**9. References**

52 New Research on Knowledge Management Technology

The treatment of patients is the main goal in medicine. When a doctor has made (after examination) a diagnosis, the next step is to select the best form of treatment. Parallel to this, is a pathway of solving the patient's problems. Both are typical ways to get experience. There is a hypothesis that the proposed system of nodes feature different ontologies of expertise. These domains of influence have to be taken into account because of the diversity

Evolution of medical practice (treatment) involves interactions both within and among the foregoing aspects. Thereby, in Fig. 12 nodes correspond to the subcomponents of aspects of the patient-practitioner correlation. The system includes the provision of patient services. This process is supported by training and regulations having influence on the knowledge used for examination. There are two kinds of knowledge in the medical sector. Tacit knowledge is generated e.g. within experience. The emergence of relations in the presented system reflects both the application of knowledge into specific activities as well as the

Differently from linear or flat models of medical innovation, the undirectionality of pathways within this scheme does not confine the potential of innovation (grey area) only to scientific breakthroughs but at calls for appreciation of multiple sources across all domains. It is worth mentioning that the importance of variety in the system of innovation draws attention to the central role of institutions. Scientific progress requires such clearly defined system of understanding to describe the space in which ontological solutions are searched.

In knowledge based economy the role and importance of information and knowledge is still growing. Knowledge is becoming one of the most valuable assets in any organizations. Rapid progress in the field of scientific research – especially in medicine, new information and communication technologies, etc. enforce not only the necessity of innovation transfers but also the need of development and creation of knowledge. Knowledge discovery from

**6.2 System of medical ontologies as an exemplary ontology** 

of knowledge involved in health-care.

Source: own elaboration

**7. Conclusions** 

Fig. 12. Relations in the process of medical innovations

exchange of information across the relations.


**4** 

**A Delphi Study** 

*1Taylor's University 2Staffordshire University* 

> *3Freelance 1,3Malaysia 2UK*

**A Roadmap for Requirements Elicitation** 

The discipline of Knowledge Management (KM) has been around for quite some time. However, it has yet to find a successful formula of assimilation to benefit organizations today. Organisations are not able to leverage on its past successes, experiences and lessons learnt without an effective mode to capture tacit requirements. Knowledge Management

An organization's continued maturity is assessed not only for its financial strength but from its ability to leverage and build upon mainly its tacit and at times explicit nature of its intellectual capital whilst enabling co-creation of values (Lee & Choi, 2003). To manage both tacit and explicit knowledge in an organisation, it is imperative that a Knowledge

KMS requires a synergetic effort from an array of disciplines and perspectives armed with the correct technological tools to be the driving force towards a knowledge-sharing environment. Any KMS ought to look into the needs and demands of its people including cultural and organizational norms should it live up to its expectations and survive the test

Software engineering as a body of knowledge does not encapsulate people, cultural and organizational facets in a holistic sense within its software development processes. Herein

To explore how knowledge can be elicited to suit the needs of its stakeholder taking into

**1. Introduction** 

bridges this gap.

of time.

lies the gap.

**2. Problem statement** 

**3. Research question** 

Management System (KMS) be deployed.

account cultural and organizational norms.

**of Knowledge Management Systems:** 

Lorna Uden2, Akmal Rahim1 and Kanchana Chandran3

Sanath Sukumaran1, Hemalatha Ramalingam1,

