Traditional system implementation methodologies provided practitioners with guidance of managing the tasks in a software implementation project. Progres- sively, these methodologies evolved into a set of ‘‘recommended collection of phases, procedures, rules, techniques, tools, documentation, management and training used to develop a system’’ [3]. The traditional linear (waterfall) approach assumed that systems would typically be superseded by newer systems. However, as IT systems become more integrated and software package costs increased, the wholesale replacement of IS has become prohibitively expensive. Complex IT systems are leveraged, upgraded, expanded, and refined, but are definitely not replaced.
An ERP system is unlikely to be replaced. Instead, it will be reworked and retooled to satisfy new or updated business processes and IS infrastructures [14]. Thus, the ERP lifecycle, like all legacy systems, normally relies upon the system’s perpetual maintenance. Each new project builds on the previous work the support group is the focus for all phases and across projects. ERP implementation teams are created and disbanded but the central support group persists and coordinates all necessary deliverables and skills required for maintenance and support of the system. This assumes that the support group has access to all information, deliverables, and knowledge from different project phases, because the original data and associated business rules are important to subsequent projects. As the custodian of the system knowledge, the support group can ensure that the information is available and utilized. Thus it is the eventual recipient of the phase deliverables and knowledge once a project team has completed its specific tasks and activities. Of course, this group is not solely technical in nature but becomes the knowledge storer and provider, like the
‘‘Ba’’ of Nonaka and Konno.
The use of third party resources is typical of many ERP projects. These include Subject Matter Experts from the software vendor or consultants hired to augment an organization’s skill base. To maintain self- sufficiency the organization must capture this intellec- tual capital, retain and manage it, and responsibly deploy it as needed.
3. Knowledge management
Sarvary provided an appropriate definition of knowl- edge and KM: ‘‘Knowledge is information plus the causal links that help to make sense of this information. KM might be seen as a process that establishes and clearly articulates such links’’. Knowledge management includes knowledge capture, documentation, and sharing within a project team or organization. It has increasingly become a business process, supported by database technologies and activities aimed at the creation and sharing of knowledge.本文来自辣.文,论-文·网原文请找腾讯752018766
As is well known, two types of knowledge exist. Explicit knowledge exists as words and numbers, which can easily be communicated. Tacit knowledge is personal and hard to formalize:subjective insights and intuition are examples.There are four possible conversion paths between these two types of knowl- edge: Socialization (S), Externalization (E), Combina- tion (C), and Internalization(I).大学生运动鞋消费情况调查问卷
In an organization, knowledge can be retained at three levels: individual (i), group (g), and organization (o). Each quadrant in the SECI model describes how knowledge changes. The process begins in the socializa- tion quadrant, where knowledge is tacit existing in individuals.This allows exchange of thoughts and ideas between individuals leading to an improved under- standing of the system, which results in knowledge creation. Once the tacit knowledge has been created, it can be formalized and standardized in order to be communicated in groups, which leads to explicit knowledge (E). Once explicit knowledge is created, it can be combined (C) with other explicit knowledge and expressed in a format that it can be retained at the
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