The goal of thesis is to find a solution of a problem in organization Colour Group s. r. o. This problém consists in repeated loss of knowledge and apply the solution to specific business venture. The solution is in clearly defined procedures of implemented processes and installation an elements of a knowledge management. The main tool of this solution will leveraging existing ICT options. Outputs of this thesis mainly consist mapping and graphical representation of the processes involved and the design of a new proces The methodology used in this thesis is mainly based on the methodology of reengineering by T. Davenport and is complemented by additional indicators like: calculation of declarative knowledge, which used the workers, and that the organization will lose if the process of reengineering not happen.

Der momentane Arbeitsmarkt wird von vier Generationen abgebildet - den Babyboomern und den Generationen X, Y und Z. Die nächste Generation auf dem Arbeitsmarkt, die in den Ruhestand eintritt, sind die Babyboomer. Diese zahlenmäßig starke Kohorte hat im Laufe ihres Arbeitslebens einen wertvollen Schatz impliziten Wissens aufgebaut. Ohne geeignete Maßnahmen wird dieses Erfahrungswissen die Unternehmen unwiederbringlich verlassen. Doch in Wissensgesellschaften ist Wissen das höchste Gut, das Wettbewerbsvorteile schaffen soll. Im Fokus dieser Arbeit steht folglich das implizite Wissen, das wesentlich durch individuelle Erfahrungen geprägt ist. Die Wissensverteilung kann jedoch durch steigende Generationenkonflikte gehemmt werden. Deshalb werden generative Handlungsempfehlungen aufgestellt, die einen intergenerativen Austausch unterstützen sollen. Das Ziel dieser Arbeit ist es, den Wissensaustausch der vier Generationen am Arbeitsplatz durch generationsspezifische Wissenstransfermethoden und intergenerationelles Lernen (IGL) anzuregen und zu fördern. Um diese Zielsetzung zu erreichen, werden drei Forschungsfragen formuliert. • Welche Methoden der intergenerativen Wissensverteilung lassen sich identifizieren? • Welche generativen Präferenzen lassen sich in der Wissensverteilung und dem intergenerationellen Lernen feststellen? • Welche konkreten Handlungsempfehlungen unterstützen sowohl das intergenerationelle Lernen als auch die intergenerative Wissensverteilung am Arbeitsplatz? Zur Beantwortung der Forschungsfragen fand sowohl eine systematische Literaturanalyse (SLA) als auch eine quantitative Studie in Form einer Online-Befragung statt. Die Ergebnisse der SLA flossen in die Gestaltung des Fragebogens der Befragung ein. Durch das zweistufige Forschungsdesign konnten zahlreiche generative Präferenzen in der Wissensteilung und im IGL identifiziert werden. Es konnte gezeigt werden, dass alle Generationen das Mentoring zur Wissensteilung und das Miteinander-Lernen zum intergenerativen Austausch bevorzugen. Diese Präferenz fiel jedoch in unterschiedlicher Intensität aus, weshalb es umso wichtiger ist, sich intensiv mit alternativen Methoden des Wissenstransfers zu beschäftigen. Da bei den Befragten eine hohe Lernbereitschaft aufgedeckt werden konnte, wurde ein Scoringmodell, der Präferenz-Bekanntheits-Score (PBS), entwickelt. Dieser gewichtete Score ermöglicht es Unternehmen, die ausgeprägte Lernbereitschaft der Mitarbeitenden zu nutzen, indem er unbekannte, aber von den Generationen präferierte Transferinstrumente klassifiziert. Das Endartefakt der Arbeit stellen allgemeine und generative Handlungsempfehlungen dar. Diese konkreten Empfehlungen sollen Unternehmen bei dem Auf- und Ausbau eines Wissens(ver-)teilungs- und Lernprogrammes unterstützen. Zum Beispiel sprechen die Befragungsergebnisse für die Einführung eines Wissenscafés. Dieser Treffpunkt fördert das IGL und entspricht dem Wunsch der Befragten nach einem Über- und Voneinander-Lernen. Insgesamt konnten elf allgemeine und zahlreiche generationsspezifische Handlungsempfehlungen abgeleitet werden. Die Untersuchung zeigt ein hohes Potenzial für Wissenstransfer- und Lernprogramme auf. Die große Mehrheit der Befragten schätzt den Wissenstransfer als wesentlich für Gesellschaft und Unternehmen ein und ist bereit, ihr Wissen weiterzugeben. Diese Arbeit zeigt zum Einen generative Unterschiede und Präferenzen auf, zum Anderen aber auch Lösungen, die ein effektives Miteinander der Generationen am Arbeitsplatz ermöglichen. Das Teilen von implizitem Wissen ist essentiell, um auch bei Renteneintritt der Babyboomer weiterhin Wettbewerbsvorteile realisieren zu können. Zur Überprüfung der Handlungsempfehlungen kann eine altersheterogene Pilotgruppe im Unternehmen gebildet werden. Nach einer Evaluation der Erkenntnisse, können die Empfehlungen verfeinert und dem gesamten Unternehmen zur Verfügung gestellt werden. Die Einzelmaßnahmen können in regelmäßigen Mitarbeitendenbefragungen überprüft werden, um sie kontinuierlich an das Unternehmen und die Bedürfnisse der Belegschaft anzupassen.

