Skills Management in Knowledge-Intensive Organizations
In order for organizations to survive on increasingly competitive and global markets, adequate management of intellectual capital is essential. Although increasingly more information is found in electronic formats, turning this information into valuable knowledge is still the responsibility of people by applying it in professional situations to generate value. In this paper, we describe an approach and software tool to accompany organizations in the Knowledge Economy, where intellectual capital is the principal asset for organizations. In our approach we view people as sellers of knowledge, while departments, projects, profiles, and organizations are viewed as knowledge buyers. Together they constitute a knowledge market where the goods to be traded are competencies. The identification of knowledge gaps forms an important event to undertake action to compensate for the lack of competencies (training, new hiring, promoting, etc.).
Unable to display preview. Download preview PDF.
- 1.Boam, R and Sparrow, P. Designing and Achieving Competency: A Competency-Based Approach to Developing People and Organizations. London: McGraw-Hill, 1992.Google Scholar
- 2.V. Richard Benjamins, Dieter Fensel and Asuncion Gomez Perez, Knowledge Management through Ontologies. In proceedings of the Second International Conference on Practical Aspects of Knowledge Management (PAKM), 29–30 October, 1998, pp. 5.1–5.12, Basel, Switzerland.Google Scholar
- 3.V. Richard Benjamins, Knowledge Management in Knowledge-Intensive Organizations. iSOCO white paper (available at http://www.isoco.com/isococom/whitepapers/files/km-88.pdf).
- 4.Torgeir Dingsøyr, Emil Røyrvik: Skills Management as Knowledge Technology in a Software Consultancy Company. In Proc. of 3rd International Workshop on Learning Software Organizations (LSO’01) September 12 & 13, 2001, Kaiserslautern, Germany.Google Scholar
- 5.Drew, S.A.W. “Building Knowledge Management into Strategy: Making Sense of a New Perspective,” Long Range Planning, February 1999Google Scholar
- 6.Green, P.C. Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies, San Francisco: Jossey-Bass Publishers, 1999.Google Scholar
- 7.Stephan H. Haeckel, Adaptive Enterprise: Creating and Leading Sense-And-Respond Organizations. Harvard Business School Press, Boston, Masachusetts.Google Scholar
- 8.Hebrero, C. Competency-Based HR Management, THE ERICSSON EXPERIENCE, 2001. Available at:: http://www.andersen.com/resource2.nsf/vAttachLU/HC competencvbasedHR/$File/Com petencv-Based%20HR%20Management.pdf.
- 9.Hwang, C.-L. & Kwangsun, Y. (1981). Multiple attribute decision making, methods and applications. In Lecture Notes in Economics and Mathematical Systems, number 186. Springer-Verlag, Berlin, Heidelberg, New York.Google Scholar
- 10.Merrill Lynch. The Knowledge Web, May 2000.Google Scholar
- 11.Sure, Y., Maedche, A. and Staab, S: Leveraging Corporate Skill Knowledge-From ProPer to OntoProPer. Third International Conference on Practical Aspects of Knowledge Management, Basel, Switzerland 2000/01/10.Google Scholar