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management tools</title> <meta name="description" content="Search results for: knowledge management tools"> <meta name="keywords" content="knowledge management tools"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="knowledge management tools"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 18341</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: knowledge management tools</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18341</span> The Effectiveness of Exchange of Tacit and Explicit Knowledge Using Digital and Face to Face Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Delio%20I.%20Castaneda">Delio I. Castaneda</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Toulson"> Paul Toulson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the knowledge sharing effectiveness of two types of knowledge, tacit and explicit, depending on two channels: face to face or digital. Participants were 217 knowledge workers in New Zealand and researchers who attended a knowledge management conference in the United Kingdom. In the study, it was found that digital tools are effective to share explicit knowledge. In addition, digital tools that facilitated dialogue were effective to share tacit knowledge. It was also found that face to face communication was an effective way to share tacit and explicit knowledge. Results of this study contribute to clarify in what cases digital tools are effective to share tacit knowledge. Additionally, even though explicit knowledge can be easily shared using digital tools, this type of knowledge is also possible to be shared through dialogue. Result of this study may support practitioners to redesign programs and activities based on knowledge sharing to make strategies more effective. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20knowledge" title="digital knowledge">digital knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=explicit%20knowledge" title=" explicit knowledge"> explicit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=tacit%20knowledge" title=" tacit knowledge"> tacit knowledge</a> </p> <a href="https://publications.waset.org/abstracts/80879/the-effectiveness-of-exchange-of-tacit-and-explicit-knowledge-using-digital-and-face-to-face-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18340</span> Personal Knowledge Management: Systematic Review and Future Direction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kuribachew%20Gizaw%20Tohiye">Kuribachew Gizaw Tohiye</a>, <a href="https://publications.waset.org/abstracts/search?q=Monica%20Garfield"> Monica Garfield</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Personal knowledge management is the aspect of knowledge management that relates to the way in which individuals organize and manage their own set of knowledge. While in that respect, there has been research in this area for the past 25 years, it is at present necessary to speculate upon what research has been done and what we have discovered about this arena of knowledge management. In contrast to organizational knowledge management, which focuses on a firm’s profitability and competitiveness, personal knowledge management (PKM) is concerned with the person’s self-effectiveness, competence and success. People are concerned in managing their knowledge in order to become more efficient in a variety of personal and organizational interests. This study presents a systematic review of PKM studies. Articles with PKM concepts are reviewed with the objective of clearly defining PKM, identifying the benefits of PKM, classifying the tools that enable PKM and finding the research gaps to indicate future research directions in the area. Consequently, we have developed a definition of PKM and identified the benefits of PKM, including an understanding of who seeks PKM and for what. Tools enabling PKM are identified and classified under three categories Web 1.0, 2.0 and 3.0 and finally the research gap and future directions are suggested. Research which facilitates collaboration by using semantic technologies is suggested to be studied further to improve PKM effectiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=personal%20knowledge%20management" title="personal knowledge management">personal knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20knowledge%20management" title=" organizational knowledge management"> organizational knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20review" title=" systematic review"> systematic review</a> </p> <a href="https://publications.waset.org/abstracts/55405/personal-knowledge-management-systematic-review-and-future-direction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55405.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">331</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18339</span> Data Mining As A Tool For Knowledge Management: A Review </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maram%20Saleh">Maram Saleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge has become an essential resource in today’s economy and become the most important asset of maintaining competition advantage in organizations. The importance of knowledge has made organizations to manage their knowledge assets and resources through all multiple knowledge management stages such as: Knowledge Creation, knowledge storage, knowledge sharing and knowledge use. Researches on data mining are continues growing over recent years on both business and educational fields. Data mining is one of the most important steps of the knowledge discovery in databases process aiming to extract implicit, unknown but useful knowledge and it is considered as significant subfield in knowledge management. Data miming have the great potential to help organizations to focus on extracting the most important information on their data warehouses. Data mining tools and techniques can predict future trends and behaviors, allowing businesses to make proactive, knowledge-driven decisions. This review paper explores the applications of data mining techniques in supporting knowledge management process as an effective knowledge discovery technique. In this paper, we identify the relationship between data mining and knowledge management, and then focus on introducing some application of date mining techniques in knowledge management for some real life domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Data%20Mining" title="Data Mining">Data Mining</a>, <a href="https://publications.waset.org/abstracts/search?q=Knowledge%20management" title=" Knowledge management"> Knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=Knowledge%20discovery" title=" Knowledge discovery"> Knowledge discovery</a>, <a href="https://publications.waset.org/abstracts/search?q=Knowledge%20creation." title=" Knowledge creation."> Knowledge creation.</a> </p> <a href="https://publications.waset.org/abstracts/137030/data-mining-as-a-tool-for-knowledge-management-a-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/137030.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">208</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18338</span> The Impact of Interrelationship between Business Intelligence and Knowledge Management on Decision Making Process: An Empirical Investigation of Banking Sector in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Issa%20M.%20Shehabat">Issa M. Shehabat</a>, <a href="https://publications.waset.org/abstracts/search?q=Huda%20F.%20Y.