„Wissensmanagement ist eine Herausforderung für alle Unternehmen, welche in der Wissensgesellschaft überleben und ihre Wettbewerbsposition ausbauen wollen“ ([Pro12] 1). Vor diesem Hintergrund scheint insbesondere der Austausch und Transfer von Wissen ein hohes Wettbewerbspotenzial aufzuweisen und gestaltungsbezogen eine hohe Relevanz zu haben (vgl. [Leh14] 5 f., 13 ff.; [Krc95] 24 ff.), während klassische Kostensenkungsmaßnahmen weitgehend ausgereizt scheinen (vgl. [Nor11] 1 f.). Die Weitergabe von wertgenerierendem Wissen in Unternehmen ist jedoch mit Barrieren verbunden, die stark auf Egoismen und Hemmnissen beruhen, und die es zu überwinden gilt. Der nachfolgende Beitrag zeigt reinterpretiert die wichtigsten Ergebnisse einer im Rahmen einer Dissertation erfolgten empirischen Untersuchung zur Überwindung von Barrieren im Wissenstransfer auf und leitet daraus Handlungsempfehlungen für die Praxis ab [Sch13].

There has been a growing prevalent interest to explore the role of knowledge in organizations. Bhardwaj and Monin (2006) identified the knowledge of individuals' as a valuable source of competitive advantage. An organizations well-rounded institutional memory- the organizations collective experiences (Rothwell & Poduch, 2004), fosters competitive advantage. There is a prevailing need to scrutinize the role of tacit knowledge in organizations and how it's hard to articulate nature makes it difficult for organizations to acquire and preserve institutional memory value. The aim of this review is to illustrate that tacit knowledge contributes significantly to the institutional memory value, expansion and preservation. In an effort to simplify this relationship between tacit knowledge and institutional memory, a comprehensive literature search was performed. I first discuss the role of knowledge in organizations and use the literature on tacit knowledge as a guide to explain the importance of its elicitation for institutional memory expansion and preservation. I then propose: (1) the use of tacit knowledge elicitation as a mediator, and (2) recommend training and a learning organization environment as moderators, for the contribution to take place. Finally, I suggest that organizations: (a) Elicit tacit knowledge sharing at their human capital development training programs (b) develop and implement this trainings at managerial levels, and (c) a "know-why" method to elicit and capture tacit knowledge in a reference guide, to consequently add value to the institutional memory, I conclude with a discussion of implications and limitations for the proposed perspective, and provide suggestions for future research.

The thesis investigates the feasibility of automated decision-making (ADM) in project management from two perspectives - technical feasibility, analysed through a comprehensive literature review, and organisational acceptance, evaluated through empirical evidence. To address technical feasibility, the literature study is used, and it underscores the significance of data-driven decision-making and the impact of advancements in machine learning. Organisational acceptance is investigated with thematic analysis, and the complementary method employed is semi-structured interviews, allowing for in-depth insights from experienced project managers. The analysis reveals that project integration, cost, and risk management exhibit considerable potential for ADM integration, whereas schedule, resource, and procurement management demonstrate varying levels of applicability. In contrast, scope, quality, communication, and stakeholder management are deemed less feasible due to their complex nature and the critical involvement of skilful project managers. As a result, the study advocates a balanced approach to ADM implementation, combining automated capabilities with human expertise. Its contributions lie in the formalisation and categorisation of ADM applications, addressing the challenges, and providing valuable insights for practical ADM adoption in project management.

