Importance of Knowledge Management in the Higher Educational Institutes
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Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences
OPEN ACCESS EURASIA Journal of Mathematics Science and Technology Education ISSN: 1305-8223 (online) 1305-8215 (print) 2017 13(8):5425-5433 DOI: 10.12973/eurasia.2017.00840a Effects of Leadership Behavior on Knowledge Management and Organization Innovation in Medicine and Health Sciences Hongmei Tang Clinical Medicine College, Shanghai University of Medicine and Health Sciences, CHINA Received 26 March 2017 ▪ Revised 9 June 2017 ▪ Accepted 10 June 2017 ABSTRACT It is wondered how traditional medical industry responds to the information era with new knowledge economy. In fact, medical industry is a knowledge-intensive and human- oriented service industry. The interaction among professional staff at various working systems in hospitals, patients visiting hospitals daily, and the upstream and downstream suppliers for medical activities forms an extremely useful knowledge database. Although the application of information technology is not the whole definition of knowledge management, the entire medical industry, based on other traditional factors, is not ranked on the top for the utilization of modern information technology, compared to other industries. For this reason, establishing a special knowledge management environment with the knowledge-intensive and human-oriented characteristics of medical industry is a worthy goal. Aiming at primary hospitals in Shanghai, the management level, physicians, and employees are distributed 360 copies of questionnaire. Total 288 valid copies are retrieved, with the retrieval rate 80%. The research results summarize the positive relations between 1.leadership behavior and knowledge management, 2.knowledge management and organization innovation, and 3.leadership behavior and organization innovation. Finally, suggestions are proposed, expecting to have leaders in medical industry guide the organization to become a self-learning organism and, meanwhile, practice knowledge management in the organization to digitalize the generation, storage, and expansion process of knowledge within the organization. -
Some Collaborative Systems Approaches in Knowledge-Based Environments
18 Some Collaborative Systems Approaches in Knowledge-Based Environments Mihaela I. Muntean West University of Timisoara, Faculty of Economics and Business Administration Romania 1. Introduction Collaboration represents a strategic alternative to the monolithic approach to business development and competition. It involves a different approach to business – focused on managing business relationships between people, within or without groups, and within and between organizations. Fig. 1. Collaboration – A Business Strategy (http://literacy.kent.edu/CommonGood ) In the present global economy, strongly influenced by IT (information technology) and information systems evolution, the modern organizations try to face the challanges by adjusting their strategies and restructuring their activities, for aligning them to the new economy requirements. It is certain, that the enterprise’s performance will depend on the capacity to sustain collaborative work. The evolution of information systems in these collaborative environments led to a sudden necessity to adopt, for maintaining all kind of virtual activities/processes, the latest technologies/systems that are capable to support integrated collaboration in business services. It is obvious that, all collaborative environments (workgroups, practice communities, collaborative enterprises) are based on knowledge, and between collaboration and knowledge management (KM) there is a strong interdependence. Therefore, we focused on how collaborative systems are capable to sustain knowledge management and their impact on optimizing the KM life cycle. Some issues regarding collaborative systems are explored and a portal-based IT solution that sustains the KM life cycle is highlighted. In addition, an agile development framework for portals will be proposed www.intechopen.com 380 New Research on Knowledge Management Models and Methods 2. -
Doctorate Recipients from United States Universities: Summary Report 2004
Doctorate Recipients from United States Universities: Summary Report 2004 Survey of Earned Doctorates SPONSORED BY THE NATIONAL SCIENCE FOUNDATION, THE NATIONAL INSTITUTES OF HEALTH, THE U.S. DEPARTMENT OF EDUCATION, THE NATIONAL ENDOWMENT FOR THE HUMANITIES, THE U.S. DEPARTMENT OF AGRICULTURE, AND THE NATIONAL AERONAUTICS AND SPACE ADMINISTRATION HIGHLIGHTS This report presents data on recipients of research doctorates awarded by U.S. universities from July 1, 2003, through June 30, 2004. This information is taken from the 2004 Survey of Earned Doctorates (SED), an annual census of new doctorate recipients. • The 419 universities in the United States that conferred research doctorates awarded 42,155 doctorates during the 2003-2004 academic year (the eligibility period for the 2004 SED), an increase of 3.4 percent from the 40,770 doctorates awarded in 2003, and the highest number since the all-time high of 42,647 in 1998. • The number of doctorates awarded by broad field in 2004 was greatest in life sciences, which conferred 8,819 Ph.D.s. The numbers in the other broad areas were 6,795 in social sciences; 6,635 in education; 6,049 in physical sciences and mathematics (combined); 5,776 in engineering; 5,467 in humanities; and 2,614 in business and other professional fields. • Women received 19,098 doctorates, or 45 percent of all doctorates granted in 2004. This is very similar to last year’s percentage for women. Women earned 50 percent of the doctorates granted in life sciences, 55 percent in social sciences, 52 percent in humanities, 66 percent in education, and 46 percent in business/other professional fields. -
What Is the Price of College?
