Knowledge management process development: An enabler for incident management.
Ogbebor, Itadon (2019)
Ogbebor, Itadon
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019110620738
https://urn.fi/URN:NBN:fi:amk-2019110620738
Tiivistelmä
Management of knowledge in an organization is enabled by various factors. This research provides insight into the elements of an organization and its culture that enable successful knowledge management to affect its incident management. Two case companies were initially proposed for this study, but the study was conducted using one of the companies due to unforeseen circumstances. However, due to company policy, it was agreed that the study would be carried out based on anonymity. The case company in question is a multicultural data mining company specializing in data analysis and biometrics.
Surveys were conducted in the department responsible for maintaining the different databases and resolving queries. The aim of this was to investigate ITIL's knowledge and incident management processes and access to what extent the culture of the organization affects the KM and IM processes. This is an empirical study as such makes use of quantitative and qualitative research methodologies as its main research approach. Theoretical frameworks and review of available knowledge on best practices in IT service management (ITIL), incident management and organizational culture are discussed.
ISO 9001:2015 and ISO 30401:2018 set new requirements for the development of organizational knowledge and knowledge management systems. This helps prevent the loss of knowledge and the acquisition of new knowledge. In this study different data sets acquired through interviews and surveys were used to evaluate the knowledge management activities and organizational culture of the case company.
Research findings show that cultural factors are omitted in the knowledge management activities of the case company. This contradicts the theories of knowledge management. Also, the company's IT tools is not fully utilized to support knowledge management leaving gaps in the company's knowledge management processes. A review of the above indicates that if improved, it would be beneficial with reference to the incident management process of the case company.
Based on the communication and knowledge management processes of the case company, a proposal for a knowledge management model was drawn up to build a sustainable organizational culture that enables knowledge sharing best practices. The basis for the above was reviewing of existing KM models.
Surveys were conducted in the department responsible for maintaining the different databases and resolving queries. The aim of this was to investigate ITIL's knowledge and incident management processes and access to what extent the culture of the organization affects the KM and IM processes. This is an empirical study as such makes use of quantitative and qualitative research methodologies as its main research approach. Theoretical frameworks and review of available knowledge on best practices in IT service management (ITIL), incident management and organizational culture are discussed.
ISO 9001:2015 and ISO 30401:2018 set new requirements for the development of organizational knowledge and knowledge management systems. This helps prevent the loss of knowledge and the acquisition of new knowledge. In this study different data sets acquired through interviews and surveys were used to evaluate the knowledge management activities and organizational culture of the case company.
Research findings show that cultural factors are omitted in the knowledge management activities of the case company. This contradicts the theories of knowledge management. Also, the company's IT tools is not fully utilized to support knowledge management leaving gaps in the company's knowledge management processes. A review of the above indicates that if improved, it would be beneficial with reference to the incident management process of the case company.
Based on the communication and knowledge management processes of the case company, a proposal for a knowledge management model was drawn up to build a sustainable organizational culture that enables knowledge sharing best practices. The basis for the above was reviewing of existing KM models.