Track 7: Information and knowledge management for decision making

The decisions that each individual makes at work every day impact the work and performance of other employees and thus also organisational performance. Organisations invest in technology and processes, which ensure that individuals have the right information and knowledge to make the right decisions. Internal and external data sources provide insights in customer behaviour or answer questions facing the business. However, it is up to the individual employees to interpret and share these insights in the context of their prior experience and the decisions they face. Knowledge management (KM) is an approach to identify, transfer and leverage the experience and knowledge of staff to achieve organisational objectives. Organisational intellectual assets to a great extent are represented as knowledge in the minds of people. Knowledge Management (KM) helps organisations to gain insights and understanding from the experience and knowledge of their own people.

In line with this year’s conference theme of “Data, Knowledge and Decisions”, the track welcomes papers that contribute to our understanding of 1) the role of explicit and tacit knowledge in decision making; 2) the way knowledge can contribute to enhancing organisational performance; 3) approaches to knowledge management that support decision processes at organisational and individual levels; 4) the integral role of data in knowledge creation and management; and, 5) research contributions discussing success and failure stories.

Topics of interest include, but are not limited to:

  • KM as an integral part of organisational work and decision making;
  • Acquisition, integration, creation, transfer, utilisation, and adoption of KM, in various organisational and societal contexts;
  • Process-based knowledge management
  • Leveraging data for enhancing decision-making and creating new knowledge;
  • Organisational and cultural issues of the ‘data-driven’ organisation;
  • Knowledge transfer and use for organisational transformation;
  • Design and development of KM initiatives to support decision making;
  • Management of knowledge workers and resources;
  • Impact of KM initiatives and applications on individual, group, and organisational performance;
  • Social networks for exploiting knowledge or creating intelligence;
  • KM in practice – success stories and failures.

Track Chairs

Rosemary Van Der Meer
University of Wollongong
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Nelly Todorova
University of Canterbury
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Professor Markus Bick
ESCP Europe
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