Suchergebnisse

AbstractThe introduction of knowledge management (KM) systems has become a key factor that potentially leads to competitive advantage. To take fully advantage of KM systems it is often necessary to make adjustments along a variety of dimensions to the organisations concerned. This paper proposes a KM model built around four factors: strategic; organisational; technical and informational; cultural and human. With special focus on the audit and consultancy profession, this paper identifies the respective influence of individual factors on the use and capitalisation of the knowledge contained in the KM system that is introduced into an organisation. The results show that use of the system is facilitated by technical and information systems (knowledge bases) developed as a significant part of the group's strategy and culture. However, despite organisational actions that focus o knowledge, knowledge capitalisation remains problematic, in large part, due to human and cultural reticence over sharing. Copyright © 2009 John Wiley & Sons, Ltd.

International audience ; The purpose of this study is to observe the region's firms' behaviour in the field of knowledge management, and draw up an inventory of practices related to the use of management tools, and their evolution. In particular, we seek to highlight firms' objectives (competitor watch, customer relations management, knowledge capitalisation, improvement of the information exchange process, etc), the tools they use (databases, groupware, etc) and their organisational and human resource management measures. The problems encountered in implementing knowledge management policies will also be underlined (cultural aspects, user resistance, etc). ; L'objet de cette recherche est d'analyser le comportement des entreprises de la région Languedoc Roussillon en matière de management des connaissances, de faire un état des lieux des pratiques et de leur évolution. En particulier il est mis en évidence les objectifs des entreprises (veille concurrentielle, gestion de la relation client, capitalisation des savoirs, amélioration des processus d'échange d'informations.), les outils déployés (bases de données, logiciels de travail collaboratif.), ainsi que les dispositifs organisationnels et de gestion des ressources humaines mobilisés. Les problèmes rencontrés dans la mise en oeuvre des politiques de management des connaissances seront également soulignés (culture, réticences.).

International audience ; The purpose of this study is to observe the region's firms' behaviour in the field of knowledge management, and draw up an inventory of practices related to the use of management tools, and their evolution. In particular, we seek to highlight firms' objectives (competitor watch, customer relations management, knowledge capitalisation, improvement of the information exchange process, etc), the tools they use (databases, groupware, etc) and their organisational and human resource management measures. The problems encountered in implementing knowledge management policies will also be underlined (cultural aspects, user resistance, etc). ; L'objet de cette recherche est d'analyser le comportement des entreprises de la région Languedoc Roussillon en matière de management des connaissances, de faire un état des lieux des pratiques et de leur évolution. En particulier il est mis en évidence les objectifs des entreprises (veille concurrentielle, gestion de la relation client, capitalisation des savoirs, amélioration des processus d'échange d'informations.), les outils déployés (bases de données, logiciels de travail collaboratif.), ainsi que les dispositifs organisationnels et de gestion des ressources humaines mobilisés. Les problèmes rencontrés dans la mise en oeuvre des politiques de management des connaissances seront également soulignés (culture, réticences.).