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Dear colleagues,
Please find the CfP for the special issue on Emerging
technologies,
Enterprise Systems and Knowledge Management.
*Knowledge Management Research & Practice*
*Special Issue: Emerging technologies, Enterprise Systems and
Knowledge
Management*
Enterprises systems are systems that integrate all data and
information
systems and services as a type of Enterprise Knowledge Directory
(EKD:
Galup, Dattero, & Hicks, 2003). They are internal to the
enterprise and can
gather and interpret data and information from outside the
enterprise’s
boundary (e.g. internet, supply chains, etc.) to serve
multi-organizations.
Enterprise systems can integrate ICT -related communications; for
example,
record video conferences for storage, retrieval, analysis and use
in
decision-making. As an all embracing and integrated
organizational-based
data, information and intelligence- based system, Enterprise
Systems should
logically be related to organizational KM and certainly integral
to
organizational KMS. Surprisingly, however, the literature has
barely made
this connection.
Knowledge management in the organisation relies in great part on
the
information systems in which the data are entered, processed,
stored and
extracted as the output and the basis for analysis. This type of
information system in the context of an enterprise are often
called
enterprise systems (Przemyslaw, 2014) or Enterprise Resource
Planning (ERP)
Systems. They require high implementation costs and are normally
customized
to fit individual organizational requirements.
As indicated by the literature, organizational knowledge sharing
is greatly
affected by the service quality, system quality and technology in
the
enterprise systems (Somayyeh and Ali, 2018). For example, at the
operational level, business processes are the foundation for
designing,
implementing, and staff training in the adoption or upgrading of
enterprise
systems that influence the service quality and system quality. At
the same
time, managing knowledge life cycles and aligning the analysis to
process
management is essential to create business value (Christian,
2014).
At the strategic level, Business Intelligence and data analytics
are often
built-into the enterprise systems to serve executive decision
making. These
systems can gather key information by sorting and extracting data
from the
distributed databases in large organisations including
multinational and
global enterprises. The process is actually a way of articulation
as
described by Richard, Herschel, and Nory (2005, p50), converting
tacit
knowledge into explicit knowledge by specifying the purpose of the
decision, articulating parameters, objective functions, and
relationships,
providing what-if analysis, and evaluating the alternatives. They
further
suggest that there exists a reciprocal interaction effect between
KM and BI
as the need to correct and validate the computational logic of
data
requires the sense-making capabilities of knowledgeable people. As
such
there are implications that to most effectively manage knowledge
in
organisation requires coordination with the implementing and
running of
enterprise systems in such areas as design, training, user
environment,
culture, and top management involvement and IT support.
Despite the critical role of enterprise systems in organizations,
there has
been little literature studying it in relationship to the
management of
organizational knowledge and the context of knowledge management
systems.
For example, it is difficult to locate research investigating how
KM is
organized and maintained within enterprise system environments,
and what
the influences of the contextual factors such as the industry
type, firm
sizes, and top management are. Enterprise systems are designed
into many
different forms in the markets. Using SAP as an example; it has
been
adopted by city councils, the army, food industry, airlines, and
recently
insurance corporations (SAP, 2014). There are also enterprise
systems for
not-for-profit organizations such as hospital resource planning
(HRP) in
hospitals and healthcare organizations, computer reservation
system (CRS)
in the tourism industry, and manufacturing execution system (MES)
in
production industries.
In addition, the dynamic nature of business and technology can
also impact
the evolution of the enterprise systems (Wang, Pauleen and Chan,
2013). To
reflect rapid changes in recent years, technologies need to be
studied with
ES and KM in order to understand how KMS may be impacted due to
changes
wrought by emerging technologies (e.g., IOT, Big Data, social
media tools,
and artificial intelligent) and ES.
Industry practitioners and academic researchers have focused on
the
importance of investment and adoption of emerging technologies for
quality
and productivity improvements. There is a need to see how these
factors
with the ongoing development of knowledge management literature
and the
increasing functionality and scales of enterprise systems in the
changing
business world.
*What can I contribute?*
Submissions are invited to investigate these phenomena. Areas of
particular
interest include: how new technologies enhance knowledge
management in
enterprise systems settings; how changes in business affect the
evolution
of KMS. Prospective topics include, but are not limited to the
list below
and all social science research methods will be considered.
- Knowledge Management Systems that exist in the various forms of
Enterprise Systems, such as Enterprise Resource Planning (ERP),
Customer
Relationship Management (CRM), Supply Chain Management(SCM),
Manufacturing
Execution Systems (MES) , Customer Reservation Systems (as used in
airline,
hotel, and etc.) and Hospital Resource Planning (HRP).