Americans are concerned about the price of college. About three- STATS IN BRIEF quarters of Americans believe that college U.S. DEPARTMENT OF EDUCATION DECEMBER 2019 NCES 2020-470 is not affordable for everyone who needs it (Lumina Foundation and Gallup 2016). Such attitudes may reflect the year-over- year increase in college expenses since 1981 (Snyder, de Brey, and Dillow 2017) and the decreasing proportion of college What Is the Price costs that are covered by the maximum Pell Grant award, an important form of federal student financial aid (Cahalan and of College? Perna 2015). To finance the cost of college attendance, undergraduate students are increasingly likely to take out loans, Total, Net, and Out-of-Pocket including private, Stafford, Direct PLUS Prices in 2015–16 Loans (Woo and Velez 2016; Horn and Paslov 2014). Scholars have raised concerns that the amount of debt borne by recent college graduates may delay the attainment of milestones associated with AUTHORS PROJECT OFFICER Courtney A. Moore David Richards adulthood later in life, such as buying a Albert Y. Liu National Center for Education Statistics house, getting married, and having Catharine Warner-Griffin children (Brown, Caldwell, and Sutherland Jackson Miller 2014; Gallup and Purdue University 2015; Insight Policy Research Looney and Yannelis 2015). Students can choose among colleges of various institution controls and levels and face systematically different prices as a result (Radwin and Wei 2015; Wei 2010). Control is a classification of whether the institution is publicly or privately funded and operated, and level is a classification Statistics in Brief publications present descriptive data in of whether the institution offers programs tabular formats to provide useful information to a broad audience, that are 4 years or longer, at least 2 including members of the general public. -
Human Resource Management and Knowledge Management: Revisiting Challenges of Integration Dr
IJMBS VOL . 1, ISSUE 2, JUNE 2011 ISSN : 2330-9519 (Online) | ISSN : 2231-2463 (Print) Human Resource Management and Knowledge Management: Revisiting Challenges of Integration Dr. Sumi Jha National Institute of Industrial Engineering, Mumbai, India Abstract organizations and rapid change. This in turn requires drastic Organisations are facing ever-increasing challenges, brought on change within HRM to respond to the changing demands of the by marketplace pressures or the nature of the workplace. Many knowledge economy. Knowledge development and utilization organisations are now looking to knowledge management (KM) can be facilitated by human resource practice. At the individual to address these challenges. Such initiatives are often started level increased delegation of responsibility and freedom for with the development of a knowledge management strategy. To creativity may better allow for discovery and utilization of local be successful, a KM strategy must do more than just outline high- and dispersed knowledge in the organization. Although KM level goals such as ‘become a knowledge-enabled organisation’. is typically defined to be the holistic combination of measure Instead, the strategy must identify the key needs and issues within for managing people, processes and technology, the explicit the organisation, and provide a framework for addressing these. integration of human resource management into KM initiatives The objective of this paper is to study how human resources is seldom examined. This paper investigates several steps management (HRM) practices and employees' knowledge taken by HRM for enhancing capturing and utilizing knowledge influence the development of strategies and, by extension, a firm's within the firm. Empirical evidences confirm that KM and HRM performance. -
Building a New Academic Institution: the Singapore University of Technology and Design
CHAPTER 7 Building a New Academic Institution: the Singapore University of Technology and Design Thomas L. Magnanti The creation of any new university provides an opportunity to build upon the great traditions of higher education as well as to do some things differently, even challenge elements of the status quo. This chapter describes the creation of the Singapore University of Technology and Design (SUTD), a university established in collaboration with MIT that, in its design and aspirations, seeks to model MIT, a technically-oriented innovator in education and research that embraces both scholarship and practice. SUTD was established in a mature national environment of higher education alongside several world class institutions. It was intended to provide an alternative path for students, utilizing a distinctive footprint and distinctive approach to education. From the outset, SUTD strived to rethink many elements of a modern technically-oriented university. It was founded with a unique organizational and degree structure, without traditional departments or schools. It abandoned large lectures and instead embraced a hands-on, active learning approach to education, organized around cohort-based learning communities. Its approaches to education and research as well as its facility design and space allocation have been crafted to foster “multidisciplinarity.” It even abandoned the agrarian academic year calendar. It has been developed to date in what might be thought of as four phases: 1 Conception and founding (August 2007–January 2010). Development of the overall footprint, basic organizational structure, blueprint for undergraduate education, and governance structure, as well as collaborations with MIT and Zhejiang University. 2 Early development (January 2010–May 2012). -
