What is the competency advantage of company? What is the niche of company? These are the important question in management field. In this knowledge society, company¡¦s successes depend on company¡¦s special and particularly intellectual capital. Take Microsoft as an example, it¡¦s book value is not its software factory, actually it has no software factory, Microsoft¡¦s book value is constitute by its goodwill, person computer operation system stander, and the ability to form an alliance with other companies. The goodwill and abilities are Microsoft¡¦s intellectual capital. So, knowledge had become the most important active and result in economic actives. How to manage knowledge is the most important work for management in this century. Because the knowledge management becomes more and more important, many research and theses begin to study about knowledge management, and many software suppliers have developed it¡¦s own knowledge management framework and solution. The market of knowledge management software and knowledge management service keep growing, books and theses about knowledge management also create many new ideas, and all companies began to realize knowledge management is an important direction for company¡¦s development. The complete knowledge management including many components, and knowledge management involve many issues about company, including company¡¦s strategy, employees, technologies¡Ketc. So, this thesis studied the theses about knowledge management and did many case studies. And interviewed some companies, which carried out knowledge management in Taiwan and compared the cases with theses. By the comparison between cases and theses, this thesis tries to find some contribution for knowledge management. And this thesis wants to provide useful advices for companies, which want to carry out knowledge management.

The diploma thesis focuses on the issue of knowledge management, its principles and its application. The first part focuses on theoretical foundations. These are then used for analytical and practical part, which is dedicated to a proposal of own solution, where I propose practices to eliminate the identified weaknesses.

O conhecimento tem se tornado um dos recursos estratégicos mais importantes no atual ambiente competitivo das empresas, fonte de vantagem competitiva sustentável. Devido a sua importância no sucesso organizacional, geri-lo adequadamente é uma das principais preocupações dos executivos. Com esse fim foram desenvolvidos modelos e metodologias para implantar a gestão do conhecimento nas companhias, trabalhos que apresentam limitações e levam às organizações a intentos falhos ou abordagens parciais do tema, limitações como a excessiva orientação sobre as tecnologias de informação, a falta de alinhamento com as estratégias da organização, a insuficiente atenção sobre os fatores humanos e culturais, o desenvolvimento de modelos sem base metodológica, e principalmente, a abordagem dividida da implantação da gestão do conhecimento. Fundamentado em uma exaustiva análise e reflexão dessas limitações, este trabalho tem como objetivo o desenvolvimento de um modelo integrado para a implantação e desenvolvimento da gestão do conhecimento, utilizando a metodologia de modelagem Enterprise Knowledge Development (EKD). Para a consecução do objetivo foi desenvolvida uma pesquisa bibliográfica, gerando a primeira versão do modelo, posteriormente este foi validado com especialistas em modelagem organizacional e gestão do conhecimento, obtendo-se da análise dessas apreciações uma versão aprimorada. O trabalho tem como resultado a confrontação e relação dos pareceres dos especialistas com a construção teórica, tendo como base o modelo proposto. O modelo proposto poderá orientar às organizações na prática da gestão do conhecimento e servir de referência para sua melhor compreensão. / Knowledge has become one of the most important strategic resource in the current competitive business environment, a source of sustainable competitive advantage. Due to its importance in organizational success, managing it properly is a major concern of executives. To this goal models and methodologies have been developed to implement knowledge management in companies, researches that have limitations and lead organizations to failed attempts or partial approaches, limitations as the excessive orientation on the information technologies, the lack of alignment with organizational strategy, insufficient attention on human and cultural factors, the development of models without methodological basis, and mainly, an divided approach of the implementation of knowledge management. Based on a thorough analysis and reflection of these limitations, this study aims to develop an integrated model for the implementation and development of practices of knowledge management, using the Enterprise Knowledge Management (EKD) modeling methodology. To achieve the goal it was be developed a literature search, generating the first version of the model, after that it was be validated with experts in organizational modeling and knowledge management, resulting of the analysis of these appreciations an improved version. The work has resulted in the confrontation and relation of opinions of experts with the theoretical construct, based on the model. The model proposed can guide organizations in this practice and serve as a reference for its better understanding.

