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The knowledge map: a lubricant for the firm's machinery
2005 (English)In: Proceedings of the 6th European Conference on Knowledge Management / [ed] Dan Remenvi, Academic Conference Ltd. , 2005, p. 67-73Conference paper, Published paper (Refereed)
Abstract [en]

All institutions, firms and of course machinery need to run smoothly in order work efficient. Metaphorically speaking a key function to accomplish this is attained with the lubricant oil. In the organizational setting this centerpiece is an in-house service provider, in terms of the knowledge map. Thus, the general objective with this paper is to describe how corporate knowledge can trigger the service level of a firm. It involves grasping strategic elements to allocate key activities crucial for the organizational domain. In the quest for developing more efficient services, a knowledge map could be a valuable in-house service provider, catalyzing strategic implications. In this way a knowledge map function as a guiding tool for visualizing knowledge sources and identifying relationships among knowledge artifacts. Knowledge mapping can be seen as a process that tries to sort out elements, creating structure and guidance in various knowledge contexts. With a paucity of research done concerning knowledge mapping this paper endues future frameworks and modeling as a set of key factors is to be presented. Using an exploratory approach with a qualitative method, multiple case studies were used to conduct this research. Focusing on three multi-international knowledge-based service firms the sources of evidence were collected using a combination of interviews with local office managers and questionnaires with employees. Rusty old habits and daily routines can many times be the origin from which the quick and short eyed solution is made upon. This convenient way to retrieve knowledge can create path dependency to routines and procedures, and by that also favor a less suitable know-how. Thus, a number of factors are presented to improve internal processes of a firm and as a result speed up connectivity and increase openness between individuals. By that hopefully overcome some of the risks using knowledge in a job situation just because it worked the last time. As business is more turbulent than ever it can be very costly to neglect using the right knowledge and even worse having to duplicate it due to irretrievability. In addition, the study shows that formalization of an outspoken knowledge strategy which incorporates knowledge repositories can make ground for effective sharing and collaboration. However, an overwhelming fear of information overload, stresses the importance of a solid knowledge structure, suggestively provided by a knowledge map. Still, knowledge mapping is a process that is designated mostly in peoples mind in form of a conceptual and metaphysical state.

Place, publisher, year, edition, pages
Academic Conference Ltd. , 2005. p. 67-73
National Category
Business Administration
Research subject
Industrial Marketing
Identifiers
URN: urn:nbn:se:ltu:diva-30796Local ID: 4be50950-ac64-11db-aeba-000ea68e967bISBN: 1-905305-06-0 (print)OAI: oai:DiVA.org:ltu-30796DiVA, id: diva2:1004025
Conference
European Conference on Knowledge Management : 08/09/2005 - 09/09/2005
Note
Godkänd; 2005; 20070125 (keni)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2017-11-25Bibliographically approved

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Berglund, Anders

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Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
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  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
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