Using KMS as a Tool to Improve Decision Making Process

Using KMS as a Tool to Improve Decision Making Process

Rawan Khasawneh (Yarmouk University, Jordan) and Emad Abu-Shanab (Yarmouk University, Jordan)
Copyright: © 2013 |Pages: 11
DOI: 10.4018/978-1-4666-4229-4.ch001
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Knowledge plays a central role in the decision making process, and it provides a better foundation for managers to make high quality decisions. On the other hand, having the right knowledge at the right time to make the right decision is becoming a competitive weapon utilized by organizations to achieve sustained competitive advantage and other strategic goals. Based on that, it is important for organizations to manage their knowledge (organization intellectual asset) in a more effective and efficient way in order to gain such benefits. This chapter explores knowledge management and decision-making processes and its general concepts, reviews several conceptual frameworks of knowledge management that affect the decision making process proposed in the literature, and demonstrates several knowledge-management practices in software development processes. Conclusions and proposed future work are stated at the end of the chapter.
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Knowledge Management And Decision Making

Knowledge is information that is contextual, relevant, actionable and dynamic in nature. It can be classified into two main types: tacit knowledge which is highly personal and difficult to formalize and explicit knowledge which is easily documented, stored and distributed (Raj, 2012; Anand & Singh, 2011; Amine & Ahmed-Nacer, 2011). As presented by Qwaider (2011) and Amine and Ahmed-Nacer (2011), the interaction between tacit and explicit knowledge is known as knowledge conversion which has four modes: socialization (tacit to tacit), externalization (tacit to explicit), internalization (explicit to tacit), and combination (explicit to explicit).

Organizations can obtain knowledge from several resources internally and externally, where it can be named based on the resource it is extract from. For example, acquired knowledge: is knowledge that can be gained from outside the organization; fusion knowledge: is knowledge that can be generated through bringing group of people with different perspectives to work together on the same project; and finally adaptation knowledge: is knowledge that results from the response to new processes or new technologies available in the market (Anand & Singh, 2011).

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