O conhecimento tem se tornado um dos recursos estratégicos mais importantes no atual ambiente competitivo das empresas, fonte de vantagem competitiva sustentável. Devido a sua importância no sucesso organizacional, geri-lo adequadamente é uma das principais preocupações dos executivos. Com esse fim foram desenvolvidos modelos e metodologias para implantar a gestão do conhecimento nas companhias, trabalhos que apresentam limitações e levam às organizações a intentos falhos ou abordagens parciais do tema, limitações como a excessiva orientação sobre as tecnologias de informação, a falta de alinhamento com as estratégias da organização, a insuficiente atenção sobre os fatores humanos e culturais, o desenvolvimento de modelos sem base metodológica, e principalmente, a abordagem dividida da implantação da gestão do conhecimento. Fundamentado em uma exaustiva análise e reflexão dessas limitações, este trabalho tem como objetivo o desenvolvimento de um modelo integrado para a implantação e desenvolvimento da gestão do conhecimento, utilizando a metodologia de modelagem Enterprise Knowledge Development (EKD). Para a consecução do objetivo foi desenvolvida uma pesquisa bibliográfica, gerando a primeira versão do modelo, posteriormente este foi validado com especialistas em modelagem organizacional e gestão do conhecimento, obtendo-se da análise dessas apreciações uma versão aprimorada. O trabalho tem como resultado a confrontação e relação dos pareceres dos especialistas com a construção teórica, tendo como base o modelo proposto. O modelo proposto poderá orientar às organizações na prática da gestão do conhecimento e servir de referência para sua melhor compreensão. / Knowledge has become one of the most important strategic resource in the current competitive business environment, a source of sustainable competitive advantage. Due to its importance in organizational success, managing it properly is a major concern of executives. To this goal models and methodologies have been developed to implement knowledge management in companies, researches that have limitations and lead organizations to failed attempts or partial approaches, limitations as the excessive orientation on the information technologies, the lack of alignment with organizational strategy, insufficient attention on human and cultural factors, the development of models without methodological basis, and mainly, an divided approach of the implementation of knowledge management. Based on a thorough analysis and reflection of these limitations, this study aims to develop an integrated model for the implementation and development of practices of knowledge management, using the Enterprise Knowledge Management (EKD) modeling methodology. To achieve the goal it was be developed a literature search, generating the first version of the model, after that it was be validated with experts in organizational modeling and knowledge management, resulting of the analysis of these appreciations an improved version. The work has resulted in the confrontation and relation of opinions of experts with the theoretical construct, based on the model. The model proposed can guide organizations in this practice and serve as a reference for its better understanding.

