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Impacts from Using Knowledge: A Longitudinal Study from a Nuclear Power Plant

Impacts from Using Knowledge: A Longitudinal Study from a Nuclear Power Plant

Murray E. Jennex
Copyright: © 2008 |Volume: 4 |Issue: 1 |Pages: 14
ISSN: 1548-0666|EISSN: 1548-0658|ISSN: 1548-0666|EISBN13: 9781615203970|EISSN: 1548-0658|DOI: 10.4018/jkm.2008010105
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MLA

Jennex, Murray E. "Impacts from Using Knowledge: A Longitudinal Study from a Nuclear Power Plant." IJKM vol.4, no.1 2008: pp.51-64. http://doi.org/10.4018/jkm.2008010105

APA

Jennex, M. E. (2008). Impacts from Using Knowledge: A Longitudinal Study from a Nuclear Power Plant. International Journal of Knowledge Management (IJKM), 4(1), 51-64. http://doi.org/10.4018/jkm.2008010105

Chicago

Jennex, Murray E. "Impacts from Using Knowledge: A Longitudinal Study from a Nuclear Power Plant," International Journal of Knowledge Management (IJKM) 4, no.1: 51-64. http://doi.org/10.4018/jkm.2008010105

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Abstract

This is a longitudinal case study that explored the relationship between use of organizational memory and knowledge, knowledge management, and knowledge worker productivity within the engineering group at a nuclear power plant. Three data points were taken over 5 years. The group used a knowledge management system (KMS) and it was found that the system improved effectiveness/productivity of the organization. The organization had not identified measures for determining productivity improvements, so the key results of the case study are models showing the impact of knowledge use on productivity.

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