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Knowledge-Based System Applications, 2002.
A review of knowledge acquisition for knowledge-based system applications.
8,801 words (approx. 35.2 pages), 40 sources, MLA, £ 109.95
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Abstract
In this paper, an overview is provided of knowledge acquisition as it relates to expert systems. After this, specific knowledge acquisition methodologies and techniques are reviewed that have been used in the development of knowledge-based systems. Subsequently, information is provided on recent advances in knowledge acquisition. Finally, future trends based on recent developments are discussed.
Overview of Knowledge Acquisition
First Generation Knowledge Acquisition Methodological Approaches
Second Generation Knowledge Acquisition Methodological Approaches
Knowledge Acquisition Techniques by Interaction with the Expert
Interviewing
Case Study
Protocol Analysis
Critiquing
Role Playing
Simulation
Prototyping
Rapid Application Development and Joint Application Development
Teachback
Observation
Goal Related
List Related
Construct Elicitation
Sorting
Laddering
20 Questions
Document Analysis
Recent Developments in Knowledge Acquisition
Future Directions
References
From the Paper
"Knowledge acquisition represents a field of artificial intelligence focused on the development of methods, techniques and tools for building expert system knowledge bases. During the 1970s and 1980s, most researchers and practitioners believed that knowledge should be acquired via a process involving a knowledge engineer, who interviews a domain expert regarding the knowledge domain of interest. The knowledge engineer was then responsible for organizing and formalizing the extracted knowledge to the point that it was appropriate for processing by a knowledge-based system. After processing was completed, the extracted knowledge could then be tested by presenting example problems to the knowledge-based system."
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Knowledge Management, 2004.
A discussion on whether it is possible for an organisation to develop a knowledge base which is more than the sum of its individual employees? knowledge.
3,065 words (approx. 12.3 pages), 17 sources, MLA, £ 53.95
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Abstract
This paper examines how knowledge management is one of the hottest subjects in management studies due to the changing paradigm of management as we enter the 21st century. It attempts to show that it is possible for an organisation to develop a knowledge base, which is more than the sum of its individual employees? knowledge. It reviews the guidance given by the management literature and considers some of the important points. It also looks at some companies that have been successful in their implementation of a knowledge management system.
Outline
Introduction
Knowledge Management
Knowledge Creation
Learning Organisation
Obstacles to Creating a Knowledge Base
Knowledge Sharing
Characteristics of an Effective KM System
Knowledge Management ? 2 Different Opinions
Success Stories
Conclusions
From the Paper
"KPMG recently surveyed over 400 organisations in the UK, mainland Europe and the US and found ?81% had or were considering a knowledge management program, 79% believed that knowledge management can play an ?extremely significant? or ?significant? role in improving competitive advantage?. (KPGM Knowledge management Research Report) Similarly, a survey by PriceWaterhouseCoopers showed that 97 % of senior executives believe that ?knowledge management is a critical issue for them?. A more telling survey conducted by Tacit was that of individuals working at the interface between creating/using knowledge. In a survey of professional, managerial, and technical knowledge workers Tacit investigated employees opinion on how their employers handled knowledge sharing. The findings of the Tacit survey illustrate a serious problem, valuable knowledge is available &/or created within the organisation, but is not utilised efficiently."
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Plato's Quest for True Knowledge, 2002.
Examining Plato's paradox of the search for true knowledge and how one will know when one has discovered this knowledge.
1,785 words (approx. 7.1 pages), 1 source, MLA, £ 34.95
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Abstract
This paper discusses how Plato states that for true knowledge, the process known as learning is actually a process of uncovering or recollecting what the individual already knows. It explains that as a solution to the question of how one will know when the correct answer is found this is ingenious. But this is not Plato's essential answer to the paradox. The true resolution lies in Socrates' demonstration that one can, through inquiry, come to knowledge of an object even though one has no knowledge of it to begin with.
