Knowledge Modelling in Multiagent Systems: The Case of the Management of a National Network

This paper presents the knowledge model of a distributed decision support system, that has been designed for the management of a national network in Ukraine. It shows how advanced Artificial Intelligence techniques (multiagent systems and knowledge modelling) have been applied to solve this real-world decision support problem: on the one hand its distributed nature, implied by different loci of decision-making at the network nodes, suggested to apply a multiagent solution; on the other, due to the complexity of problem-solving for local network administration, it was useful to apply knowledge modelling techniques, in order to structure the different knowledge types and reasoning processes involved. The paper sets out from a description of our particular management problem. Subsequently, our agent model is described, pointing out the local problem-solving and coordination knowledge models. Finally, the dynamics of the approach is illustrated by an example.

From trial data to practical knowledge: qualitative study of how general practitioners have accessed and used evidence about statin drugs in their management of hypercholesterolaemia

Objectives To explore how general practitioners have accessed and evaluated evidence from trials on the use of statin lipid lowering drugs and incorporated this evidence into their practice. To draw out the practical implications of this study for strategies to integrate clinical evidence into general medical practice.

Multiresource management of southwestern ponderosa pine forests : the status of knowledge /

"Published July 1991"--P. [2] of cover.

Group perceptions of knowledge management

This paper reports preliminary results of a project investigating how staff in UK organisations perceive knowledge management in their organisation as a group. The group setting appears to be effective in surfacing opinions and enabling progress in both understanding and action to be made. Among the findings thus far are the importance of the knowledge champion role and the state of the “knowledge management life cycle” in each organisation, and continuing confusion between knowledge, information and mechanisms.

Knowledge management and the limits of knowledge codification

Purpose - The idea that knowledge needs to be codified is central to many claims that knowledge can be managed. However, there appear to be no empirical studies in the knowledge management context that examine the process of knowledge codification. This paper therefore seeks to explore codification as a knowledge management process. Design/methodology/approach - The paper draws on findings from research conducted around a knowledge management project in a section of the UK Post Office, using a methodology of participant-observation. Data were collected through observations of project meetings, correspondence between project participants, and individual interviews. Findings - The principal findings about the nature of knowledge codification are first, that the process of knowledge codification also involves the process of defining the codes needed to codify knowledge, and second, that people who participate in the construction of these codes are able to interpret and use the codes more similarly. From this it can be seen that the ability of people to decodify codes similarly places restrictions on the transferability of knowledge between them. Research limitations/implications - The paper therefore argues that a new conceptual approach is needed for the role of knowledge codification in knowledge management that emphasizes the importance of knowledge decodification. Such an approach would start with one's ability to decodify rather than codify knowledge as a prerequisite for knowledge management. Originality/value - The paper provides a conceptual basis for explaining limitations to the management and transferability of knowledge. © Emerald Group Publishing Limited.

Proposing a systems vision of knowledge management in emergency care

This paper makes a case for taking a systems view of knowledge management within health-care provision, concentrating on the emergency care process in the UK National Health Service. It draws upon research in two casestudy organizations (a hospital and an ambulance service). The case-study organizations appear to be approaching knowledge (and information) management in a somewhat fragmented way. They are trying to think more holistically, but (perhaps) because of the ways their organizations and their work are structured, they cannot ‘see’ the whole of the care process. The paper explores the complexity of knowledge management in emergency health care and draws the distinction for knowledge management between managing local and operational knowledge, and global and clinical knowledge.

Using decision support systems to facilitate the social process of knowledge management

The social processes involved in engaging small groups of 3-15 managers in their sharing, organising, acquiring, creating and using knowledge can be supported with software and facilitator assistance. This paper introduces three such systems that we have used as facilitators to support groups of managers in their social process of decision-making by managing knowledge during face-to-face meetings. The systems include Compendium, Group Explorer (with Decision Explorer) and V*I*S*A. We review these systems for group knowledge management where the aim is for better decision-making, and discuss the principles of deploying each in a group meeting. © 2006 Operational Research Society Ltd. All rights reserved.

A process view of knowledge management:it ain't want you do, it's the way that you do it

Knowledge management needs to consider the three related elements of people, processes and technology. Much existing work has concentrated on either people or technology, often to the exclusion of the other two elements. Yet without thinking about process ? the way people, organisations and even technology actually do things ? any implementation of a knowledge management initiative is at best risky, and at worst doomed to failure. This paper looks at various ways in which a process view has appeared, expl icitly or implicitly, in knowledge management research and practice so far, and reflects on how more 'thinking about process' might improve knowledge management in the future. Consistent with this overall viewpoint, the issues generally centre less on wha t a process view would suggest should be done, but rather on the way that it would be implemented in practice.

A process view of knowledge management:it ain't what you do, it's the way that you do it

Knowledge management needs to consider the three related elements of people, processes and technology. Much existing work has concentrated on either people or technology, often to the exclusion of the other two elements. Yet without thinking about process – the way people, organisations and even technology actually do things – any implementation of a knowledge management initiative is at best risky, and at worst doomed to failure. This presentation looks at various ways in which a process view has appeared, explicitly or implicitly, in knowledge management research and practice so far, and reflects on how more “thinking about process” might improve knowledge management in the future. Consistent with the presentation’s own overall viewpoint, the issues generally centre not on what a process view would suggest should be done, but on the way that it would be implemented in practice.

The Strategical Impact of Knowledge Markets and Knowledge Management for Small and Medium Enterprises

According to the rapidly changing environment small and medium enterprises constantly need to adapt their strategies and activities. The transition from the industrial economy to knowledge-based economy results in the increasing of the volume of the available information. Therefore knowledge markets are needed and innovation centers have to be developed. An effective knowledge management system helps small and medium enterprises to overcome their disadvantages and compete with big corporations. The review of current developments in the field of knowledge markets is also made.

INFRAWEBS Semantic Web Service Development on the Base of Knowledge Management Layer

The paper gives an overview about the ongoing FP6-IST INFRAWEBS project and describes the main layers and software components embedded in an application oriented realisation framework. An important part of INFRAWEBS is a Semantic Web Unit (SWU) – a collaboration platform and interoperable middleware for ontology-based handling and maintaining of SWS. The framework provides knowledge about a specific domain and relies on ontologies to structure and exchange this knowledge to semantic service development modules. INFRAWEBS Designer and Composer are sub-modules of SWU responsible for creating Semantic Web Services using Case-Based Reasoning approach. The Service Access Middleware (SAM) is responsible for building up the communication channels between users and various other modules. It serves as a generic middleware for deployment of Semantic Web Services. This software toolset provides a development framework for creating and maintaining the full-life-cycle of Semantic Web Services with specific application support.

The essentials of knowledge management

This book reviews the field of Knowledge Management, taking a holistic approach that includes both "soft" and "hard" aspects. It provides a broad perspective on the field, rather than one based on a single viewpoints from Computer Science or Organizational Learning, offering a comprehensive and integrated conception of Knowledge Management. The chapters represent the best Knowledge Management articles published in the 21st century in Knowledge Management Research & Practice and the European Journal of Information Systems, with contributors including Ikujiro Nonaka, Frada Burstein, and David Schwartz. Most of the chapters contribute significantly to practise as well as theory.