This paper presents the problem of knowledge management related to software agents and agent systems (i.e. systems composed of communicating and cooperating software agents). The author presents basic theoretical issues, but the main focus is on the areas of application of software agents in multimedia communication - both existing and prospective applications. Particular attention has been paid to the applications of software agents for: supporting customer service processes through the Contact Centre system; supporting the distance learning system; creating virtual assistants in the form of conversation bots; searching for information in the Semantic Web, and assisting in setting up a video conference call. Software agents are often referred to as 'intelligent' - due to their intelligent behaviour. At their core, they involve: perception, reasoning, learning, communication and operation in complex environments, using all multimedia techniques and procedures. Software agents and agent systems, as presented in this article, represent a new approach to the analysis, design and implementation of complex (usually decentralised and distributed) computer systems, offering a whole range of concepts, techniques and tools to significantly improve the software development process. The ability of software agents to make autonomous decisions have been a subject of considerations. Among other things, they are based on the example of cognitive sciences, which deal with modelling real processes of information processing in humans and building programmes that imitate these processes. Research on the common understanding of shared knowledge and knowledge management in agent-based systems focuses on ontologies, understood as a description of the relationship between the way knowledge is represented and the concept represented by that knowledge. In contrast, research on knowledge sharing has focused on communication languages and their associated - interaction protocol and message transport protocol.
{"title":"Knowledge Management in Multimedia Communication Using Software Agents","authors":"L. Kieltyka","doi":"10.34190/eckm.24.1.1480","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1480","url":null,"abstract":"This paper presents the problem of knowledge management related to software agents and agent systems (i.e. systems composed of communicating and cooperating software agents). The author presents basic theoretical issues, but the main focus is on the areas of application of software agents in multimedia communication - both existing and prospective applications. Particular attention has been paid to the applications of software agents for: supporting customer service processes through the Contact Centre system; supporting the distance learning system; creating virtual assistants in the form of conversation bots; searching for information in the Semantic Web, and assisting in setting up a video conference call. Software agents are often referred to as 'intelligent' - due to their intelligent behaviour. At their core, they involve: perception, reasoning, learning, communication and operation in complex environments, using all multimedia techniques and procedures. Software agents and agent systems, as presented in this article, represent a new approach to the analysis, design and implementation of complex (usually decentralised and distributed) computer systems, offering a whole range of concepts, techniques and tools to significantly improve the software development process. The ability of software agents to make autonomous decisions have been a subject of considerations. Among other things, they are based on the example of cognitive sciences, which deal with modelling real processes of information processing in humans and building programmes that imitate these processes. Research on the common understanding of shared knowledge and knowledge management in agent-based systems focuses on ontologies, understood as a description of the relationship between the way knowledge is represented and the concept represented by that knowledge. In contrast, research on knowledge sharing has focused on communication languages and their associated - interaction protocol and message transport protocol. ","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114532550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rosaria Lagrutta, D. Carlucci, F. Santarsiero, G. Schiuma, A. Lerro
Nowadays, public and private organisations appear increasingly committed to fostering the skills necessary to deal with the challenges of the current scenario. From this perspective, public and private organisations are developing new spaces for learning. The notion of learning space draws its origin and main application in educational institutions. However, it constitutes a distinctive concept for all the organisational contexts in which the creation and management of knowledge and learning dynamics are enabling factors that support innovation and growth dynamics. Although several studies have already discussed the features characterising a learning space or a learning environment, the literature is fragmented and does not provide a comprehensive, fresh view of the learning space, its components, or its impact on learning processes and knowledge dynamics. This is particularly true in management literature. The research results synthesise data and knowledge gathered from the systematic literature review, providing researchers and practitioners with an integrative picture of the definitions of "learning space" and "learning environment" in the management literature and producing a descriptive framework that highlights the relevant dimensions that influence learning processes and knowledge dynamics.
