Jay Liebowitz

A systems thinking framework for knowledge management

Abstract Myriad frameworks have been developed for knowledge management. However, the field has been slow in formulating a generally accepted, comprehensive framework for knowledge management. This paper reviews the existing knowledge management frameworks and provides suggestions for what a general framework should include. The distinguishing feature of this research is that it emphasizes placing knowledge management in a larger context of systems thinking so that the influencing factors on its success or failure can better be recognized and understood.

Key ingredients to the success of an organization's knowledge management strategy

Knowledge management is a key strategy that organizations are embracing to manage their organizational knowledge for strategic advantage. Unfortunately, like any new and maturing field, overexpectations are being created by so-called knowledge management consultants and vendors. This paper describes the six essential ingredients in order for knowledge management to have a chance of succeeding in an organization. Copyright

Developing knowledge management metrics for measuring intellectual capital

Measuring intellectual capital is a growing area of interest in the knowledge management field. Metrics are being developed and applied by some organizations, but there needs to be more research throughout the international community to better define these measures. One limitation of the current measures is that they do not necessarily address the “knowledge level” and the types of value‐added knowledge that individuals obtain. This paper takes a look at the current measures, discusses some possible limitations, and suggests some additional measures that could be used in the intellectual capital area to complement existing measures.

Knowledge management and its link to artificial intelligence

Abstract Knowledge management is an emerging area which is gaining interest by both industry and government. As we move toward building knowledge organizations, knowledge management will play a fundamental role towards the success of transforming individual knowledge into organizational knowledge. One of the key building blocks for developing and advancing this field of knowledge management is artificial intelligence, which many knowledge management practitioners and theorists are overlooking. This paper will discuss the emergence and future of knowledge management, and its link to artificial intelligence.

The knowledge audit

One of the critical first steps in the knowledge management area is to conduct a knowledge audit. Some people view the knowledge audit as being the business needs assessment, cultural assessment, and an examination of what knowledge is needed, available, missing, applied, and contained. In the same manner that a manufacturing company will first inventory its physical assets, an aspiring ‘knowledge organization’ should also inventory its intellectual capital assets. This paper will focus on the third strand of the knowledge audit described above, namely determining what knowledge is needed, what is available and missing, who needs this knowledge, and how it will be applied. Then, a case study will be discussed where the knowledge audit instrument was used. Copyright

Does measuring knowledge make “cents”?

Abstract Intellectual capital measurement is an important element of knowledge management. Organizations are grappling with the issue of how best to show that knowledge management efforts are benefiting their organization. The measurement and valuation of knowledge, especially pertaining to human capital, is an area of great interest. This article discusses this issue and proposes a valuation model for human capital.

Knowledge Sharing Proficiencies: The Key to Knowledge Management

A key element of knowledge management is building and nurturing a knowledge sharing culture. A number of organizations are developing knowledge sharing proficiencies as part of their recognition and reward systems. Knowledge sharing effectiveness is a critical aspect of knowledge management, and this chapter takes a look at this area in terms of developing and applying a knowledge sharing effectiveness inventory in order to rate how well an organization is performing knowledge sharing activities.

SMARTVision: a knowledge‐management methodology

A myriad of researchers have presented methodologies and frameworks for implementing knowledge‐management. However, frameworks do not provide sufficient detail for executing knowledge‐management initiatives, and existing methods do not adequately address all of the requirements for effective knowledge management. The field of knowledge management has been slow in formulating a universally accepted methodology. This paper reviews the status quo of knowledge‐management methodologies and presents a detailed, comprehensive methodology that addresses existing shortcomings. The presented method, SMARTVision, extends previous research on frameworks by taking a more micro‐view of knowledge management – a specific methodology.

Information Systems Project Failure: A Comparative Study of Two Countries

Many organizations, regardless of size, engage in at least one, and often many information system projects each year. Many of these projects consume massive amounts of resources, and may cost as little as a few thousand dollars to ten, and even hundreds of millions of dollars. Needless to say, the investment of time and resources into these ventures are of significant concern to chief information officers (CIOs), executives staff members, project managers, and others in leadership positions. This paper describes the results of a survey performed between Australia and the United States regarding factors leading to IS project failure. The findings suggest that, among other things, end user involvement and executive management leadership are key indicators influencing IS project failure.

Knowledge management: A U.S. Social Security Administration case study

Abstract Knowledge management can be a powerful tool for addressing the “graying of government” and other factors contributing to the loss of expertise in government organizations. This paper presents a case study of knowledge management at the U.S. Social Security Administration and provides recommendations for how knowledge management might better protect valuable knowledge resources. A two-phase study was conducted of the Benefit Rate Increase/Premium Amount Collectible (BRI/PAC), a core process at the U. S. Social Security Administration, where critical knowledge is at risk of being lost. The study suggests that knowledge sharing, training, and the overall development of a working environment conducive to knowledge management promise to enhance performance of the BRI/PAC operation, at SSA.