Copyright Statement: This is an open access article licensed under a Creative Commons Attribution 4.0 International License, which permits unrestricted use, distribution, and reproduction in any medium, even commercially as long as the original work is properly cited.
Digital Object Identifier (DOI) : 10.14569/IJACSA.2012.030812
Article Published in International Journal of Advanced Computer Science and Applications(IJACSA), Volume 3 Issue 8, 2012.
Abstract: In today’s globally interconnected economy, knowledge is recognised as a valuable intangible asset and source of competitive advantage for firms operating in both established and emerging industries. Within these contexts Knowledge Management (KM) manifests as set of organising principles and heuristics which shape management routines, structures, technologies and cultures within organisations.When employed as an integral part of business strategy KM can blend and develop the expertise and capacity embedded in human and technological networks. This may improve processes or add value to products, services, brands and reputation. We argue that if located within a suitable strategic framework, KM can enable sustainable competitive advantage by mobilising the intangible value in networks to create products, processes or services with unique characteristics that are hard to substitute or replicate. Despite the promise of integrated knowledge strategies within high technology and professional service industries, there has been limited discussion of business strategies linked to Knowledge Management in traditional capital intensive industries such as mining and petroleum. Within these industries IT-centric Knowledge Management Systems (KMS) have dominated, with varying degrees of success as business analysis, process improvement and cost reduction tools. This paper aims to explore the opportunities and benefits arising from the application of a strategic KM and Data Mining framework within the local operations of large domestic or multinational mining companies, located in Western Australia (WA). The paper presents a high level conceptual framework for integrating so called hard, ICT and soft, human systems representing the explicit and tacit knowledge embedded within broader networks of mining activity. This Strategic Knowledge Management (SKM) framework is presented as a novel first step towards improving organisational performance and realisation of the human and technological capability captured in organisational networks. The SKM framework represents a unique combination of concepts and constructs from the Strategy, Knowledge Management, Information Systems, and Data Mining literatures. It was generated from the Stage 1- Literature and industry documentation review of a two stage exploratory study. Stage 2 will comprise a quantitative case based research approach employing clearly defined metrics to describe and compare SKM activity in designated mining companies.
Sanaz Moayer and Scott Gardner, “Integration of data mining within a Strategic Knowledge Management framework” International Journal of Advanced Computer Science and Applications(IJACSA), 3(8), 2012. http://dx.doi.org/10.14569/IJACSA.2012.030812