The following thesis is based on my work at Lockheed Martin Corporation for the past year and a half. Though the initial chapters attempt to briefly address the theory behind Knowledge Management (KM), the main goal is to explore the practical application of KM within Lockheed Martin. The work strongly focuses on two platforms, the SAP Enterprise Portal and Microsoft SharePoint Portal, as KM within Lockheed Marten is centered on these technologies. The course of the writing takes a brief look at KM theory, delves into the technologies used in KM, and then moves into the practical implementation of KM. It concludes with two case studies on projects that I have led during my employment with the company.

As a form of expert labour and organizational resource, knowledge workers are important in organizational life as producers and consumers of knowledge. The role of knowledge workers and the ways in which they transfer their knowledge become important as they possess the symbolic and analytic skills to undertake work which is contingent upon the application of ambiguous knowledge in uncertain, networked business environments. Yet, in much of the existing literature knowledge workers and knowledge transfer seem to have been partially interpreted and through a perspective maintaining an emphasis on organizational performance. Current understanding of the role of knowledge workers sees knowledge workers as either willing or reluctant to share knowledge, i.e. as either contributing to organizational efficiency or its opposite, while knowledge sharing is unequivocally understood as beneficial for organizational performance. The aim of the study is to produce an interpretation of knowledge transfer and the role of knowledge workers that extends beyond simplified and limited categories. The perspective of the knowledge worker is centrally adopted and, using this approach, the identity of knowledge workers and their interpretation of knowledge sharing are explored. The study focuses on 58 knowledge workers in the subsidiaries of five high-tech multinational companies in Athens, Greece, where complex, ambiguous knowledge work and operational interdependencies are supported by elaborate architectures of Knowledge Management initiatives. The method of data collection is interviews and data have been analysed by using QSR N-VIVO and developing thematic conceptual matrices. The findings suggest that, across organizational contexts, knowledge workers construct and maintain identities of competence and upward mobility and exhibit a combination of behaviour. Here, knowledge is better seen as being traded, rather than shared. Knowledge exchanges are subject to a set of knowledge trading principles which reflect self-interested and instrumental conceptualizations of competence and lead to the discrimination and selection of knowledge categories, uses and groups of colleagues. It is indicated that different conceptualizations of the self and various behaviours co-exist and manifest interchangeably thus both supporting and undermining corporate priorities throughout the course of practice. Knowledge worker self and behaviour play an ambivalent role in relation to corporate priorities disturbing but also harmonizing the organizational context. Monochrome notions of ‘sharing’, or interpretations assuming either the willingness to share knowledge or not reflect only part of who the knowledge worker is and why he/she transfers knowledge.

Depuis la naissance des sciences de gestion, les chercheurs questionnent la pertinence de leurs travaux pour la pratique des entreprises. Interroger le rapport de la recherche à la pratique, c'est s'intéresser à la façon dont sont produites les connaissances managériales. Nous nous focalisons tout d'abord sur la controverse développée autour du rapport de la recherche à la pratique en développant quatre approches complémentaires par lesquelles les académiques appréhendent le rapport à la pratique. Dans un deuxième temps, nous nous intéressons à la façon dont chercheurs et praticiens développent ensemble des innovations managériales et conceptualisons un processus de développement spécifique aux innovations managériales développées entre recherche et pratique. Dans un troisième temps, nous étudions le concept de Stratégie Océan Bleu et nous montrons comment ses innovateurs ont performé leur concept suivant ses préceptes. Enfin, nous nous intéressons au chercheur-praticien, un acteur qui d'une part se situe à la fois dans le monde de la recherche et dans celui de la pratique et qui d'autre part participe à la production des connaissances managériales. L'objectif est de mieux appréhender les conflits de rôle auxquels ils font face et la façon dont ils équilibrent leurs rôles. Ainsi, par ces quatre études, cette thèse éclaire la façon dont sont produites les connaissances managériales. / Since the early days of management research, its relevance to practice has been the subject of vigorous debate. Understanding the relationship between research and practice implies studying how management knowledge is produced. We first aim at understanding the controversy surrounding the relevance of management research. We develop four complementary approaches on how academics apprehend the relationship between research and practice. Then, we develop a framework that allows the identification of four modes of interactions between scholars and practitioners and discover a developmental process that is specific to the management innovations that are developed between research and practice. Then, we study how the strategic concept of “Blue Ocean Strategy” is performed. We show how its innovators have performed the concept by applying its own principles. Finally, we are interested in scholar-practitioners given they straddle the worlds of research and practice to produce management knowledge. We seek to understand how they overcome role conflicts related to their activities in both research and practice. These four studies shed light on how management knowledge is produced.

