Knowledge sharing
Samra, R. A., and K. Shaalan,
"Exploring Chaotic Performance in Projects and its Relationship with Knowledge Creation Process",
The 11th International Knowledge Management in Organizations Conference (KMO '16), Germany, 25 July, 2016.
AbstractIn this study the researcher is focusing on the performance of the project. During the life cycle of projects managers are striving to forecast the future performance of the project according to the historical patterns of performance. Irregular performance and randomness are representing chaotic performance periods in project’s life. The study proposes five propositions. The first proposition is that Manager have different conscious perceptions about accepted levels of order and chaos in their project performance. The second proposition is that Knowledge Creation Process has different characteristics in chaotic perceived projects and order perceived projects. The third proposition is that managers have different prioritization of knowledge assets from which they create new knowledge for chaotic performance projects. The fourth proposition is that Sources of knowledge creation differ according to the context of project performance. The fifth proposition is that Assets used for knowledge creation during chaotic performance periods differ according to managers’ tendency to innovate. This study is a qualitative analysis of secondary data that comes from literature review and primary data that comes from interviews with experts and project managers. The researcher investigated four styles of knowledge creation during chaotic performance periods; experiential knowledge creation style, innovative knowledge creation style, precautions and risk minimization knowledge creation style, and specialty based knowledge creation style. Conclusions and recommendations are provided to project managers on which knowledge assets are leading to innovative knowledge creation.
Dali, H., and K. Shaalan,
"Knowledge Sharing Through E-Government Portal",
The 11th International Knowledge Management in Organizations Conference (KMO '16), Germany, 25 July, 2016.
AbstractThe advent of technology has changed the way of government to communicate with its stakeholders by incorporating the notion of e-government based on web-portal. These web-portals whereas identified successful in communicating with the stakeholders also played a vital role in sharing and managing knowledge. Based on this notion, this article is concerned with the role of e-government portal in sharing knowledge and the way through which this portal increases the efficiency of entire public sector. In the same instance, the K-ACT model of internet portal is analyzed to identify the features that make a web-portal best and perfect. In this article, we conducted a literature review and focused our attention on analyzing the e-government portals of four countries i.e. China, Hong Kong, Beijing and Turkish Municipalities. For the analysis and comparison purposes, the checklist of K-ACT model is used. The findings revealed that the e-government portal of these countries is not fully matched with the features as described in K-ACT, which ultimately affect the knowledge management and sharing practices in the region. Therefore, recommendations are made to improve the existing portal for knowledge sharing so that citizens can take more knowledge benefits from the e-government portals.
Attar, F. A., and K. Shaalan,
"Enablers and Barriers of Knowledge Spiral: A Case Study",
The 11th International Knowledge Management in Organizations Conference (KMO '16), Germany, 28 July, 2016.
AbstractKnowledge Management (KM) and knowledge sharing (KS) have become crucial tasks for both Middle Managers and Top Managers of many organizations, especially those who highly rely on the type of knowledge which is difficult to transfer from one person to another, or what is called “Tacit Knowledge”. The objective of this case study is to review the practical knowledge transfer techniques, the main motivators and demotivators of a tacit knowledge transfer process, and the measures that can be taken to overcome the demotivation factors. Siemens is chosen for this case study because it has been recently rated as one of the top Knowledge-Management-driven companies. We present here our own observations on some of the KM practices that Siemens strives to implement in its branches in the Middle East countries and the barriers which are challenging such practices.