%20Nimri"> Huda F. Y. Nimri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to study the relationship between knowledge management in its processes, including knowledge creation, knowledge sharing, knowledge organization, and knowledge application, and business intelligence tools, including OLAP, data mining, and data warehouse, and their impact on the decision-making process in the banking sector in Jordan. A total of 200 questionnaires were distributed to the sample of the study. The study hypotheses were tested using the statistical package SPSS. Study findings suggest that decision-making processes were positively related to knowledge management processes. Additionally, the components of business intelligence had a positive impact on decision-making. The study recommended conducting studies similar to this study in other sectors such as the industrial, telecommunications, and service sectors to contribute to enhancing understanding of the role of the knowledge management processes and business intelligence tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title="business intelligence">business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=banking%20sector" title=" banking sector"> banking sector</a> </p> <a href="https://publications.waset.org/abstracts/151430/the-impact-of-interrelationship-between-business-intelligence-and-knowledge-management-on-decision-making-process-an-empirical-investigation-of-banking-sector-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151430.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">144</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18337</span> Stakeholder Management for Successful Software Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kassem%20Saleh">Kassem Saleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An alarming number of software projects fail to deliver the required functionalities within the provided budget and timeframe and with the required qualities. Some of the main reasons for this problem include bad stakeholder management, poor communications and informal change management. Informal processes to identify, engage and control stakeholders lead to these reasons. Recently, to emphasize its importance, the Project Management Institute (PMI) updated the Project Management Body of Knowledge (PMBoK) to explicitly include the stakeholder management knowledge area. This knowledge area consists of four processes to identify stakeholders, plan stakeholder management, and manage and control stakeholder engagement. The use of appropriate techniques for stakeholder management in software projects will definitely lead to higher quality and successful software. In this paper, we describe some of the proven techniques that can be used during the execution of the four processes for stakeholder management. Development of collaboration tools for automating these processes are recommended and need to be integrated in available software project management tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management" title="project management">project management</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20management" title=" stakeholder management"> stakeholder management</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development" title=" software development"> software development</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management%20body%20of%20knowledge" title=" project management body of knowledge"> project management body of knowledge</a> </p> <a href="https://publications.waset.org/abstracts/66878/stakeholder-management-for-successful-software-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66878.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">311</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18336</span> The Role of Quality Management Tools and Knowledge Sharing in Improving the Level of Academic Staff: An Empirical Investigation of the Jordanian Universities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tasneem%20Alfalah">Tasneem Alfalah</a>, <a href="https://publications.waset.org/abstracts/search?q=Salsabeel%20Alfalah"> Salsabeel Alfalah</a>, <a href="https://publications.waset.org/abstracts/search?q=Jannat%20Alfalah"> Jannat Alfalah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The quality of higher education as a service is fundamental to a country’s development because universities prepare the professionals who will work as managers in companies and manage public and private resources and care for the health and education of new generations. Knowledge sharing involves the interaction of all activities between individuals. Thus, the higher education institutions are aiming to improve and assist their academics in generating new ideas by encouraging them to work as a team, to simplify the exchange of the new knowledge and to further improve the learning process and achieving institutional aims. Moreover, the sources of competitive advantage in universities derive from intellectual capital and innovations in which innovation comes through knowledge sharing. Using quality tools is to define the exact requirements needed to create the concept of knowledge sharing and what are the barriers to achieve this in universities. The purpose of this research is critically evaluating the role of using quality tools to facilitate the concept of knowledge sharing and improve the academic staff level in the Jordanian universities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title="higher education">higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20tools" title=" management tools"> management tools</a> </p> <a href="https://publications.waset.org/abstracts/23308/the-role-of-quality-management-tools-and-knowledge-sharing-in-improving-the-level-of-academic-staff-an-empirical-investigation-of-the-jordanian-universities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23308.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">463</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18335</span> A Framework for Customer Knowledge Management (CKM) as a Key Role in Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The customer’s value has become obvious for the leading companies in today’s competitive environment. Therefore they are constantly trying to improve their relationship with customers. Customer Knowledge has been recognized as a strategic resource and a key to the success of any company. Talking about the Customer Knowledge Management is closely associated with Knowledge Management and Customer Relationship Management (CRM). Recent studies conducted in the fields of Knowledge Management (KM) and Customer Relationship Management (CRM) has explained that the two approaches can have great synergies. In this paper, our aim is to provide an understanding of Customer Knowledge Management (CKM) as an integrated management approach and competence it requires. We describe CKM as an ongoing process of generating, disseminating and using customer knowledge within an organization and between an organization and its customers. In addition, we propose a comprehensive framework of CKM, the ability to integrate customer knowledge into customer relationship management processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-commerce" title="e-commerce">e-commerce</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20%28KM%29" title=" knowledge management (KM)"> knowledge management (KM)</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20relationship%20management%20%28CRM%29" title=" customer relationship management (CRM)"> customer relationship management (CRM)</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20knowledge%20management%20%28CKM%29" title=" customer knowledge management (CKM)"> customer knowledge management (CKM)</a> </p> <a href="https://publications.waset.org/abstracts/32892/a-framework-for-customer-knowledge-management-ckm-as-a-key-role-in-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32892.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">557</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18334</span> Knowledge Management (KM) Practices: A Study of KM Adoption among Doctors in Kuwait</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Alajmi">B. Alajmi</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Marouf"> L. Marouf</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20S.