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Inhaltsangabe:Abstract: A new discipline that has arisen recently as a hot new topic for management is knowledge management. Not only is management challenged to face the strategic importance for competitive advantage that business consultants promise, but also information professionals who have been engaged in this subject already for quite a long time. This dissertation focuses on a comparison of knowledge management with information management, based on a model that embraces both information and knowledge. Founded on an examination of the unique characteristics of knowledge, the concept of knowledge management is introduced. To stay in synch with the pace of change in their operational and competitive environments organisations require a balance of organisational competencies for knowledge management and change proficiency. This requires a new kind of learning called double-loop learning and implies knowledge flows across organisational boundaries. Knowledge Management can be expected to fundamentally change the management perspective on movements such as Total Quality Management and Business Re-engineering, forcing management to basically rethink the theory of processes. Another focus of this dissertation is on the role that technology plays in knowledge management. As information professionals are traditionally concerned with technology it has been considered to look at knowledge management technology in more detail. Technology is one of six key factors facilitating knowledge management. The focus further on is on approaches to classify knowledge management technology and a survey of the knowledge management software market. The dissertation is accomplished through a glossary of the most important technical terms in context with knowledge management as well as a list of products from knowledge management vendors. The conclusion summarises the most important findings. Those are that information management and knowledge management complement each other, the first centring on the input-process-output sequence, the latter around the knowledge creation of people to deal with those processes. It becomes obvious that human resource management has to play its part in dealing with the soft part of knowledge management. Thus technology has a minor role in introducing knowledge management in an organisation though it can play an important part in supporting knowledge-related processes. Most companies have already got in place the technological [...]
Knowledge Management has evolved into one of the most important streams of management research, affecting organizations of all types at many different levels. The Encyclopedia of Knowledge Management, Second Edition provides a compendium of terms, definitions and explanations of concepts, processes and acronyms addressing the challenges of knowledge management. This two-volume collection covers all aspects of this critical discipline, which range from knowledge identification and representation, to the impact of Knowledge Management Systems on organizational culture, to the significant integration and cost issues being faced by Human Resources, MIS/IT, and production departments.
This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
In finding the logical by way of the illogical in Knowledge Management strategy, this book highlights key challenges and opportunities for businesses looking to improving the efficacy and extent of their knowledge management infrastructure.
A straightforward guide to leveraging your company's intellectual capital by creating a knowledge management culture The Complete Guide to Knowledge Management offers managers the tools they need to create an organizational culture that improves knowledge sharing, reuse, learning, collaboration, and innovation to ensure mesurable growth. Written by internationally recognized knowledge management pioneers, it addresses all those topics in knowledge management that a manager needs to ensure organizational success. Provides plenty of real-life examples and case studies Includes interviews with prominent managers who have successfully implemented knowledge management structures within their organizations Offers chapters composed of short theoretical explanations and practical methods that you can utilize, based primarily on hands-on author experience Taking an intellectual journey into knowledge management, beginning with an understanding of the concept of intellectual capital and how to establish an appropriate culture, this book looks at the human aspects of managing knowledge workers, promoting interactions for knowledge creation and sharing.
In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management. The issues the book addresses are central in the field today: * The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it" * The nature of knowledge processing * Information management or knowledge management? * Three views on the evolution of knowledge management * The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems * Is culture a barrier in knowledge management? * The Open Enterprise and accelerated sustainable innovation * Portals * How should one evaluate KM software? * Intellectual Capital * Measuring the impact of KM initiatives on the organization and the bottom line * KM and terrorism
"This encyclopedia will give readers insight on how other organizations have tackled the necessary means of sharing knowledge across communities and functions" -- Provided by publisher.
This book introduces readers to a wide range of knowledge management (KM) tools, techniques and terminology for enhancing innovation, communication and dedication among individuals and workgroups. The focus is on real-world business examples using commonly available technologies. The book is set out in a clear and straightforward way, with definitions highlighted, brief case studies included that illustrate key points, dialogue sections that probe for practical applications, and written exercises. Each chapter concludes with discussion questions, review questions, and a vocabulary review. An Online Instructor's Guide is available.
Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues. Table of Contents: Introduction / Background Bibliographic Analysis / Theorizing Knowledge in Organizations / Conceptualizing Knowledge Emergence / Knowledge "Acts" / Knowledge Management in Practice / Knowledge Management Issues / Knowledge Management and Decision Making / Social Network Analysis and KM / Implications for the Future / Conclusion
Demonstrates how an organization can manage its information more effectively in order to increase its capacity to learn and adapt. Examines the relationship between information management and the intelligent organization and highlights the concept of environmental scanning, defined as the acquisition and use of information about the organization's external environment. Discusses the management of information sources and examines the use and potential of online databases and Internet resources. Includes case studies of environmental scanning in several organizations.