Organisational and individual Health and Safety (H&S) competence is an essential element to the successful completion of a construction project in a safe way and without hazards to the health of all workforce. Under the Construction (Design and Management) (CDM) Regulations 2007, the client should take reasonable steps to ensure that the appointed duty-holders and engaged people are H&S competent to design, build or co-ordinate the project. Although the CDM Regulations 2007 and its Approved Code of Practice (ACoP) have established ‘Core Criteria’ to guide the client to assess duty-holders’ H&S competence in the outset of a project, it is still difficult for most inexperienced clients to discharge the duty of making the key decisions in H&S competence assessment. In order to help the client implement H&S competence assessment, it is important to develop a tool that can effectively and efficiently support the client to make reasonable decisions in the selection of H&S competent duty-holders. According to the findings of the case study of existing formal H&S competence assessment schemes undertaken as part of this work, H&S competence assessment was characterised as a subjective, qualitative and non-linear regulation-compliance checking process. In addition, the case study helped identify the latent shortcomings in the ‘Core Critiera’ and the operational drawbacks in current practice of implementing H&S competence assessment. Based on a review of Information Technology (I.T.) and Artificial Intelligence (A.I.) applications in construction, Knowledge-Based System (KBS) is identified as being a suitable tool to support decision-making in H&S competence assessment, mainly due to its appropriateness to solve regulation-compliance checking problems and support subjective and qualitative decision-making process. Following a decision-making framework for H&S competence assessment, a KBS decision-support model was developed, applying three mechanisms to support the reasonable decision-making for H&S competence assessment. In order to develop an appropriate and practical KBS for H&S competence assessment, a textual knowledge base was developed, specifying the minimum satisfaction standards and a rating indicator system for ‘Core Criteria’. As a result, an online KBS was developed using Java Server Pages (JSP) technology and MySQL. The online KBS applied the textual knowledge base to support the screen, rating, ranking and reporting decision-supporting mechanisms. Simultaneously, the case inquiry and expert inquiry facilities were also included in the KBS for effective decision-making. Finally, construction experts and practitioners in H&S management evaluated the validity and usability of the KBS through a questionnaire survey. The prototype KBS was borne out to be an effective and efficient decision-support tool for H&S competence assessment and have the potential to be applied in practice.

Over the last few years the ASA determined KM as a priority to assist with reducing knowledge loss, realising information assets and reducing work duplication by attempting to implement IKM tools and strategies. This research employed a pragmatic viewpoint, using a mix of both quantitative and qualitative methods to check reliability, to ensure validity while undertaking the task of implementing the IKM tools. Using a case study strategy and action research was justified, as to be pragmatic the researcher needed to understand the extent of the problem within a specified context. The research discussed in this thesis, provides a new framework for implementing KM tools; focusing on the NSO category, which the case study organisation falls into. The literature agrees enlisting influential members onto the project is vital for success; however, the findings suggested that success was not only tied to this buy-in alone, but also to the organisation s ability to retain these members for the duration of the project. The research proposed the use of a newly developed tool within the new framework, as an approach to reduce the time it takes to undertake traditional social network analysis of the organisation, as it became clear that there was a need for a method of producing updated results of the SNA, which would span the length of long projects within organisations with significantly high staff turn-over rates. Privacy was given as a factor to consider the in literature; however, the findings from this study indicated that a majority of the participants were comfortable with the system. Email knowledge extraction, and email social network systems are not new concepts, however this research presents EKESNA; a novel tool that combines both concepts in a way that allows for the continuous discovery, visualisation, and analysis of knowledge networks around specified topics of interest within an organisation; linking conversations to specific expert knowledge. EKESNA s continuous discovery of the organisation s knowledge network affords members up-to-date data to inform business process reengineering. This is a potentially ground breaking new tool that has the possibility of transforming the KM landscape in NSOs as well as a whole range of other kinds of enterprises.