SACSCOC Resource Manual for Principles of Accreditation
RESOURCE MANUAL for The Principles of Accreditation: Foundations for Quality Enhancement Southern Association of Colleges and Schools Commission on Colleges 2020 Edition RESOURCE MANUAL for The Principles of Accreditation: Foundations for Quality Enhancement 1866 Southern Lane Decatur, GA 30033-4097 www.sacscoc.org SACSCOC Southern Association of Colleges and Schools Commission on Colleges Third Edition Published: 2020 Statement on Fair Use The Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) recognizes that for purposes of compliance with its standards, institutions and their representatives find it necessary from time to time to quote, copy, or otherwise reproduce short portions of its handbooks, manuals, Principles of Accreditation, and other publications for which SACSCOC has protection under the Copyright Statute. An express application of the Copyright Statute would require these institutions to seek advance permission for the use of these materials unless the use is deemed to be a “fair use” pursuant to 17 USC §107. This statement provides guidelines to institutions and their representatives as to what uses of these materials SACSCOC considers to be “fair use” so as not to require advance permission. SACSCOC considers quotation, copying, or other reproduction (including electronic reproduction) of short portions (not to exceed 250 words) of its handbooks, manuals, Principles of Accreditation, and other publications by institutions of higher education and their representatives for the purpose of compliance with SACSCOC’s standards to be fair use and not to require advance permission from SACSCOC. The number of copies of these quotations must be limited to 10. Representatives of institutions shall include employees of the institutions as well as independent contractors, such as attorneys, accountants, and consultants, advising the institution concerning compliance with SACSCOC’s standards. -
Knowledge-Sharing Strategies in Distributed Collaborative Product Development
Journal of Open Innovation: Technology, Market, and Complexity Review Knowledge-Sharing Strategies in Distributed Collaborative Product Development Sanjay Mathrani 1,* and Benjamin Edwards 2 1 School of Food and Advanced Technology, Massey University, Auckland 0632, New Zealand 2 Fisher and Paykel Healthcare Limited, Auckland 1741, New Zealand; [email protected] * Correspondence: [email protected] Received: 3 November 2020; Accepted: 7 December 2020; Published: 16 December 2020 Abstract: Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams. -
Knowledge Management – a Strategic Perspective
Knowledge Management – A Strategic Perspective Preamble "In the emerging economy, a firm's only advantage is its ability to leverage and utilize its knowledge." ...Larry Prusak, Executive Director - The Institute for Knowledge Management We are living in an economy of kaleidoscopic change where the only element, which is constant, is change. The industry environment is being influenced by unexpected, multiple changes reducing the period for which organizations can hold on to a competitive advantage. Every sector of industry in every corner of the globe has been affected by this change. One of the catalyst of this change has been the market which has also changed from a seller’s market to a buyer’s market. The buyers are more informed, thanks to the growth of Internet and consequently, information dissemination. Organisations, over the years, have practiced many methods to create and sustain competitive advantage. Some of the initiatives are TQM, BPR, SCM, and CRM. These initiatives, although have resulted in firms attaining some competitive advantage, are replicable and not sustainable over a longer period of time. Hence, organisations are now focusing on methods of creating new knowledge and harnessing existing knowledge to gain sustainable competitive advantage. The importance of focus on knowledge as a source of competitive advantage is understood better when one looks at the ratio of market value to book value of a knowledge intensive firm, e-g Infosys which has got a ratio of more than 10. This paper emphasizes the importance of harnessing and creating knowledge and the strategies that they could follow to achieve sustainable competitive advantage. -