%20Chaudhry"> A. S. Chaudhry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, increasing emphasis has been placed upon issues concerning the evaluation of health care. In this regard, knowledge management has also been considered an important component of the evaluation process. KM facilitates the transfer of existing knowledge or the development of new knowledge among healthcare staff and patients. This research aimed to examine how hospitals in Kuwait employ knowledge management practices, including capturing, sharing, and generating, and the perceived impact of KM practices on performance of hospitals in Kuwait. Through adopting a quantitative survey method with 277 sample of doctors, the study found that in terms of the three major knowledge management practices – knowledge capturing, sharing, and generating – the adoption of KM practices were rated very low in the sampled hospitals in Kuwait. Hospitals paid little attention to the main activities that support the transfer of expertise among doctors in hospitals. However, as predicted by previous studies, knowledge management practices were perceived to have an impact on hospitals’ performance. Through knowledge capturing, sharing, and generating, hospitals could improve the services they provide through documenting best practices, transforming their hospitals into learning organizations in which lessons learned are captured, stored, and made available for others to learn from. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitals" title=" hospitals"> hospitals</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20practices" title=" knowledge management practices"> knowledge management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20tools" title=" knowledge management tools"> knowledge management tools</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/14579/knowledge-management-km-practices-a-study-of-km-adoption-among-doctors-in-kuwait" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14579.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">503</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18333</span> Importance of Knowledge in the Interdisciplinary Production Processes of Innovative Medical Tools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Katarzyna%20Mleczko">Katarzyna Mleczko</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Processes of production of innovative medical tools have interdisciplinary character. They consist of direct and indirect close cooperation of specialists of different scientific branches. The Knowledge they have seems to be important for undertaken design, construction and manufacturing processes. The Knowledge exchange between participants of these processes is therefore crucial for the final result, which are innovative medical products. The paper draws attention to the necessity of feedback from the end user to the designer / manufacturer of medical tools which will allow for more accurate understanding of user needs. The study describes prerequisites of production processes of innovative medical (surgical) tools including participants and category of knowledge resources occurring in these processes. They are the result of research in selected Polish organizations involved in the production of medical instruments and are the basis for further work on the development of knowledge sharing model in interdisciplinary teams geographically dispersed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=interdisciplinary%20production%20processes" title="interdisciplinary production processes">interdisciplinary production processes</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20exchange" title=" knowledge exchange"> knowledge exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=medical%20tools" title=" medical tools"> medical tools</a> </p> <a href="https://publications.waset.org/abstracts/44704/importance-of-knowledge-in-the-interdisciplinary-production-processes-of-innovative-medical-tools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44704.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">442</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18332</span> Sudan’s Approach to Knowledge Management in Disaster Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Abdalla%20Elamein%20Boshara">Mohamed Abdalla Elamein Boshara</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Charles%20Woods"> Peter Charles Woods</a>, <a href="https://publications.waset.org/abstracts/search?q=Nour%20Eldin%20Mohamed%20Elshaiekh"> Nour Eldin Mohamed Elshaiekh </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge Management has become very important for Disaster Management response and planning. This paper proposes the implementation of a Knowledge Management System with a sustainable data collection mechanism for reliable and timely information management to support decision makers in making the right decisions in the timely manner. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=disaster%20management" title=" disaster management"> disaster management</a>, <a href="https://publications.waset.org/abstracts/search?q=incident%20tracking" title=" incident tracking"> incident tracking</a>, <a href="https://publications.waset.org/abstracts/search?q=web%20application" title=" web application"> web application</a> </p> <a href="https://publications.waset.org/abstracts/18077/sudans-approach-to-knowledge-management-in-disaster-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18077.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">780</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18331</span> Building a Lean Construction Body of Knowledge</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jyoti%20Singh">Jyoti Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Stifi"> Ahmed Stifi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sascha%20Gentes"> Sascha Gentes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The process of construction significantly contributes to high level of risks, complexity and uncertainties leading to cost and time overrun, customer dissatisfaction etc. lean construction is important as it is a comprehensive system of tools and concepts focusing on moving closer to customer satisfaction by understanding the process, identifying the waste and eliminating it. The proposed work includes identification of knowledge areas from lean perspective, lean tools/concepts used in lean construction and establishing a relationship matrix between knowledge areas and lean tools/concepts, thus developing and building up a lean construction body of knowledge (LCBOK), i.e. a guide to lean construction, aiming to provide guidelines to manage individual projects and also helping construction industry to minimise waste and maximize value to the customer. In this study, we identified 8 knowledge areas and 62 lean tools/concepts from lean perspective and also one tool can help to manage two or more knowledge areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20areas" title="knowledge areas">knowledge areas</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20body%20matrix" title=" lean body matrix"> lean body matrix</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20construction" title=" lean construction"> lean construction</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20tools" title=" lean tools"> lean tools</a> </p> <a href="https://publications.waset.org/abstracts/35947/building-a-lean-construction-body-of-knowledge" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35947.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">436</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18330</span> The Contemporary Issues of Quality Management: Relationship between Total Quality Management and Knowledge Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To meet the challenges of the new global environment, companies have started paying great attention towards quality management as an integral part of their strategic business plans. The purpose of this article is to investigate the relationship between total quality management (TQM) and knowledge management (KM). Successful total quality management implementation throughout the organizations requires major changes in the main four aspects of knowledge management, namely: Creating, storage, sharing and application. Skill, knowledge and productivity are important factors in organization’s success and have important role. Therefore, TQM management system pays special attention to it. However, knowledge as the source is essential for organization’s survival. Our study points out how the quality management and knowledge management have been incorporated into each other for the development of the quality culture within the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20%28KM%29" title="knowledge management (KM)">knowledge management (KM)</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management%20%28TQM%29" title=" total quality management (TQM)"> total quality management (TQM)</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance%20%28OP%29" title=" organizational performance (OP)"> organizational performance (OP)</a>, <a href="https://publications.waset.org/abstracts/search?q=deming%20cycle" title=" deming cycle"> deming cycle</a> </p> <a href="https://publications.waset.org/abstracts/36694/the-contemporary-issues-of-quality-management-relationship-between-total-quality-management-and-knowledge-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36694.