From the Paper
"As Socrates puts it, during the discussion of what the slave has accomplished in the exercise in inquiry, "a man who does not know has in himself true opinions on a subject without having knowledge" (85c). Plato's theory of recollection may provide an explanation of how the individual is able to proceed along the path toward knowledge and how he knows when he has discovered knowledge. But recollection is, in itself, inadequate to the task of inquiry which is, as Socrates shows, essential to acquiring knowledge even if this is essentially an uncovering of knowledge the individual possesses from previous incarnations.
Socrates' method on being asked about a particular object (usually a virtue) is to deny that he has any knowledge of the object of inquiry and then to prompt the other to explain what he knows about that object. Those with whom he speaks inevitably have opinions or beliefs about the object in question. As the interlocutor supplies his answers (his opinions and beliefs) Socrates leads him, by careful questioning, to see that he does not, in fact, have the knowledge of the object that he thought he possessed. Thus Socrates invariably demonstrates to the other party that, like Socrates, he too does not know what the virtue is. This leaves the other man, as Meno says, feeling like he has been stung and numbed by the hidden barb of a sting-ray (80a). But in Meno's case the interlocutor begins to question the whole process of inquiry in which they are engaged. Meno poses a paradox for Socrates which presents a genuine puzzle."
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"Knowledge Walkouts" & EMC, 2006.
A look at whether knowledge management and enterprise content management (ECM) can save a company from "knowledge walkouts".
2,424 words (approx. 9.7 pages), 10 sources, MLA, £ 44.95
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Abstract
This paper defines and analyses the concept of "knowledge walkouts". It specifically discusses strategies for managing the creation of enterprise content management (ECM) and ensuing knowledge management strategies to alleviate the loss of key intellectual property as key employees retire.
Outline:
Executive Summary
Statement of the Problem
Findings
Defining Enterprise Content Management
Structuring Enterprise Content is the First Step to Knowledge Management
Retaining the Knowledge to Overcome "Knowledge Walkouts"
Knowledge Management for Many Organizations: Use It Or Lose It
Knowledge for the New Workforce
New Technology for the New Generation
Conclusions and Recommendations
From the Paper
"The fact that there are organizations whose knowledge management systems are best practices for their given industry, and have processes in place for capturing and retaining excellent components of their knowledge are still the fact that it must be used to be effective according to Gartner (2006). Based on "the last mile" of knowledge management so to speak being these processes of selectively applying the content to specific business strategies and challenges, the indexing, search, and retrieval of knowledge in these repositories becomes a completely separate issue. Once in the repository, there's little guarantee that the valuable knowledge ever emerges again. In fact, it's not valuable at all without a thorough consideration for the way new workers will access it and put it to use. Getting workers to change how they do their jobs is also a critical aspect of capturing content, according to The Hard Side of Change Management (2005). "
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Problem Solving Knowledge Sharing, 2006.
A look at how companies successfully overcome knowledge sharing obstacles by adopting a multi-faceted approach to knowledge sharing.
1,776 words (approx. 7.1 pages), 5 sources, APA, £ 34.95
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Abstract
This study examines the knowledge sharing process in order to determine what factors can successfully influence a manager's ability to overcome knowledge deficits and improve an organizations bottom line. Key aspects of knowledge sharing examined in this synopsis include operations management, information management and project management. In addition the researcher defines knowledge sharing as a strategy that contributes to continuous improvement in organizations large and small. For purposes of this study large organizational strategies are considered.
Table of Contents
Executive Summary
Synopsis of Knowledge Sharing Problem
Project Management
Operations Management
Information Management
Combining Operations, Information and Project Management To Foster Knowledge Sharing
Conclusions
From the Paper
"One of the most formidable challenges facing managers is facilitating productive knowledge sharing throughout the organization. Knowledge sharing is the process of exchanging or sharing information and knowledge within an organization in a manner that results in the greatest organizational success. There are many factors that can impede knowledge sharing within an organization. These include: lack of partnership, the lack of desire to seek advice from others or uncover new ways of doing things, failure to understand how useful knowledge might be for others, lack of trust and lack of time (Skyrme, 1). "
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Knowledge and Expertise in the Court System, 2008.
