Business Intelligence And Knowledge Management System

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Business Intelligence And Knowledge Management System – A knowledge management system (KMS) is a system for the use and application of knowledge management principles. This includes data-driven objectives related to business productivity, a competitive business model, business analysis and more.

A knowledge management system (KMS) is a system for the use and application of knowledge management principles. This includes data-driven objectives related to business productivity, a competitive business model, business analysis and more. An information management system is made up of different software modules that are managed by a central user interface. Some of these features may allow data retrieval on customer input and records, including the provision or sharing of electronic documents. Information management systems can help with employee training and organization, support better marketing, or help business leaders make important decisions.

Business Intelligence And Knowledge Management System

As a discipline, information management is often confused with business intelligence, which focuses on obtaining data for business decision-making. Some experts separate the two by referring to business intelligence to focus on specific information, but information management is a broad category that includes both implied and explicit information. This distinction has led many to categorize business intelligence as a more general knowledge management strategy, where the broader sector drives decisions in a fundamental way.

Knowledge Management System

As a broad term, knowledge management can be applied in different ways to individual business processes. It is up to top management to use these systems in ways that are appropriate for a business.

The problem of knowledge management systems is probably the most discussed and debated topic in knowledge management (KM). Although knowledge management systems are not the most important part of KM (with some arguing that they are not necessary at all), they are still a topic of increasing interest.

On this site, I have considered the impact of IT on all aspects of information management planning, with an emphasis on its role in information sharing. From this point on, the discussion will be organized as follows:

· This section will discuss the implementation of information management systems and its impact on the organization.

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Information management systems include any type of IT system that stores and retrieves information, improves collaboration, searches for information sources, mines for hidden information, captures and uses information. , or in any other way to enhance the KM process.

If the description of these systems appears in my description above, it is because there is no idea about the nature of the information management system, as the KM does not agree. Also, because KM is involved in all areas of the firm, it is very difficult to draw a line.

James Robertson (2007) argues that organizations should not think about information management systems. He said that KM, although enhanced by technology, is not a technical discipline, and thinking about information management systems leads to expectations of “money laundering”. But the idea is to determine the performance of IT systems that are required for specific tasks and activities within the firm. However, with proper implementation, IT systems have become an important part of KM today.

For the purpose of this website (intended to be useful for those who are looking for terms like information management systems), I will break these down into general categories (adapted from work and Gupta and Sharma 2005, in Bali et al. 2009):

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These sections cover most of the systems that people would normally associate with a KM system.

Often times, the impact of technology on the organization is not sufficiently considered before implementing a new system. There are two sets of information needed to design and implement a knowledge management system (Newell et al., 2000):

The problem is that these two sets of information are not seen by the same person. Also, the technology is not designed by the people using it. Therefore, companies face the problem of compatibility between IT systems and organizational functions, as well as acceptance within the corporate culture (Gamble & Blackwell 2001).

Botha et al (2008) stress the importance of understanding non-functional information management systems. They highlight the fact that the introduction of sharing technologies does not necessarily mean that experts will share knowledge – other mechanisms must be established.

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Akhavan et al (2005) identify some other implementation factors such as: lack of top management support, organizational culture, lack of a separate budget, and resistance to change.

Building on all of these, and adding to the previously discussed, the following are the reasons for the failure of information management systems:

· Organizational disapproval, and the belief that if you build it, they will come – lack of proper organizational culture.

· Not suitable for company/company/etc – can work in company. easy? Is it a system that works in one area of ​​the business but not another? Does it really affect existing processes?

Methodology For The Implementation Of Knowledge Management Systems

· Ignorance of knowledge dynamics and the difficulty of transferring tacit knowledge with IT-based systems (see the section on tacit knowledge under the knowledge section).

According to Hecht et al. (2011) have three steps in the process of successful implementation: acceptance, acceptance, and assimilation. Based on the observed patterns and themes, the authors identified three complete groups of factors related to these three factors. The model organizes KMS implementation factors into the following categories:

Some of the main factors identified by Hecht et al (2011): characteristics, business needs, cultural values, quality of information, the ability to organize, and the quality of the system. To recommend installing KMS:

· Assess the needs and flows of information, communication lines, communities of practice, etc.

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· Perform a cost-benefit analysis, taking into account factors such as firm size, number of users, system complexity, frequency of use, maintenance and improvement costs, safety issues, training costs (including ensuring approval) etc. performance, low response time, low costs (compared to previous systems) etc.

· Assess existing work practices and determine how systems can improve – and not hinder – the status quo.

· Another rule of thumb expressed by Botha et al (2008), is that “the simpler the information, the less high-tech the desired result”. For example, technical information is often supported by multimedia communication technology and technical search tools. Apart from that, it is about human relations and cooperation.

One of the reasons presented by Hecht et al. (2011) in: anxiety, ease of use, intrinsic motivation, job-fit, results demonstrability, and social factors. Consent can be improved by:

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One of the findings of Hecht et al. (2011) namely: knowledge protection, management competition, process cost, process quality, and collaboration promotion. Assimilation can be improved by:

· Content management (Gamble & Blackwell, 2011): In order for the system to be effective, its content must be properly managed by updating, editing, filtering, organizing, etc.

· Perceived motivators (Gamble & Blackwell, 2001): This is not only about the benefits of using the KMS, but the ability of management to make users understand these benefits.

· Sign up for collaboration. Consider the installation of systems 2.0 / KM 2.0, in planning to strengthen cooperation with the most common and popular standard.

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Of course, these things don’t apply to all websites. Some are common and acceptable in today’s society (eg, email). However, the important results of implementing information management systems that aim to change the way of working in the organization require proper thinking and careful planning. In addition, with the change of systems to better support different aspects of KM, they should be considered important in the implementation of learning.

Document management intranet portals KMS information source management information management software information management systems project management software intranet resource management

The ideas that help to increase the engagement of employees are related to the top part of Maslow’s hierarchy of needs: the sense of belonging (personal needs), the sense of self-worth and with purpose (esteem needs) and personal growth (self-actualization). How to improve employee engagement Employee engagement is a trend. And changing behavior at the organizational level depends primarily on communication. There, in my opinion, digital collaboration and internal communication tools have an important role, by: connecting employees to partners to create a concept for remote workers that communicates well the strategy of organization and improving employee knowledge about employees as much as possible. The flexibility to balance work and life’s challenges increases trust in the company and its management thanks to increased productivity and awareness. I have the details…

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