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">481</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18329</span> The Application of System Approach to Knowledge Management and Human Resource Management Evidence from Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vajhollah%20Ghorbanizadeh">Vajhollah Ghorbanizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Mohsen%20Asadi"> Seyed Mohsen Asadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mirali%20Seyednaghavi"> Mirali Seyednaghavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Davoud%20Hoseynpour"> Davoud Hoseynpour</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the current era, all organizations need knowledge to be able to manage the diverse human resources. Creative, dynamic and knowledge-based Human resources are important competitive advantage and the scarcest resource in today's knowledge-based economy. In addition managers with skills of knowledge management must be aware of human resource management science. It is now generally accepted that successful implementation of knowledge management requires dynamic interaction between knowledge management and human resource management. This is emphasized at systematic approach to knowledge management as well. However human resource management can be complementary of knowledge management because human resources management with the aim of empowering human resources as the key resource organizations in the 21st century, the use of other resources, creating and growing and developing today. Thus, knowledge is the major capital of every organization which is introduced through the process of knowledge management. In this context, knowledge management is systematic approach to create, receive, organize, access, and use of knowledge and learning in the organization. This article aims to define and explain the concepts of knowledge management and human resource management and the importance of these processes and concepts. Literature related to knowledge management and human resource management as well as related topics were studied, then to design, illustrate and provide a theoretical model to explain the factors affecting the relationship between knowledge management and human resource management and knowledge management system approach, for schematic design and are drawn. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=systemic%20approach" title="systemic approach">systemic approach</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/42223/the-application-of-system-approach-to-knowledge-management-and-human-resource-management-evidence-from-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">376</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18328</span> Review of Innovation Management Frameworks and Assessment Tools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Qiang%20Fu">Qiang Fu</a>, <a href="https://publications.waset.org/abstracts/search?q=Abu%20Saleh"> Abu Saleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research studies are highly fragmented when an innovation management framework is being discussed. With the aim to identify an innovation management framework/assessment tool suitable for small & medium enterprises (SMEs) in the service industry, this researcher critically reviewed existing innovation management frameworks and assessment models/tools and discovered a number of literature gaps. It is established that existing literature lacks generally agreed innovation management dimensions, commonly accepted knowledge creation through empirical studies on innovation management in SMEs, effective innovation management performance measurements, and studies on innovation management in the service industry, in particular in retail SMEs. As such, there is a dire need to develop an appropriate firm-level innovation management framework suitable for SMEs in the service industry for a future research project and further study. In addition, this researcher also discussed the significance of establishing such an innovation management framework. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20management" title="innovation management">innovation management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management%20framework" title=" innovation management framework"> innovation management framework</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20management%20assessment%20tools" title=" innovation management assessment tools"> innovation management assessment tools</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20industry" title=" service industry"> service industry</a> </p> <a href="https://publications.waset.org/abstracts/135335/review-of-innovation-management-frameworks-and-assessment-tools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135335.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18327</span> Knowledge Management: Why is So Difficult? From “A Good Idea” to Organizational Contribute</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lisandro%20Blas">Lisandro Blas</a>, <a href="https://publications.waset.org/abstracts/search?q=H%C3%A9ctor%20Tamanini"> Héctor Tamanini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> From earliest 90 to now, no many companies or organization can “really” implement a knowledge management (KM) system that works (no only viewed from a measurement model, but in this continuity). Which are the reasons of that? Some of the reason maybe could be embedded in how KM is demanded (usefulness, priority, experts, a definition of KM) vs the importance and resources that the organizations afford (budget, responsible of a specific area of KM, intangibility). Many organizations “claim” the importance of Knowledge Management but thhese demands are not reflecting these claims in their future actions. With another’s tools or managements ideas the organizations put the economics and human resources to work. Why it´s not occur in KM? This paper tray to explain some of this reasons and tray to deal with this situations through a survey done in 2011 for a IAPG (Argentinean Institute from Oil & Gas) Congress. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20into%20organizations" title="knowledge management into organizations">knowledge management into organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20perspectives" title=" new perspectives"> new perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=failure%20in%20implementation" title=" failure in implementation"> failure in implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=claim" title=" claim"> claim</a> </p> <a href="https://publications.waset.org/abstracts/20745/knowledge-management-why-is-so-difficult-from-a-good-idea-to-organizational-contribute" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20745.