between an Australian university and a financial institution in part two of the thesis. The story traces their engagement in a negotiated postgraduate degree program - the Work-Based Learning (WBL) program from 1996-2003. In this way, I aim to demonstrate the power of everyday decision making in determining what counts as true. The management of truth is seen to be dynamic, multiple and contingent rather than causal, singular and able to be plotted on a linear trajectory.
146

A study of the intra-organisational processes of institutionalisation : establishing the practices of knowledge management.

Hirst, Christine January 2010 (has links)
This research is a study of how practices emerge and become established within an organisation. Institutional studies present different process models, however few have considered how they emerge and become established, other than by means of legitimacy and diffusion. Tolbert and Zucker (1996) defined institutionalisation as a sequential model of three processes, each had its own focus and was described within the context of certain institutional dimensions and outcomes. They indicated that similar processes could be played out between as well as within organisations. Based on this assumption the research aimed to extend this framework and develop a processual analysis of the institutionalisation of a practice at the intra-organisational level. To gain an understanding of these changes, the research positioned the study within the context of a practice. This was defined as knowledge management, a phenomenon which represented a set of practices which have been adopted by organisations over recent years. The methodology required a structured approach. This led to the development of the reference framework, which defined the inter-relationship between processes, practice, the intraorganisational context and time. It also provided the means to explore certain institutional dimensions and outcomes based on: theorisation, diffusion, formulisation and internalisation. Based on a sample of organisations across different industries, the research design consisted of three phases. The first was exploratory, the second was based on a mixed methods approach; the final explored the processual outcomes in terms of institutional dimensions and the different levels of change. The second and third phases were used to frame the intra-organisational processes of institutionalisation of a practice. The results showed that through studying practice within the intra-organisational context, this had generated important insights into the processes of institutionalisation. The research found that theorisation activity lay very much at the hands of the leader and their knowledge and willingness to champion the practices. Examples were found of the different pressures upon organisations to adopt the practices. Variations in formalisation related not only to the different stages of change but also to the many different approaches of implementation. It was found that internalisation was affected by people understanding the value of the practices not the concept of knowledge management. Finally, the process analysis defined expands the narrow focus on intra-organisational dynamics, as well as providing a bridge between practice and institutionalisation.
147

A study of the intra-organisational processes of institutionalisation : establishing the practices of knowledge management.

Hirst, Christine January 2010 (has links)
This research is a study of how practices emerge and become established within an organisation. Institutional studies present different process models, however few have considered how they emerge and become established, other than by means of legitimacy and diffusion. Tolbert and Zucker (1996) defined institutionalisation as a sequential model of three processes, each had its own focus and was described within the context of certain institutional dimensions and outcomes. They indicated that similar processes could be played out between as well as within organisations. Based on this assumption the research aimed to extend this framework and develop a processual analysis of the institutionalisation of a practice at the intra-organisational level. To gain an understanding of these changes, the research positioned the study within the context of a practice. This was defined as knowledge management, a phenomenon which represented a set of practices which have been adopted by organisations over recent years. The methodology required a structured approach. This led to the development of the reference framework, which defined the inter-relationship between processes, practice, the intraorganisational context and time. It also provided the means to explore certain institutional dimensions and outcomes based on: theorisation, diffusion, formulisation and internalisation. Based on a sample of organisations across different industries, the research design consisted of three phases. The first was exploratory, the second was based on a mixed methods approach; the final explored the processual outcomes in terms of institutional dimensions and the different levels of change. The second and third phases were used to frame the intra-organisational processes of institutionalisation of a practice. The results showed that through studying practice within the intra-organisational context, this had generated important insights into the processes of institutionalisation. The research found that theorisation activity lay very much at the hands of the leader and their knowledge and willingness to champion the practices. Examples were found of the different pressures upon organisations to adopt the practices. Variations in formalisation related not only to the different stages of change but also to the many different approaches of implementation. It was found that internalisation was affected by people understanding the value of the practices not the concept of knowledge management. Finally, the process analysis defined expands the narrow focus on intra-organisational dynamics, as well as providing a bridge between practice and institutionalisation.
148

