Process-oriented knowledge management: a case study

M. Millie Kwan · P.R. Balasubramanian

33 citations0/0 files storedJournal of the Operational Research Society

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Knowledge Management and Technology Knowledge Management and Sharing Information Architecture and Usability

Abstract

Most knowledge repositories store documents organized by subject areas. In process-oriented knowledge management, each knowledge management project is developed around an organizational process and the mission, rationale and objectives of the process define the scope of the project. At the heart of the process-oriented knowledge management strategy is a knowledge management system called KMS. KMS has a workflow management subsystem that enables it to capture knowledge in context as it is created and present knowledge to the user at the right step of the process. Its repository contains not only knowledge created and manipulated in an organizational process, but also the knowledge of the process itself in the form of process designs, case histories and lessons learned from past experiences. This paper describes the process-oriented knowledge management strategy and its implementation in the real estate organization of a real-life global company.

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1994A Dynamic Theory of Organizational Knowledge Creation 1998Working knowledge: how organizations manage what they know 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1998SUCCESSFUL KNOWLEDGE MANAGEMENT PROJECTS 1998If Only We Knew What We Know: Identification and Transfer of Internal Best Practices 1994Groupware and social dynamics 1995Actualizing Organizational Memory with Information Systems 1997Learning from action: An analysis of the center for army lessons learned (CALL)

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2003KnowledgeScope: managing knowledge in context 2012The Knowledge Intervention Integration Process 2011Critical success factors in implementing process-oriented knowledge management systems (PKMS) in the public sector in Korea

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