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">421</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18326</span> Knowledge Management in Practice: An Exploratory Study Applied to Consulting Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Evgeniya%20Ivanova">Evgeniya Ivanova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, in the literature, there is still no fixed definition of knowledge management that often remains only as an academic discipline. The current market situation is changing very quickly, the need of new technologies is high, and knowledge management is the area that ensures that the know-how has not been lost during market development and adoption. The study examines how knowledge management is being leveraged and practiced in the management consultancy companies and provides not only the tips and best practices of applied knowledge management approaches but also the validation matrix for its successful or unsuccessful implementation. Different knowledge management approaches are explored on the basis of their practical implementation, including related challenges, knowledge sharing process, and barriers that are typical for consulting firms mostly driven by the agile working culture. The relevance of proposed topic is confirmed by the finding that corporate working culture and the exponentially developing technologies have a direct impact on the success of practical implementation of knowledge management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20in%20practice" title=" knowledge management in practice"> knowledge management in practice</a>, <a href="https://publications.waset.org/abstracts/search?q=consulting%20firm" title=" consulting firm"> consulting firm</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20success" title=" knowledge management success"> knowledge management success</a> </p> <a href="https://publications.waset.org/abstracts/144743/knowledge-management-in-practice-an-exploratory-study-applied-to-consulting-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144743.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">201</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18325</span> A Model of Empowerment Evaluation of Knowledge Management in Private Banks Using Fuzzy Inference System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nazanin%20Pilevari">Nazanin Pilevari</a>, <a href="https://publications.waset.org/abstracts/search?q=Kamyar%20Mahmoodi"> Kamyar Mahmoodi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to provide a model based on fuzzy inference system for evaluating empowerment of Knowledge management. The first prototype of the research was developed based on the study of literature. In the next step, experts were provided with these models and after implementing consensus-based reform, the views of Fuzzy Delphi experts and techniques, components and Index research model were finalized. Culture, structure, IT and leadership were considered as dimensions of empowerment. Then, In order to collect and extract data for fuzzy inference system based on knowledge and Experience, the experts were interviewed. The values obtained from designed fuzzy inference system, made review and assessment of the organization's empowerment of Knowledge management possible. After the design and validation of systems to measure indexes ,empowerment of Knowledge management and inputs into fuzzy inference) in the AYANDEH Bank, a questionnaire was used. In the case of this bank, the system output indicates that the status of empowerment of Knowledge management, culture, organizational structure and leadership are at the moderate level and information technology empowerment are relatively high. Based on these results, the status of knowledge management empowerment in AYANDE Bank, was moderate. Eventually, some suggestions for improving the current situation of banks were provided. According to studies of research history, the use of powerful tools in Fuzzy Inference System for assessment of Knowledge management and knowledge management empowerment such an assessment in the field of banking, are the innovation of this Research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20empowerment" title=" knowledge management empowerment"> knowledge management empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20inference%20system" title=" fuzzy inference system"> fuzzy inference system</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20Delphi" title=" fuzzy Delphi"> fuzzy Delphi</a> </p> <a href="https://publications.waset.org/abstracts/72815/a-model-of-empowerment-evaluation-of-knowledge-management-in-private-banks-using-fuzzy-inference-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72815.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">359</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18324</span> Investigating the Impact of Knowledge Management Components on Employee Productivity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Javad%20Moghtader%20Kargaran">Javad Moghtader Kargaran</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, attention to knowledge and management Knowledge as a strategy is very important has taken with economy becoming knowledge-oriented, how and knowing the effective management and integration of different types Knowledge (obvious-implicit) to preserve and create advantage. Competition has become very important. Knowledge is a valuable resource for empowering organizations in the direction of innovation and competition. Due to the importance of human resources in the survival of organizations, extensive efforts are made to empower them. This knowledge can lead to awareness among employees. Employees and the knowledge that is in their minds are very valuable resources for the organization, which must be managed and developed. In fact, the ultimate goal of knowledge management is to increase the intelligence and productivity of employees and the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge" title="knowledge">knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=productivity" title=" productivity"> productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=human" title=" human"> human</a> </p> <a href="https://publications.waset.org/abstracts/168685/investigating-the-impact-of-knowledge-management-components-on-employee-productivity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168685.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">95</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18323</span> Creation and Management of Knowledge for Organization Sustainability and Learning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Deepa%20Kapoor">Deepa Kapoor</a>, <a href="https://publications.waset.org/abstracts/search?q=Rajshree%20Singh"> Rajshree Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper appreciates the emergence and growing importance as a new production factor makes the development of technologies, methodologies and strategies for measurement, creation, and diffusion into one of the main priorities of the organizations in the knowledge society. There are many models for creation and management of knowledge and diverse and varied perspectives for study, analysis, and understanding. In this article, we will conduct a theoretical approach to the type of models for the creation and management of knowledge; we will discuss some of them and see some of the difficulties and the key factors that determine the success of the processes for the creation and management of knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title="knowledge creation">knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20development" title=" organizational development"> organizational development</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20learning" title=" organization learning"> organization learning</a> </p> <a href="https://publications.waset.org/abstracts/55445/creation-and-management-of-knowledge-for-organization-sustainability-and-learning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55445.