An analysis of whether expert knowledge, that is presented in court, is in fact true and accurate knowledge and whether it is reliable in court proceedings.
1,763 words (approx. 7.1 pages), 3 sources, MLA, £ 33.95
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Abstract
This paper discusses the truth of knowledge and expertise within the court system and looks at whether this form of information could represent inaccurate knowledge. More specifically, the paper analyzes whether data such as scientific opinion and expertise, social science evidence and eyewitness testimony are reliable in court proceedings and whether they do, in fact, represent "knowledge."
Table of Contents:
Introduction
Knowledge and Expertise in Court
Conclusion
From the Paper
"The findings of the abovementioned researchers indicate some interesting trends in our conception of "truth", "knowledge" and "expertise" in the modern court system. Though science is honored in modern society as an almost God-like certainty, in the court system (as Bertin & Henifin point out) it holds much less weight. The combined findings indicate that court rulings are based rather on a number of forms of evidence, all of which have been called into question by the researchers. Like Bertin and Henifin, Redding and Reppucci explored a form of court evidence often scrutinized for accuracy - social science evidence. However, unlike Bertin and Henifin, Redding and Reppucci seem to lament the fact that their investigated form of evidence is often overlooked or misconstrued in the field of law, particularly by judges - the ultimate decision-makers. Lastly, like Redding and Reppucci, Kebbell and Giles explored the concept of bias in court in eliciting tainted evidence. Kebbell and Giles demonstrated that the questioning techniques of lawyers can have an impact on the accuracy of eyewitness recollection. The combined findings of these researchers indicate that knowledge and expertise in the court system under current provisions is far from conclusive."
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Knowledge Management.
Explains the concept of knowledge management and how a particular company has successfully implemented the knowledge management process.
2,584 words (approx. 10.3 pages), 4 sources, MLA, £ 46.95
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Abstract
This paper introduces the concept of knowledge management, defines some of the tools used for implementing this process, and examines a particular company's successful implementation of the process. The paper defines the different levels of knowledge management, which include processes, tools, and structures, and details the manner in which the company applies knowledge management at each of these levels.
From the Paper
"As Nakkiran Sunassee has been keen to point out in one of his papers, ?The world is experiencing an era which has been termed the ?knowledge age? or the ?knowledge economy?. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy? . This assertion should be at the very basis of our research, because it shows the new dominant trend in most industries. Value and value creation no longer comes from production, but from knowledge and it is often the case that a company will have a better potential for the future because of knowledge capital it has in the present."
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The Acquisition of Knowledge, 2007.
This paper explores whether, in areas of knowledge such as the arts and sciences, we learn more from following or breaking accepted conventions.
1,646 words (approx. 6.6 pages), 6 sources, MLA, £ 31.95
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Abstract
This philosophy paper investigates how knowledge is acquired in science, art and economics by exploring whether more knowledge is gained by breaking or following the conventions prevalent in that subject. The paper first looks at the difference between information and true knowledge. It then shows the differences between different areas of knowledge and shows that while knowledge is acquired in different ways, breaking conventions ultimately provides a greater knowledge than following the same conventions.
From the Paper
"The methods through which knowledge is gained are some of the most important aspects of knowledge. Within different Areas of Knowledge (AOKs) knowledge is acquired by working in and around the paradigm that prevails at the time. A paradigm is the set of assumptions and concepts that constitutes the way of viewing reality in an intellectual discipline . In the various AOKs, knowledge is acquired differently and even within an individual AOK there are differences in the acquisition of knowledge when it is done by following and breaking with the convention of the time. Science is an AOK that works inside and outside of its conventions, deriving knowledge that is heavily based in fact. Scientific knowledge has been gained in areas such as the Big Bang Theory."
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Plato and the Nature of Knowledge, 2005.
This paper discusses the topic of knowledge according to the beliefs and philosophies of Plato.
