Business Intelligence and Analytics Systems for Decision Support
Business Intelligence and Analytics: Systems for Decision Support (10 th Edition) Chapter 12: Knowledge Management and Collaborative Systems
Introduction to Knowledge Management n Knowledge management concepts and definitions n Knowledge management The active management of the expertise in an organization. It involves collecting, categorizing, and disseminating knowledge n Intellectual capital The invaluable knowledge of an organization’s employees 12 -2 Copyright © 2014 Pearson Education, Inc.
Introduction to Knowledge Management n Knowledge is n n n information that is contextual, relevant, and actionable understanding, awareness, or familiarity acquired through education or experience anything that has been learned, perceived, discovered, inferred, or understood. In a knowledge management system, “knowledge is information in action” 12 -3 Copyright © 2014 Pearson Education, Inc.
Introduction to Knowledge Management 12 -4 Copyright © 2014 Pearson Education, Inc.
Introduction to Knowledge Management n Characteristics of knowledge n n n 12 -5 Extraordinary leverage and increasing returns Fragmentation, leakage, and the need to refresh Uncertain value of sharing Knowledge-based economy The economic shift from natural resources to intellectual assets Copyright © 2014 Pearson Education, Inc.
Introduction to Knowledge Management n Explicit and tacit knowledge n n n 12 -6 Explicit (leaky) knowledge Knowledge that deals with objective, rational, and technical material (data, policies, procedures, software, documents, etc. ) Easily documented, transferred, taught, and learned Examples… Copyright © 2014 Pearson Education, Inc.
Introduction to Knowledge Management n Explicit and tacit knowledge n n n 12 -7 Tacit (embedded) knowledge Knowledge that is usually in the domain of subjective, cognitive, and experiential learning. It is highly personal and hard to formalize. Hard to document, transfer, teach, & learn Involves a lot of human interpretation Examples… Copyright © 2014 Pearson Education, Inc.
Taxonomy of Knowledge 12 -8 Copyright © 2014 Pearson Education, Inc.
Organizational Knowledge - Learning and Transformation n n 12 -9 Learning organization An organization capable of learning from its past experience, implying the existence of an organizational memory and a means to save, represent, and share it through its personnel Organizational memory Repository of what the organization knows Copyright © 2014 Pearson Education, Inc.
Organizational Knowledge - Learning and Transformation n Organizational culture The aggregate attitudes in an organization concerning a certain issue (e. g. , technology, computers, DSS) n n 12 -10 How do people learn the “culture”? Is it explicit or implicit? Can culture be changed? How? Give some examples of corporate culture: Microsoft, Google, Apple, HP, GM, … Copyright © 2014 Pearson Education, Inc.
Approaches to Knowledge Management n Process approach to knowledge management attempts to codify organizational knowledge through formalized controls, processes and technologies n n Practice approach focuses on building the social environments or communities of practice necessary to facilitate the sharing of tacit understanding n 12 -11 Focuses on explicit knowledge and IT Focuses on tacit knowledge and socialization Copyright © 2014 Pearson Education, Inc.
Approaches to Knowledge Management n Hybrid approaches to knowledge Hybrid approaches management n Hybrid at 80/20 to 50/50 n n 12 -12 The practice approach is used so that a repository stores only explicit knowledge that is relatively easy to document Tacit knowledge initially stored in the repository is contact information about experts and their areas of expertise Increasing the amount of tacit knowledge over time eventually leads to the attainment of a true process approach Copyright © 2014 Pearson Education, Inc.
Approaches to Knowledge Management n n 12 -13 Best practices In an organization, the best methods for solving problems. These are often stored in the knowledge repository of a knowledge management system Knowledge repository is the actual storage location of knowledge in a knowledge management system. Similar in nature to a database, but generally textoriented Copyright © 2014 Pearson Education, Inc.
Approaches to Knowledge Management A Comprehensive View to Knowledge Repository 12 -14 Copyright © 2014 Pearson Education, Inc.
Information Technology (IT) in Knowledge Management n The KMS cycle n 12 -15 KMS usually follow a six-step cycle: 1. Create knowledge 2. Capture knowledge 3. Refine knowledge 4. Store knowledge 5. Manage knowledge 6. Disseminate knowledge Copyright © 2014 Pearson Education, Inc.
Information Technology (IT) in Knowledge Management The Cyclic Model of Knowledge Management 12 -16 Copyright © 2014 Pearson Education, Inc.