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">345</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18322</span> Knowledge Management Best Practice Model in Higher Learning Institution: A Systematic Literature Review </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ismail%20Halijah">Ismail Halijah</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Rusli"> Abdullah Rusli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: This systematic literature review aims to identify the Knowledge Management Best Practice components in the Knowledge Management Model for Higher Learning Institutions environment. Study design: Systematic literature review. Methods: A systematic literature re-view of Knowledge Management Best Practice to identify and define the components of Best Practice from the Knowledge Management models was conducted recently. Results: This review of published papers of conference and journals’ articles shows the components of Best Practice in Knowledge Management are basically divided into two aspect which is the soft aspect and the hard aspect. The lacks of combination of these two aspects into an integrated model decelerate Knowledge Management Best Practice to fully throttle. Evidence from the literature shows the lack of integration of this two aspects leads to the immaturity of the Higher Learning Institution (HLI) towards the implementation of Knowledge Management System. Conclusion: The first steps of identifying the attributes to measure the Knowledge Management Best Practice components from the models in the literature will led to the definition of the Knowledge Management Best Practice component for the higher learning environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20system" title=" knowledge management system"> knowledge management system</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20best%20practice" title=" knowledge management best practice"> knowledge management best practice</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20higher%20learning%20institution" title=" knowledge management higher learning institution"> knowledge management higher learning institution</a> </p> <a href="https://publications.waset.org/abstracts/35972/knowledge-management-best-practice-model-in-higher-learning-institution-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35972.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">592</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18321</span> An Investigation on the Perception and Adoption of Terminology Management Applications by the Iranian English Language Translators</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Amir%20Hazbavi">Abdul Amir Hazbavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, there have been increasing requests in the field of translation studies to develop software facilitating the analysis of corpora. One of the specialized tools in that regard are Terminology Management Tools. Briefly explaining, Terminology Management Tools are applications developed to help create and store terminological data in the form which allows for a controlled use of the data. While it has a long history and an established ground in translation market in most parts of the globe, the Iranian translators and translation market still seem to be unaware or unfamiliar with Terminology Management Tools. In order to provide a preview on the perception and adoption of Terminology Management Tools by the Iranian translators, the present survey was carried out among 224 last-year undergraduate Iranian students of English translation at 10 different universities across the country. The study revealed a very low level of adoption and a very high level of willingness to get familiar with and learn about Terminology Management Tools by the Iranian translators. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=translation" title="translation">translation</a>, <a href="https://publications.waset.org/abstracts/search?q=translation%20technology" title=" translation technology"> translation technology</a>, <a href="https://publications.waset.org/abstracts/search?q=terminology%20management%20tools" title=" terminology management tools"> terminology management tools</a>, <a href="https://publications.waset.org/abstracts/search?q=terminology%20management%20survey" title=" terminology management survey"> terminology management survey</a> </p> <a href="https://publications.waset.org/abstracts/1564/an-investigation-on-the-perception-and-adoption-of-terminology-management-applications-by-the-iranian-english-language-translators" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1564.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">368</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18320</span> Knowledge Sharing Practices in the Healthcare Sector: Evidences from Primary Health Care Organizations in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Galih%20Imaduddin">Galih Imaduddin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge has been viewed as one of the most important resources in organizations, including those that operate in the healthcare sector. On that basis, Knowledge Management (KM) is crucial for healthcare organizations to improve their productivity and ensure effective utilization of their resources. Despite the growing interests to understand how KM might work for healthcare organizations, there is only a modest amount of empirical inquiries which have specifically focused on the tools and initiatives to share knowledge. Hence, the main purpose of this paper is to investigate the way healthcare organizations, particularly public sector ones, utilize knowledge sharing tools and initiatives for the benefit of patient-care. Employing a qualitative method, 13 (thirteen) Community Health Centers (CHCs) from a high-performing district health setting in Indonesia were observed. Data collection and analysis involved a repetition of document retrievals and interviews (n=41) with multidisciplinary health professionals who work in these CHCs. A single case study was cultivated reflecting on the means that were used to share knowledge, along with the factors that inhibited the exchange of knowledge among those health professionals. The study discovers that all of the thirteen CHCs exhibited and applied knowledge sharing means which included knowledge documents, virtual communication channels (i.e. emails and chatting applications), and social learning forums such as staff meetings, morning briefings, and communities of practices. However, the intensity of utilization was different among these CHCs, in which organizational culture, leadership, professional boundaries, and employees’ technological aptitude were presumed to be the factors that inhibit knowledge sharing processes. Making a distance with the KM literature of other sectors, this study denounces the primacy of technology-based tools, suggesting that socially-based initiatives could be more reliable for sharing knowledge. This suggestion is largely due to the nature of healthcare work which is still predominantly based on the tacit form of knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20tools%20and%20initiatives" title=" knowledge sharing tools and initiatives"> knowledge sharing tools and initiatives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20inhibitors" title=" knowledge sharing inhibitors"> knowledge sharing inhibitors</a>, <a href="https://publications.waset.org/abstracts/search?q=primary%20health%20care%20organizations" title=" primary health care organizations"> primary health care organizations</a> </p> <a href="https://publications.waset.org/abstracts/94142/knowledge-sharing-practices-in-the-healthcare-sector-evidences-from-primary-health-care-organizations-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94142.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">243</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18319</span> Knowledge Management as Tool for Environmental Management System Implementation in Higher Education Institutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natalia%20Marulanda%20Grisales">Natalia Marulanda Grisales</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The most significant changes in the characteristics of consumers have contributed to the development and adoption of methodologies and tools that enable organizations to be more competitive in the marketplace. One of these methodologies is the integration of Knowledge Management (KM) phases and Environmental Management Systems (EMS). This integration allows companies to manage and share the required knowledge for EMS adoption, from the place where it is generated to the place where it is going to be exploited. The aim of this paper is to identify the relationship between KM phases as a tool for the adoption of EMS in HEI. The methodology has a descriptive scope and a qualitative approach. It is based on a case study and a review of the literature about KM and EMS. We conducted 266 surveys to students, professors and staff at Minuto de Dios University (Colombia). Data derived from the study indicate that if a HEI wants to achieve an adequate knowledge acquisition and knowledge transfer, it must have clear goals for implementing an EMS. Also, HEI should create empowerment and training spaces for students, professors and staff. In the case study, HEI must generate alternatives that enhance spaces of knowledge appropriation. It was found that 85% of respondents have not received any training from HEI about EMS. 88% of respondents believe that the actions taken by the university are not efficient to knowledge transfer in order to develop an EMS. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20management%20systems" title="environmental management systems">environmental management systems</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education%20institutions" title=" higher education institutions"> higher education institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=training" title=" training"> training</a> </p> <a href="https://publications.waset.org/abstracts/54739/knowledge-management-as-tool-for-environmental-management-system-implementation-in-higher-education-institutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54739.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18318</span> Engineering Management and Practice in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Harold%20Jideofor">Harold Jideofor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The application of Project Management (PM) tools and techniques in the public sector is gradually becoming an important issue in developing economies, especially in a country like Nigeria where projects of different size and structures are undertaken. The paper examined the application of the project management practice in the public sector in Nigeria. The PM lifecycles, tools, and techniques were presented. The study was carried out in Lagos because of its metropolitan nature and rapidly growing economy. Twenty-three copies of questionnaire were administered to 23 public institutions in Lagos to generate primary data. The descriptive analysis techniques using percentages and table presentations coupled with the coefficient of correlation were used for data analysis. The study revealed that application of PM tools and techniques is an essential management approach that tends to achieve specified objectives within specific time and budget limits through the optimum use of resources. Furthermore, the study noted that there is a lack of in-depth knowledge of PM tools and techniques in public sector institutions sampled, also a high cost of the application was also observed by the respondents. The study recommended among others that PM tools and techniques should be applied gradually especially in old government institutions where resistance to change is perceived to be high. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management" title="project management">project management</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a>, <a href="https://publications.waset.org/abstracts/search?q=practice" title=" practice"> practice</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/15217/engineering-management-and-practice-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15217.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18317</span> Knowledge Management in the Interactive Portal for Decision Makers on InKOM Example</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Marciniak">K. Marciniak</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Owoc"> M. Owoc</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Managers as decision-makers present in different sectors should be supported in efficient and more and more sophisticated way. There are huge number of software tools developed for such users starting from simple registering data from business area – typical for operational level of management – up to intelligent techniques with delivering knowledge - for tactical and strategic levels of management. There is a big challenge for software developers to create intelligent management dashboards allowing to support different decisions. In more advanced solutions there is even an option for selection of intelligent techniques useful for managers in particular decision-making phase in order to deliver valid knowledge-base. Such a tool (called Intelligent Dashboard for SME Managers–InKOM) is prepared in the Business Intelligent framework of Teta products. The aim of the paper is to present solutions assumed for InKOM concerning on management of stored knowledge bases offering for business managers. The paper is managed as follows. After short introduction concerning research context the discussed supporting managers via information systems the InKOM platform is presented. In the crucial part of paper a process of knowledge transformation and validation is demonstrated. We will focus on potential and real ways of knowledge-bases acquiring, storing and validation. It allows for formulation conclusions interesting from knowledge engineering point of view. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title="business intelligence">business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20support%20systems" title=" decision support systems"> decision support systems</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20transformation" title=" knowledge transformation"> knowledge transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20validation" title=" knowledge validation"> knowledge validation</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20systems" title=" managerial systems"> managerial systems</a> </p> <a href="https://publications.waset.org/abstracts/13751/knowledge-management-in-the-interactive-portal-for-decision-makers-on-inkom-example" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13751.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">513</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18316</span> Impact of Knowledge Management on Learning Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gunmala%20Suri">Gunmala Suri </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the relationship between various dimensions of Knowledge Management and Learning Organizations. On the basis of the dimensions of Learning Organization, Hypothesis were formulated. Knowledge Management (KM) is taken as the independent variable and Learning Organization (LO) as a dependent variable. KM had 5 dimensions and LO had 7. For this study, a total of 92 participants took part and answered the questionnaire. The respondents were selected using Judgemental and Snowball sampling. The respondents were from SMEs in and around Chandigarh. SPSS was used to for the data analysis purposes. The results showed that the dimensions of KM had a positive influence on the dimensions of LO. The hypothesis were accepted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20leadership" title="knowledge management leadership">knowledge management leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20organization" title=" learning organization"> learning organization</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20culture" title=" knowledge management culture"> knowledge management culture</a> </p> <a href="https://publications.waset.org/abstracts/30205/impact-of-knowledge-management-on-learning-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30205.