Examinando por Autor "Crespo, J.M."

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    Decision making methodology to support the project implementation of knowledge management in business
    (2012-01-01) Paniagua, J.A.V.; Crespo, J.M.; Universidad EAFIT. Departamento de Administración; Administración y Organizaciones
    Normally the decision to implement investment projects in companies has an orientation toward a goal: prioritization of technical/financial (profit maximization or cost minimization), although there are other important objectives for the company. In this case, it is assumed that the other objectives are implied in the central objective. Because of this, objectives leading to non-profitable goals are often underestimated (such as managerial, coordinating, organizational, human, cultural, among others), which often leads to mistakes in the implementation stage of projects. In Knowledge Management (KM) Projects something similar can occur since important aspects can be ignored and this can help avoiding mistakes in their execution. Thus, some authors believe that when it comes to decision-making processes with different objectives, centralized tools or techniques on a single target are not the most relevant. Because of this, since the nineteen seventies, decision-making tools under multi objective or multi criteria approach have been developed. These tools allow a broader and comprehensive decision-making process in companies. In this sense, this paper proposes a methodology for guiding multi criteria decision-making processes to support the implementation of KM projects in companies. The method considers the stages of a decision-making process, besides the usage of multi objective analysis techniques. The proposed methodology gives a comprehensive view of decision-making, using qualitative and quantitative tools to support the implementation of KM projects in companies. The proposal stems from a reflexive qualitative research on the processes of implementation of KM in Colombian companies.
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    Methodology for implementing a collective intelligence creation model in business networks
    (2012-01-01) Crespo, J.M.; Paniagua, J.A.V.; Universidad EAFIT. Departamento de Administración; Administración y Organizaciones
    Implementing KM projects in companies normally aims at achieving better business performance in terms of quality of goods and services, reducing operation costs, improving production processes, optimizing physical resources and human talent, improving revenues and, appropriation and transmission of knowledge among the organization's employees, etc. Riesco states that implementing these kinds of projects has usually failed because of the trend to focus more on technical aspects and processes thanon culture and people. That is to say that, people have given priority to projects' operational issues, the required technology, physical infrastructure and processes; relevant issues like cultural change and organizational adaptation to the requirements demanded by these new ways of thinking and operating have been left aside. In other words, we may find that in KM projects, processes of planning andexecution are more relevant than matters that demand time and effort to the organization (e.g. structural, cultural and strategic changes). One possible consequence of not considering these issues could be individual and collective multiple barriers to the project's implementation or its failure. The risk of failing is higher if we take into consideration that some of these projects are not necessarily theresult of long term strategic developments but contingent responses to desires, market demands, competitor or client requirements, or simply some executive's training process. That lack of awareness of the importance of culture and people can make organizations focus its efforts on operative environments, ignoring the side effects that may emerge; this may bring unpredictable results and hinder operation and control of the project. In this sense, it is undeniable the need toaddress human affairs, culture, strategy and structure in implementing KM projects, especially if we consider processes ofaction and collective creation of knowledge in organizations. Consistent with this, this article aimsat presenting amethodology for the implementation of a model for building collective intelligence in business networks. This proposal issupported by the model to create collective intelligence in business networks designed by Martinez and Vasquez (2011). The article presents the processes to be followedto implement the model in a trade group, association, cluster or business network. The article details the elements required for the implementation of the model in each of its phases: internaldiagnosis, external diagnosis, planning and execution, and condensing results 1. The methodology favors implementing the model; it makes possible to obtain measurable results in terms of its impact on any organization, analyzing the feasibility of improvement or adjustments to it and a more practical appropriationof what the collective intelligence creation model intends.