Information Technology (IT) in Knowledge Management Components of KMS n n n 12 -17 KMS are developed using three sets of core technologies: 1. Communication 2. Collaboration 3. Storage and retrieval Technologies that support KM n Artificial intelligence n Intelligent agents n Knowledge discovery in databases n Web 2. 0, … Copyright © 2014 Pearson Education, Inc.
Characteristics of Groupwork n n n n 12 -18 Groupwork the work done by two or more Groupwork people together A group performs a task Members may be located in different places Group members may work at different times Group members may work for the same organization or for different organizations A group can be permanent or temporary A group can be at one managerial level or span several levels … Copyright © 2014 Pearson Education, Inc.
Why Groupwork/Collaborate? Make Decisions Build Trust Synergy Share the Vision Share Work Build Consensus 12 -19 Review Share Information Solve Problems Socialize Copyright © 2014 Pearson Education, Inc.
Group Decision-Making Process n Why? Because no one has all the n n n n 12 -20 Experience Knowledge Resources Insight, and Inspiration … to do the job alone. Difficult decisions require group of people Virtual teams? Copyright © 2014 Pearson Education, Inc.
Groupwork 12 -21 Copyright © 2014 Pearson Education, Inc.
Groupwork – Process Gains and Losses 12 -22 Copyright © 2014 Pearson Education, Inc.
Supporting Groupwork – Group Support Systems § Goal: to support groupwork § Increase benefits / decrease losses § Based on traditional methods § Nominal Group Technique “Individuals work alone to generate ideas which are pooled under guidance of a trained facilitator” § Delphi Method “A structured process for collecting and distilling knowledge from a group of experts by means of questionnaires” § Electronic Meeting System (EMS) 12 -23 Copyright © 2014 Pearson Education, Inc.
The Nominal Group Technique (NGT) n (Delbec and Van de Ven) NGT Sequence of activities 1. 2. 3. 4. 5. 6. n 12 -24 Silent generation of ideas in writing Round-robin listing of ideas on a flip chart Serial discussion of ideas Silent listing and ranking of priorities Discussion of priorities Silent re-ranking and rating of priorities Procedure is superior to conventional discussion groups in terms of generating higher quality, greater quantity, and improved distribution of information on fact-finding tasks Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
n NGT success depends on n NGT does not solve several process losses n n n 12 -25 Facilitator quality Participants’ Training Fearing to speak Poor planning Poor meeting organization Compromises Lack of appropriate analysis Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
The Delphi Method n n 12 -26 Goal - To eliminate undesirable effects of interaction among group members Experts do not meet face-to-face Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
Delphi Method Steps 1. Each expert provide an individually written assignment or opinion 2. Delphi coordinator edits, clarifies and summarizes the raw data 3. Provide anonymous feedback to all experts 4. Second round of issues or questions 12 -27 Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
Delphi Method Benefits n Anonymity Multiple Opinions Group Communication n Plus, Avoids n n n 12 -28 Dominant Behavior Groupthink Stubbornness Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
Delphi Method Limitations n n n 12 -29 Slow Expensive Usually limited to one issue at a time Decision Support Systems and Systems, Efraim Turban Copyright ©Intelligent 2014 Pearson Education, Inc. and Jay E. Aronson Copyright 1998, Prentice Hall, Upper Saddle River, NJ
A Time/Place Communication Framework for Groupwork 12 -30 Copyright © 2014 Pearson Education, Inc.
Group Decision Support Systems n n 12 -31 It is an interactive computer-based system that facilitates the solution of semistructured or unstructured problems by a group of decision makers Goal – support group decision making A specially designed IS to enhance collaborative decision processes It encourages generation of ideas, freedom of expression, and resolution of conflicts Copyright © 2014 Pearson Education, Inc.
Facilities for GDSS § Decision room § Multiple-use facility § Web based 12 -32 Copyright © 2014 Pearson Education, Inc.
The Decision Room § § § 12 -33 12 to 30 networked personal computers Usually recessed into the desktop Server PC Large-screen projection system Breakout rooms Need a trained facilitator for success Copyright © 2014 Pearson Education, Inc.
Very Few Organizations Use Decision Rooms § High Cost § Need for a Trained Facilitator § Requires Specific Software Support for Different Cooperative Tasks § Infrequent Use § Different Place / Different Time Needs § May Need More Than One 12 -34 Copyright © 2014 Pearson Education, Inc.
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