Knowledge Management Strategy
KNOWLEDGE MANAGEMENT STRATEGY Contents Context and Background: Knowledge Management Landscape Anlaysis ............................................ 1 Challenges for Knowledge Management in the Sustainable Development Landscape ....................... 2 Lessons and Promising Practices for Effective Knowledge Management ............................................ 3 Emerging Roles for UHC2030 ................................................................................................................ 5 Strategic Pillars & Actions for Knowledge Management ...................................................................... 6 References ............................................................................................................................................ 9 Annex 1 : Implementation Plan .......................................................................................................... 11 Annex 2. Figures from the KM Landscape Analysis............................................................................ 13 Annex 3 : Overview of Stakeholder Organizations and Knowledge Initiatives ................................... 15 Context and Background: Knowledge Management (KM) Landscape Analysis UHC2030 provides a multi-stakeholder platform to strengthen collaboration and contribute to the movement for resilient, sustainable, and equitable health systems in order to achieve universal health coverage and global health security by 2030. A key lever for this collaboration is knowledge management. The Knowledge Management -
My Education Participant Guide
2019-2020 TAP CURRICULUM MANAGING YOUR EDUCATION Table of Contents Section 1: Getting Started .................................................................... 2 Section 2: Learning the Basics .............................................................. 4 Section 3: Choosing a Field of Study .................................................... 25 Section 4: Choosing an Institution ....................................................... 39 Section 5: Gaining Admission.............................................................. 53 Section 6: Funding Your Education ...................................................... 68 MY Education Website Guide 2019-2020 ....................................... 101 Career Exploration Chart ................................................................... 106 Comparison Chart ............................................................................. 107 MY Education | Page 1 Managing Your (MY) Education Section 1: Getting Started Your decision to complete the DoD Education Track by participating in this workshop shows you have recognized the potential benefits of higher education for your career. Higher education is a pathway that can help you access new opportunities and can be a prerequisite for a number of jobs in the U.S. economy. This two-day workshop, which is designed for anyone interested in earning either an undergraduate or graduate degree, will assist you in identifying the education requirements for your desired career and provide you with information, resources, and strategies -
The Role of Project Management in Knowledge Management
1-04-15 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGY THE ROLE OF PROJECT MANAGEMENT IN KNOWLEDGE MANAGEMENT Ralph L. Kliem INSIDE Basics of Knowledge Management and Project Management; Work Breakdown Structure; Controlling and Leading Projects INTRODUCTION Knowledge management (KM) involves collecting, organizing, and dis- tributing knowledge that is accumulated over a period of time for the pur- poses of improving and increasing a company’s competitive edge. This knowledge is more than mere facts and data. It is information and expe- rience collected and applied to achieve the overall goals of a company. Surveys by IT research firms reveal the popularity of KM. For exam- ple, a survey of 500 professionals by the Delphi Group revealed that more than 50 percent of the respondents have begun implementing KM, and more than 80 percent saw it as a major contribution to their compa- 1 nies. Dataquest Inc. estimates that KM will grow from a $2.7 billion mar- ket in 1997 to a $5 billion one in the year 2000.2 Several advantages have been attributed to KM, and include: •dealing with “gray” situations with greater confidence PAYOFF IDEA •encouraging greater collabora- A KM project is implementing knowledge man- tion among employees agement disciplines, tools, and techniques to •identifying best practices build a system that will achieve specific goals and •improving the capacity for prod- objectives. The challenge, of course, is to collect, organize, and distribute knowledge to achieve uct and process innovation the goals and objectives that are often as vague •increasing the competencies of as the definition of KM.