Development of a knowledge management initiative and system:  A case study

Kuan Wong; Elaine Aspinwall

doi:10.1016/j.eswa.2005.07.012

Development of a knowledge management initiative and system: A case study

Kuan Wong, Elaine Aspinwall

Mechanical Engineering

Research output: Contribution to journal › Article

75 Citations (Scopus)

Abstract

As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. (c) 2005 Elsevier Ltd. All rights reserved.

Original language	English
Pages (from-to)	633-641
Number of pages	9
Journal	Expert Systems with Applications
Volume	30
Issue number	4
DOIs	https://doi.org/10.1016/j.eswa.2005.07.012
Publication status	Published - 1 May 2006

Keywords

small company
implementation
knowledge management
case study

Access to Document

10.1016/j.eswa.2005.07.012

Cite this

@article{2e5a21653ab647a88fa4022cd374201e,

title = "Development of a knowledge management initiative and system: A case study",

abstract = "As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. (c) 2005 Elsevier Ltd. All rights reserved.",

keywords = "small company, implementation, knowledge management, case study",

author = "Kuan Wong and Elaine Aspinwall",

year = "2006",

month = may,

day = "1",

doi = "10.1016/j.eswa.2005.07.012",

language = "English",

volume = "30",

pages = "633--641",

journal = "Expert Systems with Applications",

publisher = "Elsevier",

number = "4",

}

TY - JOUR

T1 - Development of a knowledge management initiative and system: A case study

AU - Wong, Kuan

AU - Aspinwall, Elaine

PY - 2006/5/1

Y1 - 2006/5/1

N2 - As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. (c) 2005 Elsevier Ltd. All rights reserved.

AB - As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. (c) 2005 Elsevier Ltd. All rights reserved.

KW - small company

KW - implementation

KW - knowledge management

KW - case study

UR - http://www.scopus.com/inward/record.url?scp=33144486520&partnerID=8YFLogxK

U2 - 10.1016/j.eswa.2005.07.012

DO - 10.1016/j.eswa.2005.07.012

M3 - Article

VL - 30

SP - 633

EP - 641

JO - Expert Systems with Applications

JF - Expert Systems with Applications

IS - 4

ER -

Development of a knowledge management initiative and system: A case study

Abstract

Keywords

Access to Document

Fingerprint

Cite this