1,125 words (approx. 4.5 pages), 5 sources, £ 26.95
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Abstract
In this article, the writer examines a number of issues that address Plato's understanding of knowledge and how true knowledge is derived. In particular, the paper reviews his perception of what knowledge is, his perception of what constitutes the object of knowledge, what knowledge does for human beings, and whether or not all things one may wish to know are indeed knowable.
From the Paper
"Epistemological concerns are rampant in the work of most philosophers, and Plato is certainly no different from the majority. The following paper will examine Plato's discussion of the nature of knowledge. In particular, the paper will outline what he perceives knowledge to be, what he perceives to be the "objects" of knowledge, how individuals attain knowledge, what knowledge does for us and whether or not everything we know is knowable with absolute certainty. Drawing from an assortment of his works, what should emerge is an appreciation for how this one philosopher established the underpinnings of western epistemology through his relentless pursuit of ideal forms and greater insight. With all that in mind, it is interesting to examine what Plato divines knowledge to be."
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Knowledge Management:a Tool For Efficient Product Development, 2006.
An in-depth look at how knowledge management is a tool for efficient product development in the international automotive industry.
15,476 words (approx. 61.9 pages), 41 sources, MLA, £ 148.95
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Abstract
This paper takes an in-depth look at knowledge management, a relatively new business concept that is attracting the attention of informed and global-oriented companies because of its promise to introduce new elements of flexibility and efficiency in the entire business spectrum - from management, plant and production to front line activities. This paper attempts to answer many questions related to knowledge management, which a growing number of management scholars present as a newly discovered key to unlock the productive powers of all people in a company and to bind them in one neat package towards achieving organizational success.
This paper has chosen to focus on three examples of companies in the automotive industry, implementing knowledge management.
Table of Contents
List of Tables
List of Figures
Acknowledgement
Chapter I - Introduction
Chapter II - Literature Review
I.1. Knowledge Management
II.1a. Knowledge as Business Asset
II.1b. Types of Knowledge
II.1c. Key Players in KM
II.1d. Transfer of Knowledge
II.1e. Holistic Approach
II.1f. Primacy of People
II.2. The Automotive Industry
II.2a. Technology and Innovation
II.2b. Control Systems
II.3. Product Development
II.3a. Development Stages
II.3b. New Imperatives
II.3c. KM Strategies
II.3d. KM Terms and Concepts
II.4. Conceptual Framework
II.5. Information and KM Concepts
Chapter III - Industry, Country & Company Review
III.1. Industry Trends
III.2. Country Perspectives
III.3. Company Reports
Chapter IV - Research Methodology
III.1. Observation and Direct Communication
III.2. Quantitative vs. Qualitative Research
Chapter V - Results
Chapter VI - Discussion and Conclusion
From the Paper
"There are as many definitions of knowledge management as there are long-cherished ideas of how to run a business. If there is a common ground in the divergent perceptions of knowledge management, it is the generally accepted proposition that KM aims to transform knowledge into new levels of organizational capabilities and competences (Sanchez, R., 2006). The debate revolves around the question of how to implement it in the most effective manner. This study thus fixes its attention on the different KM strategies adopted by organizations, closing in on the international automotive industry because it is identified as among the sectors that especially needs and stand to derive enormous benefits from the new management technique. The focus shifts from there to the development process for new vehicles, where KM is said to be most helpful, and which calls for synthesizing all kinds of knowledge and specialization - the whole rationale for KM. As setting of the study, we pick out India for the simple reason that it now serves as manufacturing base for the internationalization efforts of many automotive companies."
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Personal Philosophy of Knowledge, 2002.
An examination of the theory of individual knowledge and how it is acquired with a focus on comparing this theory to other knowledge theories.
1,787 words (approx. 7.1 pages), 6 sources, MLA, £ 34.95
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Abstract
A discussion of individual knowledge gained by past experience, from actions and of knowledge in a business situation which depends on the environment, with the environment dependent on management.