{"title":"Distinguishing the Dimensions of Learning Spaces: A Systematic Literature Review","authors":"Rosaria Lagrutta, D. Carlucci, F. Santarsiero, G. Schiuma, A. Lerro","doi":"10.34190/eckm.24.1.1666","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1666","url":null,"abstract":"Nowadays, public and private organisations appear increasingly committed to fostering the skills necessary to deal with the challenges of the current scenario. From this perspective, public and private organisations are developing new spaces for learning. The notion of learning space draws its origin and main application in educational institutions. However, it constitutes a distinctive concept for all the organisational contexts in which the creation and management of knowledge and learning dynamics are enabling factors that support innovation and growth dynamics. Although several studies have already discussed the features characterising a learning space or a learning environment, the literature is fragmented and does not provide a comprehensive, fresh view of the learning space, its components, or its impact on learning processes and knowledge dynamics. This is particularly true in management literature. The research results synthesise data and knowledge gathered from the systematic literature review, providing researchers and practitioners with an integrative picture of the definitions of \"learning space\" and \"learning environment\" in the management literature and producing a descriptive framework that highlights the relevant dimensions that influence learning processes and knowledge dynamics.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121487813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The dehumanisation of the industry due to focusing only on the implementation of Industry 4.0 technologies has resulted in numerous concerns among workers, governments and societies regarding new working conditions and the role of humans in industry and the economy. Hence, the European Commission proposed the new concept of Industry 5.0. Industry 5.0 complements and extends the characteristic features of Industry 4.0. It highlights aspects that will be decisive factors in industry placement in future European society. Numerous scientific studies indicate the need to take into account, in the assumptions of the future industry's development, the crucial role of human beings. The humanisation of the technological Industry 4.0 environment was one of the first factors in the evolution of Industry 4.0 towards the Industry 5.0 concept. The new approach in the fourth industrial revolution focuses on the interaction between humans and intelligent machines. The fifth industrial revolution will continue the push for more advanced human-machine interfaces using artificial intelligence (AI) algorithms. It will mean better integration, enabling faster, better automation combined with the power of human brains, but it will also mean changing the demands placed on managers and engineers. Hence, the article aims to identify the critical knowledge and skills of engineers responsible for implementing the Industry 5.0 concept. The presented achievements and results in the article are from surveys conducted among experts representing companies with experience in implementing Industry 4.0 technologies and with a high level of knowledge and engineering and managerial competencies. The research results presented in the paper are dedicated to researchers and practitioners implementing the Industry 5.0 concept in smart organisations (smart factories).
{"title":"Knowledge and Skills Development for Implementing the Industry 5.0 Concept","authors":"Sebastian Saniuk, S. Grabowska","doi":"10.34190/eckm.24.2.1329","DOIUrl":"https://doi.org/10.34190/eckm.24.2.1329","url":null,"abstract":"The dehumanisation of the industry due to focusing only on the implementation of Industry 4.0 technologies has resulted in numerous concerns among workers, governments and societies regarding new working conditions and the role of humans in industry and the economy. Hence, the European Commission proposed the new concept of Industry 5.0. Industry 5.0 complements and extends the characteristic features of Industry 4.0. It highlights aspects that will be decisive factors in industry placement in future European society. Numerous scientific studies indicate the need to take into account, in the assumptions of the future industry's development, the crucial role of human beings. The humanisation of the technological Industry 4.0 environment was one of the first factors in the evolution of Industry 4.0 towards the Industry 5.0 concept. The new approach in the fourth industrial revolution focuses on the interaction between humans and intelligent machines. The fifth industrial revolution will continue the push for more advanced human-machine interfaces using artificial intelligence (AI) algorithms. It will mean better integration, enabling faster, better automation combined with the power of human brains, but it will also mean changing the demands placed on managers and engineers. Hence, the article aims to identify the critical knowledge and skills of engineers responsible for implementing the Industry 5.0 concept. The presented achievements and results in the article are from surveys conducted among experts representing companies with experience in implementing Industry 4.0 technologies and with a high level of knowledge and engineering and managerial competencies. The research results presented in the paper are dedicated to researchers and practitioners implementing the Industry 5.0 concept in smart organisations (smart factories).","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121661457","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Knowledge and innovation are key resources of the modern economy. Innovation, transfer, and use of knowledge determine the pace and level of economic development. The ability to transform knowledge into new technologies, products, services, marketing methods, and organizational solutions is both the basis of entrepreneurship and building a competitive advantage that increases the enterprise’s chances of maintaining its market position. However, the market commercialization of new knowledge in the form of cutting-edge technological solutions or new products is a complex process with a high risk of failure, thus requiring appropriate and different competencies. Moreover, there are numerous barriers at the point of contact between the worlds of science and business that significantly impede joint work on innovative projects. Therefore, specialized entities have emerged to transfer knowledge and technology from science to the economy. These entities organize the knowledge flow from entities that have to those that seek knowledge. A professional institutional base in this regard is developed by innovation and entrepreneurship centers that partner with both private and public sectors. These centers act as a catalyst for the flow of knowledge and are responsible for building a platform for dialogue and cooperation between science and business, thereby providing conditions for improving the efficiency of knowledge and technology transfer. Their activities are aimed at meeting the needs of entrepreneurs primarily related to the development of innovation, promotion of experimental activities, technology transfer and commercialization of knowledge, and improvement of competitiveness based on new technological solutions. The aim of the present paper is to indicate the importance of business environment institutions to the transfer of knowledge and technology between science and business.
