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Knowledge management (KM) is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organizational objectives by making the best use of knowledge.
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
Knowledge transfer is the sharing or disseminating of knowledge and the providing of inputs to problem solving. In organizational theory, knowledge transfer is the practical problem of transferring knowledge from one part of the organization to another. Like knowledge management, knowledge transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for future users. It is considered to be more than just a communication problem. If it were merely that, then a memorandum, an e-mail or a meeting would accomplish the knowledge transfer. Knowledge transfer is more complex because:
A modeling language is any artificial language that can be used to express data, information or knowledge or systems in a structure that is defined by a consistent set of rules. The rules are used for interpretation of the meaning of components in the structure Programing language.
The National Innovation System is the flow of technology and information among people, enterprises and institutions which is key to the innovative process on the national level. According to innovation system theory, innovation and technology development are results of a complex set of relationships among actors in the system, which includes enterprises, universities and government research institutes.
The concept of the innovation system stresses that the flow of technology and information among people, enterprises, and institutions is key to an innovative process. It contains the interactions between the actors needed in order to turn an idea into a process, product, or service on the market.
A multi-agent system is a computerized system composed of multiple interacting intelligent agents. Multi-agent systems can solve problems that are difficult or impossible for an individual agent or a monolithic system to solve. Intelligence may include methodic, functional, procedural approaches, algorithmic search or reinforcement learning.
Personal knowledge management (PKM) is a process of collecting information that a person uses to gather, classify, store, search, retrieve and share knowledge in their daily activities and the way in which these processes support work activities. It is a response to the idea that knowledge workers need to be responsible for their own growth and learning. It is a bottom-up approach to knowledge management (KM).
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. The theory was popularized by Everett Rogers in his book Diffusion of Innovations, first published in 1962. Rogers argues that diffusion is the process by which an innovation is communicated over time among the participants in a social system. The origins of the diffusion of innovations theory are varied and span multiple disciplines.
Open innovation is a term used to promote an information age mindset toward innovation that runs counter to the secrecy and silo mentality of traditional corporate research labs. The benefits and driving forces behind increased openness have been noted and discussed as far back as the 1960s, especially as it pertains to interfirm cooperation in R&D. Use of the term 'open innovation' in reference to the increasing embrace of external cooperation in a complex world has been promoted in particular by Henry Chesbrough, adjunct professor and faculty director of the Center for Open Innovation of the Haas School of Business at the University of California, and Maire Tecnimont Chair of Open Innovation at Luiss.
The Cynefin framework is a conceptual framework used to aid decision-making. Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device". Cynefin is a Welsh word for 'habitat'.
Encapsulated knowledge is the value endowing meta-resource originating from thought, reflection, or experience that is embedded in an artefact’s design and functionality.
David John Snowden is a Welsh management consultant and researcher in the field of knowledge management and the application of complexity science. Known for the development of the Cynefin framework, Snowden is the founder and chief scientific officer of The Cynefin Company, a Singapore-based management-consulting firm specializing in complexity and sensemaking.
Design science research (DSR) is a research paradigm focusing on the development and validation of prescriptive knowledge in information science. Herbert Simon distinguished the natural sciences, concerned with explaining how things are, from design sciences which are concerned with how things ought to be, that is, with devising artifacts to attain goals. Design science research methodology (DSRM) refers to the research methodologies associated with this paradigm. It spans the methodologies of several research disciplines, for example information technology, which offers specific guidelines for evaluation and iteration within research projects.
Knowledge sharing is an activity through which knowledge is exchanged among people, friends, peers, families, communities, or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the knowledge management process.
Information space is the set of concepts, and relations among them, held by an information system; it describes the range of possible values or meanings an entity can have under the given rules and circumstances.
Max Henri Boisot was a British architect and management consultant who was professor of Strategic Management at the ESADE business school in Barcelona. known for his ideas about the information economy, the Information Space, social capital and social learning theory.
Artifact-centric business process model represents an operational model of business processes in which the changes and evolution of business data, or business entities, are considered as the main driver of the processes. The artifact-centric approach, a kind of data-centric business process modeling, focuses on describing how business data is changed/updated, by a particular action or task, throughout the process.
Knowledge translation (KT) is the activities involved in moving research from the laboratory, the research journal, and the academic conference into the hands of people and organizations who can put it to practical use. Knowledge translation is most often used in the health professions, including medicine, nursing, pharmaceuticals, rehabilitation, physical therapy, and public health.
Project complexity is the property of a project which makes it difficult to understand, foresee, and keep under control its overall behavior, even when given reasonably complete information about the project system. With a lens of systems thinking, project complexity can be defined as an intricate arrangement of the varied interrelated parts in which the elements can change and evolve constantly with an effect on the project objectives. The identification of complex projects is specifically important to multi-project engineering environments.
References
- ↑ Boxer, P, "Managing over the whole Governance Cycle", Asymmetric Design, April 2006
- ↑ Snowden, D (2010) "The origins of Cynefin (part 1)" Cognitive Edge March 2010
- ↑ Snowden, D (2002). "Complex Acts of Knowing: Paradox and Descriptive Self Awareness". Journal of Knowledge Management. 6 (2): 100–111. doi:10.1108/13673270210424639.