From the Paper
"The knowledge philosophy can be summarized by breaking it down into three areas. Firstly, individual knowledge comes from past experience. Knowledge is gained by an individual?s experience. People are given certain facts that they may accept as truths, with a person able to either accept or reject the idea. Based on their past experience, including past knowledge they have accepted, they will either accept or reject new knowledge. Rejection would mean assuming either that the piece of information is not true or that it is not important. Acceptance would mean taking the information in and accepting it as part of what they know."
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Knowledge Management Initiative - Expert Locator, 2002.
An analysis of a Knowledge Management (KM) initiative of an expert locator presented for corporate knowledge management.
1,600 words (approx. 6.4 pages), 6 sources, APA, £ 31.95
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Abstract
An explanation of the process, culture, and technology in an expert locator format that are required to facilitate true collaboration and tacit knowledge reuse. This KM initiative proposes the process, culture, and technology required to capture the experts within Raytheon Electronic Systems into an expert locator to facilitate and expedite knowledge transfer between organizations and employees. This set of processes, cultural model, and technology assist in the capture, storage, and dissemination of expert locator data to all business units within Raytheon Electronic Systems. Effectiveness of the expert locator system are also captured through Oregon Productivity Matrix method of organizational performance measurement.
From the Paper
"Raytheon Electronic Systems, a business within Raytheon Company, employs over 50,000 in disciplines across engineering, manufacturing, sales, business, information technology, and many others. These 50,000+ employees are spread over a dozen locations within the United States and several foreign countries. There is a need for a standard, simplified, easily accessible expert locator system to improve knowledge transfer and reuse in major projects and initiatives."
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The Subjectivity of Knowledge, 2001.
This paper discusses how knowledge is subjective.
950 words (approx. 3.8 pages), 4 sources, £ 19.95
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Abstract
This paper examines the idea that knowledge that we consider to be "holy truths" is actually subjective. It looks at different sciences to prove this point - archeology and anthropology. It states that the knowledge made available to the world is through the biased or slanted view of the people transferring it, and therefore is subjective.
From the paper:
"We might like to think that knowledge lies all about us in the world in terms of discrete pieces of knowledge like pearls lying all around us. Or perhaps a better metaphor would be that knowledge is like gold in a deep vein. Obvious once you find it, and some of it lying right on the surface, but much of it deep down and hard to get to. But still, once one has done the arduous work necessary to arrive at the gold or the knowledge, absolutely obvious when one comes across it."
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Knowledge Management in the Automotive Industry, 2007.
A look at the current and potential use of knowledge management within the automotive industry.
4,453 words (approx. 17.8 pages), 31 sources, MLA, £ 69.95
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Abstract
This report analyzes and recommends which knowledge management processes those auto manufacturers who are attaining best practices levels of performance are relying on. Critical to this analysis is examining how Japanese auto manufacturers specifically are structuring their production systems to encompass suppliers much earlier in the sourcing, quality, and procurement process than American or European auto manufacturers. The extension of knowledge management frameworks, both highly structured with taxonomies specifically aligned to quality management strategies, and loosely coupled to promote high levels of collaboration, trust and reciprocity in the sharing of knowledge are also profiled in this paper. As Toyota Motor Corporation and their Toyota Production System exemplify best practices in the area of knowledge management within automotive manufacturing, their approach to using knowledge management as both a foundation for inter organizational learning and the development of learning systems globally serve as the foundation for this paper.
Outline:
Executive Summary
Introduction
Automotive Industry Analysis
Current Use of Knowledge Management in Automotive
Potential Future
Conclusion
References
From the Paper
"For automotive manufacturers knowledge management has progressed to enabling a series of interorganizational processes that enable knowledge management to serve as the impetus of lasting competitive advantage and differentiation. Automotive manufacturers attaining best practices in both interorganizational collaboration and the creation of their own learning ecosystems, knowledge management plays a much more foundational and less of an archival or referenceable, role in their strategies. There admittedly needs to be a balance, yet top performing auto manufacturers including Toyota for example are able to use interorganizational knowledge management as the foundation for the growth and strengthening of key strategic initiatives. "
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