{"title":"Business Environment Institutions as a Catalyst for Knowledge and Technology Transfer","authors":"Patrycja Krawczyk, Patrycja Kokot-Stępień","doi":"10.34190/eckm.24.1.1555","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1555","url":null,"abstract":"Knowledge and innovation are key resources of the modern economy. Innovation, transfer, and use of knowledge determine the pace and level of economic development. The ability to transform knowledge into new technologies, products, services, marketing methods, and organizational solutions is both the basis of entrepreneurship and building a competitive advantage that increases the enterprise’s chances of maintaining its market position. However, the market commercialization of new knowledge in the form of cutting-edge technological solutions or new products is a complex process with a high risk of failure, thus requiring appropriate and different competencies. Moreover, there are numerous barriers at the point of contact between the worlds of science and business that significantly impede joint work on innovative projects. Therefore, specialized entities have emerged to transfer knowledge and technology from science to the economy. These entities organize the knowledge flow from entities that have to those that seek knowledge. A professional institutional base in this regard is developed by innovation and entrepreneurship centers that partner with both private and public sectors. These centers act as a catalyst for the flow of knowledge and are responsible for building a platform for dialogue and cooperation between science and business, thereby providing conditions for improving the efficiency of knowledge and technology transfer. Their activities are aimed at meeting the needs of entrepreneurs primarily related to the development of innovation, promotion of experimental activities, technology transfer and commercialization of knowledge, and improvement of competitiveness based on new technological solutions. The aim of the present paper is to indicate the importance of business environment institutions to the transfer of knowledge and technology between science and business.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125766616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Globally the Construction Industry is in a fragmented state and the Irish Construction Industry (ICI) is no exception. The ICI has a history of delivering National infrastructure projects over time and over budget. Irish Government publications have identified that low productivity within the ICI is a prevalent issue. Lean construction (LC) is proposed in this research as an antidote to assist the ICI in becoming less fragmented and more productive. Research indicates that successful incorporation of lean methodologies can cut completion times by 30% and costs by 15%. Further research demonstrates that Construction Industries (CI) are lacking the education required to implement lean methodologies. There is a lack of awareness within the ICI regarding the principles and benefits of lean. Lean Construction Ireland (LCI) membership numbers are increasing at a glacial pace. Traditional project management techniques that are autocratic in nature and focus on critical path items and milestones are extensively used in the ICI. These techniques prioritize measuring metrics such as commercial performance which means measuring other performance related metrics such as workflows slip down the order of seniority. This approach conflicts with the principles of lean and limits the opportunity for continual improvement. There is therefore a requirement for government, management, leaders and all project stakeholders to change their way of thinking regarding their project management techniques and embrace change. Aligning these stakeholders will strengthen the entire Irish Construction Supply Chain and only then will the benefits of lean be fully realized. Building Information Modelling (BIM), whilst not technically a lean tool shares multiple characteristics of lean and is further vehicle that can assist in this transition. The results suggest that with enhanced education in lean, alignment of project stakeholders, an overhaul of traditional project management techniques and heavier incorporation of BIM that a shift towards lean and higher productivity is possible for the ICI.