Šiandienos programinę įrangą gaminančių įmonių konkurencingumas nemaža dalimi priklauso nuo jų lankstumo ir gebėjimo greitai įsisavinti naują informaciją. Vienas svarbiausių, po žmonių, įmonės turtų yra sukauptos žinios. Tuo tarpu, organizacijos, kuri nevykdo žinių valdymo, turimos žinios didžiąja dalimi priklauso nuo darbuotojų turimų žinių - jiems išeinant, dingsta ir jų žinios. Darbe analizuojamos žinių ir žinių valdymo sąvokos bei su šia sritimi susiję svarbiausi aspektai, formuluojami žinių ir žinių valdymo apibrėžimai, kuriais remiamasi konstruojant žinių valdymo modelį. Taip pat atliekamas su žinių valdymu susijusių procesų, metodų ir veiklų tyrimas bei statistinių duomenų ir prognozuojamų tendencijų Lietuvos ir užsienio IT įmonėse analizė. Apibendrinant atliktos analizės rezultatus yra priimti principiniai darbo sprendimai ir prielaidos. Apibrėžtos konstruojamo žinių valdymo modelio ir jo procesų struktūros. Gautas darbo rezultatas – pasiūlytas detalus žinių valdymo modelis, tinkantis žinių valdymui mažose IT įmonėse vykdyti. Jis sudarytas iš koordinavimo procesų (užtikrina infrastruktūrą) ir pirminių gyvavimo ciklo procesų (vykdomieji žinių valdymo procesai) kategorijų. Pastarosios yra sudarytos iš procesų grupių, kurių kiekviena apima nuo dviejų iki keturių funkciškai susijusių procesų. Savo ruožtu, kiekvieną procesą apibrėžia trijų tipų komponentai (privalomi, tikėtini ir informaciniai). / Nowadays the competition possibilities of organizations in information technologies area strongly depend on their flexibility and availability to adapt new information rapidly. One of the most important, after human, riches is the gathered knowledge. Meanwhile the knowledge of organizations, which are not performing knowledge management processes, are only those their workers have – after they switch the work, their knowledge go out also. This work provides the analysis of the most important aspects and concepts of knowledge management application. Further here the definitions of knowledge and knowledge management, which are used in construction of the knowledge management model, are stated. By discovering useful information in knowledge management area the analysis of processes, activities and methods, related with knowledge management area is proposed. Further the analysis of statistical data and prognosis survey facts regarding the IT organisations in Lithuania and foreign countries are provided in this document too. After that the study of mostly suitable models, standards and strategies are provided. The final result of this work is the provided detailed knowledge management model. Provided model is suitable for knowledge management application in small IT organizations. It is build from coordination process category (ensures infrastructure) and primary life cycle processes category (perform real work with the knowledge). Mentioned categories are constructed from the... [to full text]

This study set out to provide important empirical evidence on the role of knowledge management (KM) within Small and Medium Enterprises (SMEs) in New Zealand and the United Kingdom and to explore how such companies handle their planning and strategic choices. In today’s knowledge economies the management of knowledge has become vital. In the context of SMEs, this is even more critical because they often operate under difficult conditions and are subject to global pressures from large corporations and demanding customers. In spite of the significance of SMEs as essential for any nation’s growth and success, and even though many scholars and business managers claim that knowledge management is highly relevant for SMEs, there has been little research about this concept in SMEs, in general, and in New Zealand, in particular. The few studies in the literature conclude that this concept is mostly neglected by SMEs even though it is vital and has high potential benefits for them. A quantitative research method approach was adopted. Self-completion questionnaires were sent to the senior management of firms with 100 employees or less, from a cross-section of industries. As part of this process an original knowledge management model was developed. The basic research questions were deduced from this model and the items in the questionnaire were created to answer these research questions. In New Zealand, a total of 417 SMEs were contacted by mail and 180 useable questionnaires were returned. In the United Kingdom, 1268 SMEs were contacted and 241 useable responses were received. The response rates of 43.2% in New Zealand, of 19% for the United Kingdom and of 25% in total, are satisfactory. Therefore, the basis of this study was a large (421 responses) and high quality transnational sample, which allowed for sound quantitative analyses. The claim by previous researchers that knowledge management in the SME sector is not yet fully developed appears to be supported by the results of this research. The large majority of respondents regard themselves as not familiar enough with the concept of knowledge management to actually benefit from it in practice. Even though the respondents in both countries seem to appreciate knowledge management as a relevant and useful concept with potential, many do not seem to be sufficiently informed about this concept. Few have a knowledge management initiative in place or are planning or in the process of setting up one. The responses, which vary little between the two sub-samples, point to a short-term rather than a long-term management perspective being dominant. Major barriers in terms of the deliberate creation and sharing of knowledge are a lack of time and higher importance given to daily operational activities. The respondents - predominantly senior managers - indicate that they primarily consider themselves to be responsible for ensuring that knowledge is captured and shared and relatively little responsibility is given to other employees or specialists. SMEs do apply several aspects of knowledge management, however, this is generally informal and with an operational rather than a strategic focus. From the responses it is apparent that knowledge is shared internally mostly via people-based mechanisms. More advanced measures such as the systematic collection, organisation and storage of knowledge are less common. The results indicate a number of differences between the respondents. In this regard it is most evident that the more familiar respondents are with the concept of knowledge management the more proactive they are in terms of managing knowledge on an operational and strategic level. This transnational research strongly links knowledge management to strategy and it clarifies how this concept can impact the formulation of strategy and the strategic competence of SMEs. Therefore, the results add new knowledge to the areas of SME research and strategic knowledge management.