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">418</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18315</span> Studying the Establishment of Knowledge Management Background Factors at Islamic Azad University, Behshahr Branch</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Bagherzadeh">Mohammad Reza Bagherzadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Hossein%20Taheri"> Mohammad Hossein Taheri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge management serves as one of the great breakthroughs in information and knowledge era and given its outstanding features, successful organizations tends to adopt it. Therefore, to deal with knowledge management establishment in universities is of special importance. In this regard, the present research aims to shed lights on factors background knowledge management establishment at Islamic Azad University, Behshahr Branch (Northern Iran). Considering three factors information technology system, knowledge process system and organizational culture as a fundamental of knowledge management infrastructure, foregoing factors were evaluated individually. The present research was conducted in descriptive-survey manner and participants included all staffs and faculty members, so that according to Krejcie & Morgan table a sample size proportional to the population size was considered. The measurement tools included survey questionnaire whose reliability was calculated to 0.83 according to Cronbachs alpha. To data analysis, descriptive statistics such as frequency and its percentage tables, column charts, mean, standard deviation and as for inferential statistics Kolomogrov- Smirnov test and single T-test were used. The findings show that despite the good corporate culture as one of the three factors background the establishment of the knowledge management at Islamic Azad University Behshahr Branch, other two ones, including IT systems, and knowledge processes systems are characterized with adverse status. As a result, these factors have caused no necessary conditions for the establishment of Knowledge Management in the university provided. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20processes" title=" knowledge processes"> knowledge processes</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20institutions" title=" educational institutions"> educational institutions</a> </p> <a href="https://publications.waset.org/abstracts/36130/studying-the-establishment-of-knowledge-management-background-factors-at-islamic-azad-university-behshahr-branch" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36130.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">521</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18314</span> Effect of Incentives on Knowledge Sharing and Learning: Evidence from the Indian IT Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asish%20O.%20Mathew">Asish O. Mathew</a>, <a href="https://publications.waset.org/abstracts/search?q=Lewlyn%20L.%20R.%20Rodrigues"> Lewlyn L. R. Rodrigues</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The organizations in the knowledge economy era have recognized the importance of building knowledge assets for sustainable growth and development. In comparison to other industries, Information Technology (IT) enterprises, holds an edge in developing an effective Knowledge Management (KM) program, thanks to their in-house technological abilities. This paper tries to study the various knowledge-based incentive programs and its effect on Knowledge Sharing and Learning in the context of the Indian IT sector. A conceptual model is developed linking KM incentives, knowledge sharing, and learning. A questionnaire study is conducted to collect primary data from the knowledge workers of the IT organizations located in India. The data was analysed using Structural Equation Modeling using Partial Least Square method. The results show a strong influence of knowledge management incentives on knowledge sharing and an indirect influence on learning. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20incentives" title=" knowledge management incentives"> knowledge management incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a> </p> <a href="https://publications.waset.org/abstracts/25856/effect-of-incentives-on-knowledge-sharing-and-learning-evidence-from-the-indian-it-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25856.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">477</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18313</span> Adopting Collaborative Business Processes to Prevent the Loss of Information in Public Administration Organisations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Capodieci">A. Capodieci</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Del%20Fiore"> G. Del Fiore</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Mainetti"> L. Mainetti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, the use of web 2.0 tools has increased in companies and public administration organizations. This phenomenon, known as "Enterprise 2.0", has, de facto, modified common organizational and operative practices. This has led “knowledge workers” to change their working practices through the use of Web 2.0 communication tools. Unfortunately, these tools have not been integrated with existing enterprise information systems, a situation that could potentially lead to a loss of information. This is an important problem in an organizational context, because knowledge of information exchanged within the organization is needed to increase the efficiency and competitiveness of the organization. In this article we demonstrate that it is possible to capture this knowledge using collaboration processes, which are processes of abstraction created in accordance with design patterns and applied to new organizational operative practices. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20practices" title="business practices">business practices</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20patterns" title=" business process patterns"> business process patterns</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration%20tools" title=" collaboration tools"> collaboration tools</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%202.0" title=" enterprise 2.0"> enterprise 2.0</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20workers" title=" knowledge workers"> knowledge workers</a> </p> <a href="https://publications.waset.org/abstracts/8308/adopting-collaborative-business-processes-to-prevent-the-loss-of-information-in-public-administration-organisations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8308.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">359</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18312</span> Information Technology Application for Knowledge Management in Medium-Size Businesses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Thongchai">S. Thongchai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Result of the study on knowledge management systems in businesses was shown that the most of these businesses provide internet accessibility for their employees in order to study new knowledge via internet, corporate website, electronic mail, and electronic learning system. These business organizations use information technology application for knowledge management because of convenience, time saving, ease of use, accuracy of information and knowledge usefulness. The result indicated prominent improvements for corporate knowledge management systems as the following; 1) administrations must support corporate knowledge management system 2) the goal of corporate knowledge management must be clear 3) corporate culture should facilitate the exchange and sharing of knowledge within the organization 4) cooperation of personnel of all levels must be obtained 5) information technology infrastructure must be provided 6) they must develop the system regularly and constantly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20organizations" title="business organizations">business organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology%20application" title=" information technology application"> information technology application</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20systems" title=" knowledge management systems"> knowledge management systems</a>, <a href="https://publications.waset.org/abstracts/search?q=prominent%20improvements" title=" prominent improvements"> prominent improvements</a> </p> <a href="https://publications.waset.org/abstracts/2300/information-technology-application-for-knowledge-management-in-medium-size-businesses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2300.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">387</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20tools&page=2">2</a></li> <li class="page-item"><a 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