Strategies for Knowledge Management Success: Exploring by Murray E. Jennex

By Murray E. Jennex

Wisdom administration captures the precise wisdom, to the perfect consumer, who in flip makes use of the information to enhance organizational or person functionality to extend effectiveness. options for wisdom administration good fortune: Exploring Organizational Efficacy collects and provides key learn articles all for picking out, defining, and measuring accomplishment in wisdom administration. an important selection of the most recent foreign findings in the box, this booklet presents a robust reference for college students, researchers, and practitioners concerned with organizational wisdom administration.

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Extra info for Strategies for Knowledge Management Success: Exploring Organizational Efficacy (Premier Reference Source)

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Three constructs: the KM strategy/process, knowledge richness, and linkages between knowledge components are identified. The KM strategy/process construct looks at the organizational processes for identifying knowledge users and knowledge for capture and reuse, the formality of these processes including process planning, and the format and context of the knowledge to be stored. This construct determines the contents and effectiveness of the other two constructs. Richness reflects the accuracy and timeliness of the stored knowledge as well as having sufficient knowledge context and cultural context to make the knowledge useful.

1999). Information Systems Frontiers in Knowledge Management. Information Systems Frontiers, 1(3), 205–219. 1023/A:1010046210832 13 14 Chapter 2 A Model of Knowledge Management Success Murray E. Jennex San Diego State University, USA Lorne Olfman Claremont Graduate University, USA abStract This chapter describes a knowledge management (KM), Success Model that is derived from observations generated through a longitudinal study of KM in an engineering organization, KM success factors found in the literature, and modified by the application of these observations and success factors in various projects.

However, it is not unexpected that practitioners would have a focus on organizational impact as a measure of KM and KMS success. Given that KM is an action discipline, researchers should accept this focus and incorporate it into their investigations. The preliminary set of success dimensions must be examined critically, though, as previous discussions have shown that there is conflict between what is regarded as an antecedent and thus necessary for success, and what is regarded as a reflection of success.

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