**7. References**

134 New Research on Knowledge Management Technology

Never stepping on brake tester cylinders.

safety procedures.

shoes).

**6. Conclusion** 

Keeping inspection pits in service station covered after work.

Fig. 14. The risk evaluation based on *probability* and *severity of consequence* 

Using only recommended safe tools for work with batteries.

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This paper describes the SMEs knowledge and knowledge management key processes, the professional risk assessment as part of SMEs risk management process and presents a method to build knowledge based system to assess the profesional risks, starting from a SMEs knowledge management framework. Every business decision involves an element of risk (Lam, 2003). General idea that shows the importance of this system of occupational risks assessment consists in the fact that nothing can be achieved without a motivated/interested staff. The new methods, technologies, tools, techniques can be implemented only with the people and for people. It is particularly important that any technique or method to be presented by such a way as to appear in the eyes of the staff as a useful tool, and not as a tool for monitoring employee activity or suppressing it. In the European countries more then 95% of the companies are small and medium-sized enterprises (SMEs) and majority of the European Union employees work in these companies. In Romania just few SMEs develop proper risk measure and cover mechanisms. Regarding our companies the RMP in


A Knowledge Management Framework as Knowledge Bases

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**9** 

 *Latvia* 

**Agent Based Personal Knowledge** 

**Management System Supported by** 

Kaspars Osis1 and Janis Grundspenkis2

**Mobile Technology Cross-Platform Solution** 

A historic transition from the industrial age to the information age has happened during several previous decades. The industrial age can be characterized by following: standardized information routines, usage of fixed procedures, and creation of material goods and consumption of them. In opposite the information age is focusing on creation and consumption of information, usage of ad-hoc approaches and non-standardized information for decision making. During this time of transition the Web has developed very rapidly along with information explosion. That has led to a notion of information overload. In organizations workspace environment and equipment is turning to be more sophisticated. Also learning environment is becoming more information and technology dense. As a result work is becoming increasingly complex (Wiig, 2004) requiring additional knowledge and skills to handle it. In turn that leads to recognition that knowledge has become a very important asset both for individuals and for organizations. Thus knowledge more increasingly has been seen as an active area of research. Notions of knowledge work and accordingly of knowledge worker have strengthen their positions out of transition from

Much of attention is focused towards researching different knowledge related areas. Knowledge management (KM) is one of such areas. It was first defined by Wiig in 1986 (Wiig, 1997). As per (Tiwana, 2002) KM has three basic processes: knowledge acquisition, sharing, and utilization. Knowledge is divided in two broad categories: tacit (i.e. tacit knowing) and explicit (i.e. explicit knowing) (Polanyi, 1966). There are also several other ways of classifying knowledge based on particular perspective of research (Maier, 2004). Majority of research is connected with knowledge that we do know and with knowledge we know that we do not know. However per (Frappaolo, 2004) there still remains knowledge which we do not know that we know and knowledge which we do not know that we do not know. Thus we propose a new concept of knowledge substance to encompass all knowledge

New technological solutions such as mobile technology and accordingly different types of mobile devices have appeared in addition of transition to the information age and development of the Web and the Internet. These devices have greatly influenced

**1. Introduction**

information to knowledge.

elements (KE) as a basis for further research.

*1Faculty of Engineering, Vidzeme University of Applied Sciences, Valmiera 2Institute of Applied Computer Systems, Riga Technical University, Riga* 

Zach, M.; McKeen, J. & Singh, S. (2009). Knowledge management and organizational performance: an exploratory analysis. *Journal of Knowledge Management*, Vol. 13, No. 6, pp. 392-409, ISSN 1367-3270
