Knowledge Management System Business Intelegence

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A knowledge management system (KMS) is a system for implementing and implementing management principles. These include data-driven goals in business innovation, competitive business models, business intelligence analysis and more.

A knowledge management system (KMS) is a system for implementing and applying the principles of knowledge management. These include data-driven goals in business innovation, competitive business models, business intelligence analysis and more. An information management system consists of various software modules operated by a central user interface. Some of these features may allow data mining on customer input and history, as well as providing or sharing electronic documents. Information management systems can help with employee training and management, better support sales, or help business leaders make critical decisions.

Knowledge Management System Business Intelegence

As a discipline, information management is often confused with business intelligence, which also focuses on capturing data to make business decisions. Some experts distinguish the two by pointing out that business intelligence focuses on implicit knowledge, while knowledge management is a broad field that includes tacit and implicit knowledge. This distinction has led many to view business intelligence as part of a larger information management system, where the larger part guides decisions in a more strategic way.

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As a broad term, information management can be applied in various ways to every business process. It is up to top managers to use the system in the way that is most appropriate for their particular business.

The subject of knowledge management systems is perhaps the most discussed and debated topic in knowledge management (KM). Although the knowledge management system is not the most important part of KM (with some arguing that they are not necessary at all), this is still a subject that offers a lot of interest.

On this site, I have considered the role of IT in all aspects of information management systems, with special emphasis on the role in information sharing. From this point, the discussion will be structured as follows:

· This section will discuss the theoretical implementation of information management systems and their impact on organizations.

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Information management systems refer to all types of IT systems that store and retrieve information, enhance collaboration, search for information, mine hidden information repositories, retrieve and use information, or promote KM processes.

If my explanation above makes the definition of the system seem vague, because there is no consensus on what constitutes a knowledge management system, just like there is no consensus on KM. In addition, because KM is involved in all areas of the company, drawing a difficult line.

James Robertson (2007) goes so far as to argue that organizations should not even think in terms of information management systems. He argues that KM, although technologically advanced, is not a technical discipline, and that thinking about knowledge management systems leads to expectations of “silver bullet” solutions. Instead, the focus should be on determining the effectiveness of the IT system required for specific activities and initiatives within the company. However, with proper implementation, IT systems have become a key component of KM today.

For the purpose of this site (it is useful for those who are looking for terms like information management system), I will divide it into the following sections (taken from the work of Gupta and Sharma 2005, in Bali et al. 2009) :

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These categories will cover the various systems used to be associated with KM systems.

Often, the impact of technology on an organization is not considered enough before starting a new system. There are two sets of knowledge needed to design and implement a knowledge management system (Newell et al., 2000):

The problem is that it is rare that these two knowledges are known by the same person. Moreover, technology is rarely created by the people who use it. Therefore, companies face the problem of fit between IT systems and organizational processes, as well as acceptance in the organizational culture (Gamble & Blackwell 2001).

Botha et al (2008) emphasized the importance of recognizing what information management systems cannot do. He points to the fact that introducing the ability to share information does not mean that experts will share information – other programs must exist.

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Akhavan et al (2005) identified several other factors that lead to failure including: lack of executive support, organizational culture, lack of a separate budget, and resistance to change.

Building on all this, and combining the factors that have been discussed before, the factors of information system failure are as follows:

· Lack of organizational acceptance, and assuming that if you build, they will come – lack of appropriate organizational culture.

· Lack of organization/department/etc fit – can work in the organization. easy? Is the system appropriate in one area of ​​the company but not another? Does it even affect existing processes?

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· Lack of understanding of the power of knowledge and internal difficulties in transferring tacit knowledge with IT-based systems (see the section on tacit knowledge in knowledge sharing).

According to Hecht et al. (2011) successful implementation process has three stages: adoption, acceptance, and comparison. Based on the known models and theories, the author identified three complete sets of factors that include these three factors. The resulting model classified KMS activities into the following categories:

Some important factors identified by Hecht et al (2011) are: behavior, business ethics, cultural values, information quality, organizational performance, and organizational behavior. To encourage KMS adoption:

• Determine the needs and processes of information / knowledge, communication methods, process environment, etc. These findings should be the basis for identifying the systems needed to comply.

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· Conduct a comprehensive cost benefit analysis, looking at factors such as company size, number of users, complexity of system structure, frequency of use, maintenance & repair costs, security issues, training costs (including ensuring adoption) and more. performance, less response time, less cost (compared to previous systems) and more.

Analyze existing work processes and determine how the system will improve – and not hinder – the situation.

· Another interesting rule of thumb given by Botha et al (2008), is “more knowledge, less technological solutions are needed”. For example, expert knowledge is often extensively supported by multimedia communication technologies and expert access. More than that, it’s about human interaction and relationships.

Several factors were described by Hecht et al. (2011) include: stress, ease of use, intrinsic motivation, task relevance, outcome view, and social factors. Encouraging acceptance can be improved by:

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Several factors identified by Hecht et al. (2011) include: knowledge barriers, management competition, cost effectiveness, quality control, and collaborative development. Assimilation can be improved by:

· Content management (Gamble & Blackwell, 2011): In order for the system to remain useful, the content must be maintained in terms of updates, revisions, filtering, organization, etc.

· Perceived attractiveness factors (Gamble & Blackwell, 2001): This includes not only the benefits of using a KMS, but also management’s ability to convince users of these benefits.

· Focus on collaboration. In particular, consider the adoption of business systems 2.0 / KM 2.0, which by design promote collaboration while being generally cheap and generally popular.

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Of course, this does not work for all systems. Some are direct and accepted in today’s society (e.g. email). However, the process of implementing an information management system with the ultimate goal of changing the way things are done in an organization requires careful consideration and planning. Furthermore, with the evolution of the system to better support the various aspects of KM, it should be considered an important part of the implementation of the discipline.

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Strategies to increase employee engagement Employee engagement is primarily related to the highest levels of Maslow’s hierarchy of needs: a sense of belonging (social needs), a sense of self-worth and purpose (needs) and personal growth (autonomy). How to do the work of the worker. And behavior change at the group level depends first on communication. That’s where, in my opinion, digital collaboration and internal communication tools play an important role, by: connecting employees to their colleagues, strengthening the sense of ownership even among remote employees, and effectively conveying organizational ideas with purpose. from increasing employee recognition connecting employees to enabling information. flexibility to balance work and life issues to increase trust in the organization and management due to increased openness and transparency. For me words…   A Review of the Current Status of Speech Synthesis Systems for Children’s Voices: A Scoping Review of Qualitative and Quantitative Evidence.

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