{"title":"How Can the Irish Construction Industry Become Less Fragmented and More Productive?","authors":"Philip Toland, David Collery","doi":"10.34190/eckm.24.2.1387","DOIUrl":"https://doi.org/10.34190/eckm.24.2.1387","url":null,"abstract":"Globally the Construction Industry is in a fragmented state and the Irish Construction Industry (ICI) is no exception. The ICI has a history of delivering National infrastructure projects over time and over budget. Irish Government publications have identified that low productivity within the ICI is a prevalent issue. Lean construction (LC) is proposed in this research as an antidote to assist the ICI in becoming less fragmented and more productive. Research indicates that successful incorporation of lean methodologies can cut completion times by 30% and costs by 15%. Further research demonstrates that Construction Industries (CI) are lacking the education required to implement lean methodologies. There is a lack of awareness within the ICI regarding the principles and benefits of lean. Lean Construction Ireland (LCI) membership numbers are increasing at a glacial pace. Traditional project management techniques that are autocratic in nature and focus on critical path items and milestones are extensively used in the ICI. These techniques prioritize measuring metrics such as commercial performance which means measuring other performance related metrics such as workflows slip down the order of seniority. This approach conflicts with the principles of lean and limits the opportunity for continual improvement. There is therefore a requirement for government, management, leaders and all project stakeholders to change their way of thinking regarding their project management techniques and embrace change. Aligning these stakeholders will strengthen the entire Irish Construction Supply Chain and only then will the benefits of lean be fully realized. Building Information Modelling (BIM), whilst not technically a lean tool shares multiple characteristics of lean and is further vehicle that can assist in this transition. The results suggest that with enhanced education in lean, alignment of project stakeholders, an overhaul of traditional project management techniques and heavier incorporation of BIM that a shift towards lean and higher productivity is possible for the ICI.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115809015","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The empirically investigated problem of our paper is what impact do micropolitics and power have on project management in an organization? Informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared in all projects to achieve the expected results. The project manager uses personal networks, personal relations, and mentor's network with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project because informal power and micropolitics are a part of project work. Power accumulation and wise handling are essential leadership tools for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. Micropolitics and power represent a unique competence (i.e., knowledge, experiences, and attitudes) and tool for handling any project. Power is significantly underrated as a tool to control and govern projects. Micropolitics is a part of that tool to get the decisions the project leader wants, maybe with future promises. A democratic and consensus-oriented decision process opens for power games and micropolitics rather than hedging them in more hierarchical organizations. A complex matrix organization involving employees in many projects is also open to micropolitics and power. Micropolitics and power might prolong and complicate decision-making processes in ordinary projects and improve processes in fast-track projects. Micropolitics and power both increase and reduce the effectiveness and efficiency of an organization. The higher complexity, the higher returns on using power and micro-politics to get the expected project results.
{"title":"Reimagining Power and Micro-politics in Project Organisations","authors":"J. Olaisen, Helene Jevnaker","doi":"10.34190/eckm.24.1.1618","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1618","url":null,"abstract":"The empirically investigated problem of our paper is what impact do micropolitics and power have on project management in an organization? Informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared in all projects to achieve the expected results. The project manager uses personal networks, personal relations, and mentor's network with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project because informal power and micropolitics are a part of project work. Power accumulation and wise handling are essential leadership tools for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. Micropolitics and power represent a unique competence (i.e., knowledge, experiences, and attitudes) and tool for handling any project. Power is significantly underrated as a tool to control and govern projects. Micropolitics is a part of that tool to get the decisions the project leader wants, maybe with future promises. A democratic and consensus-oriented decision process opens for power games and micropolitics rather than hedging them in more hierarchical organizations. A complex matrix organization involving employees in many projects is also open to micropolitics and power. Micropolitics and power might prolong and complicate decision-making processes in ordinary projects and improve processes in fast-track projects. Micropolitics and power both increase and reduce the effectiveness and efficiency of an organization. The higher complexity, the higher returns on using power and micro-politics to get the expected project results.\u0000 \u0000 ","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132323805","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
E. Bolisani, T. C. Kassaneh, Anna Lis, E. Scarso, Ewa Stolarek-Muszyńska, M. Zięba
Knowledge Intensive Business Services (KIBS) – i.e. companies like e.g. computer services, consulting, engineering, business communication, and R&D support - are key players in the modern economies. They stimulate the innovativeness of businesses and societies. Their competitiveness is based on knowledge, which is their key production factor and also the kind of “goods” they sell. The large majority of KIBS companies have a small or medium size, which leads to major challenges because they manage their cognitive assets in a substantially informal and undeliberate way. They face several obstacles to managing knowledge, partly due to their limited resources, but also to the knowledge-intensive and intangible nature of their business processes and outputs. Such challenges, when not successfully identified and faced, may negatively impact competitiveness. The paper illustrates the findings of a qualitative investigation aimed at exploring the main KM challenges that KIBS SMEs face. These challenges were analysed with specific reference to the key KM processes, i.e.: knowledge acquisition, knowledge documentation and storage, knowledge sharing, knowledge application, and knowledge protection. The research is a multiple-case study based on interviews to key informants of 23 Italian and Polish KIBS SMEs of different sectors. The analysis made it possible to find recurring issues and highlight differences. The study provides food for thought for researchers and practitioners willing to clarify what KM processes need proper solutions for the effective management of knowledge in small KIBS.