Kunskap växer inte på träd : Kunskapshantering i små företag inom branschen elektronisk komponentindustri

Svaneby, Natasha, Engman, Linnea January 2009 (has links)
<p>Under de senaste två decennierna har allt fler företag börjat uppmärksamma denkunskapsbaserade synen på organisationer, vilket innebär att kunskapsrelaterade resurservuxit till att anses utgöra basen för konkurrensmässiga fördelar och grunden för framgång imånga företag. Som en gren inom den kunskapsbaserade synen på organisationer harknowledge management, kunskapshantering, växt fram. Kunskapshantering har kommit attomfatta ett helt koncept, vilket inrymmer hur en organisation på olika sätt kan påverkahanteringen av kunskap på ett sådant sätt att det ger fördelar för företaget likaväl som förindividen. Tidigare forskning i ämnet baseras i stor utsträckning på hur stora tjänsteföretagarbetar med kunskapshantering. Dock har betoningen på kunskap vuxit till att idag anses varaen av de viktigaste resurserna i många företag, oavsett storlek eller bransch. Vidare är entendens att produkttillverkande företag börjar erbjuda sina kunder allt större inslag av tjänster,vilket leder till att även sådana företag kan tillämpa liknande kunskapshanteringsstrategiersom ”rena” tjänsteföretag. Det är även tydligt att förutsättningarna i ett litet företag skiljer sigfrån förutsättningarna i ett stort, vilket relaterat till kunskapshantering innebär att sammaforskningsresultat inte är tillämpbart i ett stort som i ett litet företag.Vi ställer oss därmed frågan hur små företag inom elektronisk komponentindustri arbetar medkunskapshantering. Det leder oss vidare till följande syfte: identifiera hur små företag inombranschen elektronisk komponentindustri uppfattar och praktiskt arbetar medkunskapshantering. Ett delsyfte är att presentera rekommendationer och förslag riktade mot destuderade företagen samt företag med liknande verksamheter.För att besvara studiens problemformulering och syften genomförs intervjuer med såvälanställda som chefer i två företag inom elektronisk komponentindustri. Studien baserassåledes på en kvalitativ metod. Då delsyftet är att generera praktiska rekommendationer haruppsatsen ett ledningsperspektiv.Den teoretiska referensramen baseras i huvudsak på en generell modell överkunskapshanteringens beståndsdelar. Modellen belyser olika interna och externaförutsättningar samt hur dessa påverkar företagshantering med kunskapshantering.Teorikapitlet kompletterats med de specifika karakteristika som skiljer små och medelstoraföretag från stora företag. Vidare relateras den generella modellen till förutsättningarna i småoch medelstora företag, vilket utgör grunden för den empiriska undersökningen.Undersökningen visar att kunskapshantering är ett komplext och mycket omfattande begrepp.Trots att de studerade företagen inte använder sig av kunskapshantering i dess formellabemärkelse existerar beteenden och aktiviteter vilka återfinns inom formellkunskapshantering. Kunskapshanteringsstrategier tillämpas således, dock inte genomanvändandet av någon formell terminologi. Vidare visar det sig att hanteringen av kunskap tillstörsta delen ligger inom var individs ansvar, vilket inom kunskapshantering definieras sompersonifieringsstrategi. Båda företagen tillämpar en marknadsorienterad konkurrensstrategi,vilket innebär att den externa omgivningen i stor utsträckning påverkar hur företagen arbetarmed kunskapshantering. Vi finner en motsättning i den personifieringsstrategi som tillämpasoch den marknadsorienterade konkurrensstrategin eftersom att de anställda inte förses medtillräckliga verktyg för att uppfylla sitt ansvar över kunskapshantering. De praktiskarekommendationerna grundas därmed på detta resultat.</p>
149

SharePoint’s Implications on Knowledge Management : A Case Study of Stora Enso’s Usage of SharePoint