- Relationships between KM and Enterprise Systems and business
models,
strategies, and business processes
- The level (and kinds) of knowledge stored in enterprise systems,
including subordinate, company, enterprise, and multi-national
levels
- Emergent technologies and KM in Enterprise Systems, such as
no-SQL
database, Big Data, cloud computing, IOT, AI, and Industrial 4.0.
- KM via Data Warehouse, Business Intelligence, and Data Analytics
in
Enterprise Systems
- Change management for KM in the Enterprise Systems: e.g., merger
and
acquisitions, amalgamation of subordinates, new business
development, or
other reasons for major systems upgrades and integration
- With respect to emerging technologies:
- IT Organisation for KM in Enterprise Systems
- IT Architecture for KM in Enterprise Systems
- Vendor and customer aspects and perspectives
- Role of Executives
- KM in enterprise systems used in the sharing economy, healthcare
industry, not-for-profit organization and government sectors
- Case studies specific to ES and KM on SMEs, large organisations
and
global enterprises related to the topic of the special issue
- Legal issues, risk management and information security,
governance
References
- Christian Stary, (2014) "Non-disruptive knowledge and business
processing in knowledge life cycles – aligning value network
analysis to
process management", Journal of Knowledge Management, Vol. 18
Issue: 4,
pp.651-686.
- David C. Chou, Hima Bindu Tripuramallu, Amy Y. Chou, (2005) "BI
and
ERP integration", Information Management & Computer Security,
Vol. 13
Issue: 5, pp.340-349.
- Evans, N. & Price, J. (2016) . Enterprise information asset
management: the roles and responsibilities of executive boards.
Knowledge
Management and Research Practice, Vol 14: 353 - 361.
- Galup, S., Dattero, R. & Hicks, R. (2003). The enterprise
knowledge
dictionary. Knowledge Management and Research Practice, Vol 1, p95
-101.
- Przemyslaw Lech, (2014) "Managing knowledge in IT projects: a
framework for enterprise system implementation", Journal of
Knowledge
Management, Vol. 18 Issue: 3, pp.551-573.
- Richard T. Herschel
<https://www.emeraldinsight.com/author/Herschel%2C+Richard+T?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
, Nory E. Jones
<https://www.emeraldinsight.com/author/Jones%2C+Nory+E?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>,
(2005) "Knowledge management and business intelligence: the
importance of
integration", Journal of Knowledge Management, Vol. 9 Issue: 4,
pp.45-55
- SAP, 2014, extracted on the 3rd of September,2018: from
https://news.sap.com/2014/06/sap-nan-shan-life-build-best-practice-solutions-insurance-industry-taiwan/
- Somayyeh Mirzaee, Ali Ghaffari, (2018) "Investigating the impact
of
information systems on knowledge sharing", Journal of Knowledge
Management,
Vol. 22 Issue: 3, pp.501-520.
- Wang, William YC*, Pauleen D, and Chan HK, 2013, “Facilitating
the
Merger of Multinational Companies: A Case Study of the Global
Virtual
Enterprise”, Journal of Global Information Management, 21(1),
pp.42 -58.
(SSCI, A)
Important dates
- Deadline to submit papers for the SI: 30th Nov 2019
- First review round by 28 Feb 2020
- Second review round by 30 April 2020
- Planned Publication: Summer 2020
Submission procedures
Manuscripts should be original, unpublished, and not currently
under
consideration for publication elsewhere. All submission must
follow the
instructions to authors that can be found on the journal homepage:
www.tandfonline.com/kmrp
<http://www.tandfonline.com/kmrp?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
Link:
https://think.taylorandfrancis.com/emerging-technologies-enterprise-systems-knowledge-management/
Other inquiries should be sent clearly indicating in the subject
“Special
issue in Knowledge Management Research & Practice” to the
Guest Editors:
William Yu Chung Wang
william.wang@waikato.ac.nz
<william.wang@waikato.ac.nz?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
David Pauleen
david.paleen@massey.ac.nz
<david.paleen@massey.ac.nz?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
William Yu Chung Wang
MSB 2.33, Waikato Management School,
University of Waikato, Hamilton, 3210. New Zealand
William.Wang@waikato.ac.nz
<William.Wang@waikato.ac.nz?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
David Pauleen
School of Management, Massey University, Albany, 0632. New Zealand
D.Pauleen@massey.ac.nz
<https://think.taylorandfrancis.com/emerging-technologies-enterprise-systems-knowledge-management/D.Pauleen@massey.ac.nz?utm_source=CPB&utm_medium=cms&utm_campaign=JMZ07647>
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