{"title":"KM Challenges in Small KIBS Companies: Multi-case Analysis in Two Countries","authors":"E. Bolisani, T. C. Kassaneh, Anna Lis, E. Scarso, Ewa Stolarek-Muszyńska, M. Zięba","doi":"10.34190/eckm.24.1.1426","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1426","url":null,"abstract":"Knowledge Intensive Business Services (KIBS) – i.e. companies like e.g. computer services, consulting, engineering, business communication, and R&D support - are key players in the modern economies. They stimulate the innovativeness of businesses and societies. Their competitiveness is based on knowledge, which is their key production factor and also the kind of “goods” they sell. The large majority of KIBS companies have a small or medium size, which leads to major challenges because they manage their cognitive assets in a substantially informal and undeliberate way. They face several obstacles to managing knowledge, partly due to their limited resources, but also to the knowledge-intensive and intangible nature of their business processes and outputs. Such challenges, when not successfully identified and faced, may negatively impact competitiveness. The paper illustrates the findings of a qualitative investigation aimed at exploring the main KM challenges that KIBS SMEs face. These challenges were analysed with specific reference to the key KM processes, i.e.: knowledge acquisition, knowledge documentation and storage, knowledge sharing, knowledge application, and knowledge protection. The research is a multiple-case study based on interviews to key informants of 23 Italian and Polish KIBS SMEs of different sectors. The analysis made it possible to find recurring issues and highlight differences. The study provides food for thought for researchers and practitioners willing to clarify what KM processes need proper solutions for the effective management of knowledge in small KIBS.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129985902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mary Viterouli, Dimitrios Belias, A. Koustelios, N. Tsigilis
The last years have born witness to immense shifts in the workplace environment; the way people work, their work expectations and work engagement have been modified by both internal and external factors. Distant or hybrid work is no longer a novelty. With increasing remote work becoming a norm, the need for knowledge management (KM) is more evident than ever before. In an era of digitalisation, information technology, social networking and artificial intelligence (AI) software, where the active workforce and knowledge capital of an organization is comprised by four different generations (Baby Boomers, Generation X, Millennials and Generation Z) the organizational memory and intellectual capacity have to be readdressed. Sustaining a long-term, competitive advantage entails, after all, knowledge management efficacy. How KM processes (knowledge creation, sharing/transfer, acquisition, storage/retrieval and application) are administered and organised is important. For the above reasons, the aim of this paper is to rejuvenate the concept of KM by integrating adult learning theories in the organizational learning culture, and addressing the four different age cohorts of employees. Collection of information and assessment of strategies, tactics and practices is conducted via a systematic review of the literature. The main contribution of this paper involves the way in which adult learning principles can smooth transitions, enrich skills and capabilities, and encourage the development of a collaborative multigenerational knowledge pool that can facilitate overall management. Furthermore, practical and theoretical implications are discussed, limitations are communicated, and opportunities are located that can further enhance knowledge management in the future.
{"title":"Linking adult learning to knowledge management in a multigenerational workforce","authors":"Mary Viterouli, Dimitrios Belias, A. Koustelios, N. Tsigilis","doi":"10.34190/eckm.24.2.1311","DOIUrl":"https://doi.org/10.34190/eckm.24.2.1311","url":null,"abstract":"The last years have born witness to immense shifts in the workplace environment; the way people work, their work expectations and work engagement have been modified by both internal and external factors. Distant or hybrid work is no longer a novelty. With increasing remote work becoming a norm, the need for knowledge management (KM) is more evident than ever before. In an era of digitalisation, information technology, social networking and artificial intelligence (AI) software, where the active workforce and knowledge capital of an organization is comprised by four different generations (Baby Boomers, Generation X, Millennials and Generation Z) the organizational memory and intellectual capacity have to be readdressed. Sustaining a long-term, competitive advantage entails, after all, knowledge management efficacy. How KM processes (knowledge creation, sharing/transfer, acquisition, storage/retrieval and application) are administered and organised is important. For the above reasons, the aim of this paper is to rejuvenate the concept of KM by integrating adult learning theories in the organizational learning culture, and addressing the four different age cohorts of employees. Collection of information and assessment of strategies, tactics and practices is conducted via a systematic review of the literature. The main contribution of this paper involves the way in which adult learning principles can smooth transitions, enrich skills and capabilities, and encourage the development of a collaborative multigenerational knowledge pool that can facilitate overall management. Furthermore, practical and theoretical implications are discussed, limitations are communicated, and opportunities are located that can further enhance knowledge management in the future.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131014497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Munawwar Najim, Iyad Edajani, Fayez Shaldan, Safinaz El Sheikh Khalil
This paper aims for verify the role of knowledge management as a mediator in the relationship between organizational memory building and human resource management to develop high education institutions into human resource management organizations. In this study, the researchers relied on empirical study to test the relationship between the variables. Therefore, a survey questionnaire was conducted. The study population consisted of faculty members in Palestinian universities, whose number is (7,367) members. The study sample consisted of (360) professors from Palestinian universities. The results show that the mediating variable (KM) affects the dependent variable (HRM) by (0.675); and it is statistically significant at a significance level less than (0.001). Including the independent variable (OM) in the same model, its effect on the dependent variable (HRM) vanished, and the value of the statistical significance became (0.051).