The study goes beyond knowledge existing in the literature study of the philosophy and theory of knowledge, knowledge management, African knowledge and the management of knowledge by African institutions, including the peace and security architecture of Africa, to reveal a coherent conceptual framework and themes to guide the field research. During the field studies of specific cases in the Great Lakes region of Africa, principles and practices emerged that formed a framework for a constructed Trans-dimensional Knowledge Management Model (TDKM-M) to develop a theoretical model for the management of knowledge for conflict resolution as the first step towards the revival of Africa. The study proposes practical solutions for the management of knowledge that would empower decisionmakers to intervene successfully in conflict situations. Furthermore, the study serves to expand the knowledge base in the field of trans-disciplinary African studies, transcending the boundary between political science and epistemology to navigate the middle ground between disciplines and the space that lies beyond all disciplines and dichotomised thinking towards a new holistic understanding. A systems approach using MIT (multi-disciplinarity, interdisciplinarity and trans-disciplinarity) and qualitative research methodology on a transnational level was followed. The study consists of a literature study and a field study consisting of a pilot study, semi-structured interviews and participation in communities of practice to access the worldviews of diverse cultures. An observable knowledge dimension, consisting of a normative foundation, empirical knowledge domain and analytical knowledge domain, is identified. Furthermore, a tacit metaphysical knowledge dimension is identified that is informed by the observable dimension. The two dimensions transacts with each other to attain a higher level of trans-dimensional knowledge. The TDKM-M proposes principles and practices of how trans-dimensional knowledge, including indigenous African knowledge and external knowledge, can be managed in a collective middle ground to produce holistic understanding. This higher level of understanding can activate intervention into the causes and consequences of conflict. Innovation of African society could follow, achieving desired outcomes such as peace, justice, human rights, self-empowerment and innovation towards transformative growth, competitiveness and negotiate equilibrium with the global community, and ultimately the revival of Africa. / Political Sciences / D. Litt. et Phil. (Politics)

The study goes beyond knowledge existing in the literature study of the philosophy and theory of knowledge, knowledge management, African knowledge and the management of knowledge by African institutions, including the peace and security architecture of Africa, to reveal a coherent conceptual framework and themes to guide the field research. During the field studies of specific cases in the Great Lakes region of Africa, principles and practices emerged that formed a framework for a constructed Trans-dimensional Knowledge Management Model (TDKM-M) to develop a theoretical model for the management of knowledge for conflict resolution as the first step towards the revival of Africa. The study proposes practical solutions for the management of knowledge that would empower decisionmakers to intervene successfully in conflict situations. Furthermore, the study serves to expand the knowledge base in the field of trans-disciplinary African studies, transcending the boundary between political science and epistemology to navigate the middle ground between disciplines and the space that lies beyond all disciplines and dichotomised thinking towards a new holistic understanding. A systems approach using MIT (multi-disciplinarity, interdisciplinarity and trans-disciplinarity) and qualitative research methodology on a transnational level was followed. The study consists of a literature study and a field study consisting of a pilot study, semi-structured interviews and participation in communities of practice to access the worldviews of diverse cultures. An observable knowledge dimension, consisting of a normative foundation, empirical knowledge domain and analytical knowledge domain, is identified. Furthermore, a tacit metaphysical knowledge dimension is identified that is informed by the observable dimension. The two dimensions transacts with each other to attain a higher level of trans-dimensional knowledge. The TDKM-M proposes principles and practices of how trans-dimensional knowledge, including indigenous African knowledge and external knowledge, can be managed in a collective middle ground to produce holistic understanding. This higher level of understanding can activate intervention into the causes and consequences of conflict. Innovation of African society could follow, achieving desired outcomes such as peace, justice, human rights, self-empowerment and innovation towards transformative growth, competitiveness and negotiate equilibrium with the global community, and ultimately the revival of Africa. / Political Sciences / D. Litt. et Phil. (Politics)