Eriksson, Jonas January 2008 (has links)
Companies use IT tools for knowledge management. The purpose of this study is to examine the perceived benefits and possible drawbacks of SharePoint. Different perspectives on knowledge and different knowledge management processes are compared to this system. The vision for SharePoint in Stora Enso includes e.g. increasing work efficiency and supporting of knowledge sharing. The situation before SharePoint 2007 included e.g. information was hard to find and static sites existed in changeable conditions. Knowledge is mostly perceived as an object in Stora Enso, but with new features and techniques it is possible to view knowledge with other perspectives. The main benefit of SharePoint is the possibility to collaborate and share knowledge.
150

Kunskap växer inte på träd : Kunskapshantering i små företag inom branschen elektronisk komponentindustri

Svaneby, Natasha, Engman, Linnea January 2009 (has links)
Under de senaste två decennierna har allt fler företag börjat uppmärksamma denkunskapsbaserade synen på organisationer, vilket innebär att kunskapsrelaterade resurservuxit till att anses utgöra basen för konkurrensmässiga fördelar och grunden för framgång imånga företag. Som en gren inom den kunskapsbaserade synen på organisationer harknowledge management, kunskapshantering, växt fram. Kunskapshantering har kommit attomfatta ett helt koncept, vilket inrymmer hur en organisation på olika sätt kan påverkahanteringen av kunskap på ett sådant sätt att det ger fördelar för företaget likaväl som förindividen. Tidigare forskning i ämnet baseras i stor utsträckning på hur stora tjänsteföretagarbetar med kunskapshantering. Dock har betoningen på kunskap vuxit till att idag anses varaen av de viktigaste resurserna i många företag, oavsett storlek eller bransch. Vidare är entendens att produkttillverkande företag börjar erbjuda sina kunder allt större inslag av tjänster,vilket leder till att även sådana företag kan tillämpa liknande kunskapshanteringsstrategiersom ”rena” tjänsteföretag. Det är även tydligt att förutsättningarna i ett litet företag skiljer sigfrån förutsättningarna i ett stort, vilket relaterat till kunskapshantering innebär att sammaforskningsresultat inte är tillämpbart i ett stort som i ett litet företag.Vi ställer oss därmed frågan hur små företag inom elektronisk komponentindustri arbetar medkunskapshantering. Det leder oss vidare till följande syfte: identifiera hur små företag inombranschen elektronisk komponentindustri uppfattar och praktiskt arbetar medkunskapshantering. Ett delsyfte är att presentera rekommendationer och förslag riktade mot destuderade företagen samt företag med liknande verksamheter.För att besvara studiens problemformulering och syften genomförs intervjuer med såvälanställda som chefer i två företag inom elektronisk komponentindustri. Studien baserassåledes på en kvalitativ metod. Då delsyftet är att generera praktiska rekommendationer haruppsatsen ett ledningsperspektiv.Den teoretiska referensramen baseras i huvudsak på en generell modell överkunskapshanteringens beståndsdelar. Modellen belyser olika interna och externaförutsättningar samt hur dessa påverkar företagshantering med kunskapshantering.Teorikapitlet kompletterats med de specifika karakteristika som skiljer små och medelstoraföretag från stora företag. Vidare relateras den generella modellen till förutsättningarna i småoch medelstora företag, vilket utgör grunden för den empiriska undersökningen.Undersökningen visar att kunskapshantering är ett komplext och mycket omfattande begrepp.Trots att de studerade företagen inte använder sig av kunskapshantering i dess formellabemärkelse existerar beteenden och aktiviteter vilka återfinns inom formellkunskapshantering. Kunskapshanteringsstrategier tillämpas således, dock inte genomanvändandet av någon formell terminologi. Vidare visar det sig att hanteringen av kunskap tillstörsta delen ligger inom var individs ansvar, vilket inom kunskapshantering definieras sompersonifieringsstrategi. Båda företagen tillämpar en marknadsorienterad konkurrensstrategi,vilket innebär att den externa omgivningen i stor utsträckning påverkar hur företagen arbetarmed kunskapshantering. Vi finner en motsättning i den personifieringsstrategi som tillämpasoch den marknadsorienterade konkurrensstrategin eftersom att de anställda inte förses medtillräckliga verktyg för att uppfylla sitt ansvar över kunskapshantering. De praktiskarekommendationerna grundas därmed på detta resultat.

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