{"title":"Mediating Role of Knowledge Management in the Relationship between Organizational Memory Building and Human Resource Management","authors":"Munawwar Najim, Iyad Edajani, Fayez Shaldan, Safinaz El Sheikh Khalil","doi":"10.34190/eckm.24.1.1752","DOIUrl":"https://doi.org/10.34190/eckm.24.1.1752","url":null,"abstract":"This paper aims for verify the role of knowledge management as a mediator in the relationship between organizational memory building and human resource management to develop high education institutions into human resource management organizations. In this study, the researchers relied on empirical study to test the relationship between the variables. Therefore, a survey questionnaire was conducted. The study population consisted of faculty members in Palestinian universities, whose number is (7,367) members. The study sample consisted of (360) professors from Palestinian universities. The results show that the mediating variable (KM) affects the dependent variable (HRM) by (0.675); and it is statistically significant at a significance level less than (0.001). Including the independent variable (OM) in the same model, its effect on the dependent variable (HRM) vanished, and the value of the statistical significance became (0.051).","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"126 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115886162","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The fundamental aim of the research was to deepen knowledge of the influence of developing the wording of job offers on the number of candidates responding to them. It stems from the overarching aim consisting in improving human resource management (HRM) by knowledge management (KM) related to the job market and job seekers' reactions to information concerning competence requirements published in job offers. The specific objective was to answer two questions: are there words in job offers that increase the number of job seekers, and whether this number is dependent on the length of the wording of the selected module of an offer. Particular attention was paid to positive words. It was checked whether their number in relation to the number of all words in an offer matters. In order to answer the research questions, text processing methods such as tokenization and lemmatization were first used, followed by the analysis by means of such statistical methods as the chi-square test (χ^2) and the Mann-Whitney U test. The obtained research results allowed to illustrate job seekers’ preferences. It was noted that the length of an offer is also important. However, it was not possible to confirm the assumption that positive words increase the attractiveness of an offer. Despite the limitations of a little diversified database (candidates were dominated by young people with little work experience), the research brought new value to competence and human resource management. The research resulted in extending the scope of knowledge on the use of the analysis of job offers in the area of effective communication with candidates for work in organizations.
{"title":"Knowledge management in HRM: so that the content of job offers could attract more candidates","authors":"M. Szafrański, Dorota Woźna, Magdalena Kucharska","doi":"10.34190/eckm.24.2.1521","DOIUrl":"https://doi.org/10.34190/eckm.24.2.1521","url":null,"abstract":"The fundamental aim of the research was to deepen knowledge of the influence of developing the wording of job offers on the number of candidates responding to them. It stems from the overarching aim consisting in improving human resource management (HRM) by knowledge management (KM) related to the job market and job seekers' reactions to information concerning competence requirements published in job offers. The specific objective was to answer two questions: are there words in job offers that increase the number of job seekers, and whether this number is dependent on the length of the wording of the selected module of an offer. Particular attention was paid to positive words. It was checked whether their number in relation to the number of all words in an offer matters. In order to answer the research questions, text processing methods such as tokenization and lemmatization were first used, followed by the analysis by means of such statistical methods as the chi-square test (χ^2) and the Mann-Whitney U test. The obtained research results allowed to illustrate job seekers’ preferences. It was noted that the length of an offer is also important. However, it was not possible to confirm the assumption that positive words increase the attractiveness of an offer. Despite the limitations of a little diversified database (candidates were dominated by young people with little work experience), the research brought new value to competence and human resource management. The research resulted in extending the scope of knowledge on the use of the analysis of job offers in the area of effective communication with candidates for work in organizations.","PeriodicalId":107011,"journal":{"name":"European Conference on Knowledge Management","volume":"142 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114760413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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