-
Bonaventura, M.: ¬The benefits of a knowledge culture (1997)
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- Abstract
- Reviews the emergence of knowledge management as a discipline, presents a model for the flow of commercila knowledge through an organization (knowledge economies), and looks at the cultural and organizational ramifications of knowledge programmes (knowledge cultures). Discusses the technological superstructure in the context of one intranet application: coporate digital library. Asserts that applications of this type can only be said to be commercially successful when they are deployed in support of knowledge based iniatives where first order benefits can be realized, in particular improved market performance. Provides a prototypical benefit statement
-
Kocamustafaogullari, K.: Computer aided management for information processing projects (1995)
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- Abstract
- Describes a study of the nature of information processing projects and some of the project management programming packages used. Also describes an in house interface program developed to utilize a selected project management package, TIMELINE, by using ORACLE Data Base Management System tools and the Pascal programming language for the management of information system projects. Studies a sample application by using the developed system
- Date
- 22. 7.1996 19:40:59
-
¬The role of the information professional in the 'knowledge economy' (1998)
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- Abstract
- Report of inerviews with 7 members of the Editorial Board of 'Electronic Library' to determine their views on how information professionals should position themselves and what new and different things ought they to do in the face of the rise of the Knowledge Economy and in the face of incursions into the information field by other professional groups, such as accountants and information technology managers
- Date
- 22. 5.1999 19:59:16
- Source
- Electronic library. 16(1998) no.6, S.373-378
-
DeRoure, D.: ¬An open framework for collaborative distributed information management (1998)
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- Abstract
- The MEMOIR project supports researchers working with a vast quantity of distributed information, by assisting them in finding both relevant documents and researchers with related interests. It is an open architecture based on the existing Web infrastructure. Key to the architecture is the use of proxies: to support message routing for dynamic reconfiguration and extension of the system, to collect information about the trail of documents that a user visits, and to insert links on the fly. Presents the MEMOIR framework and its rationale, and discusses early experiences with the system
- Date
- 1. 8.1996 22:08:06
-
Davenport, T.; Prusak. L.: Learn how valuable knowledge is acquired, created, bought and bartered (1998)
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- Date
- 22. 5.1999 19:51:13
- Source
- Australian library journal. 47(1998) no.3, S.268-272
-
Thorell, L.: Doing business on the Internet (1994)
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- Abstract
- Discusses ways in which companies are exploiting the Internet to form intercompany networks with reference to 3 case studies: DEC (Digital); Silicon Graphics Inc; and Sun Microsystems
-
Martin, W.J.: Information management in the United Kingdom (1993)
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- Source
- Encyclopedia of library and information science. Vol.51, [=Suppl.14]
-
Lammers, I.S.; Eijnatten, F.M. van: Improving the management of knowledge in an automation department of a Dutch bank : embarking on action research (1996)
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- Abstract
- In contemporary practice it is widely asserted, that smart management of knowledge (KM) could be a new panacea for the ever-increasing market and environmental demands put an companies in order to become more flexible, leaming and innovative at the same time. Effective KM is becoming a strategic issue in innovative organizations. Traditionally, managers view knowledge as intangible: Being spread all over the company, it is predominantly hidden in all sorts of databases and in the tacit customs of their employees, and often of course it is securely and unattainable locked in their heads. Often managers have asked themselves difficult questions like: "How to manage something you can't see?" and "How do I know whether it is worth the effort?". Although KM as an issue can hardly be evaded nowadays, design-oriented research an how to come to grips with managing the company's intellectual capacities is still very limited. Action research, showing how KM is dealt with in actual practice, is lacking. Our contribution to the conference is straightforward. We wart to discuss the preliminary results of an action-research project that is currently carried out in a large Dutch bank. Our paper supports the ISMICK conference theme an the organization dimension of KM. Based an the literature an innovation, organizational learning and socio-technical systems design, a number of in-depth interviews were held to determine the possible contribution of KM to increase the controllability and flexibility of the automation department. A qualitative analysis of the data Show that over half of the problems (i.e. poor knowledge about the distinctive systems in the organization, insufficient skills levels, unproductive redundancy of activities, 'islands' of knowledge, and recurring mistakes) could be attributed to the company's inability to successfully manage its intellectual capital. Further analysis of the data showed, that the organizational structure and the maturity of the organization - in terms of Bolwijn & Kumpe (1991) - proved to be the dominant factor in determining the KM approach that would fit the organization. In order to lift the rigidities that resulted from the stock of systems to be maintained and from its bureaucratic structure, several suggestions were made in an attempt to solve the problems mentioned. Those suggestions have been discussed with stakeholders in the organization to increase their fitness for implementation. To improve KM in this organization asks for a multifocus renewal effort. Several approaches are distinguished (i.e. competence centers; dedicated career paths; cluster organization; knowledge infrastructure), each focused an a particular knowledge management problem. These proposals form a design oriented research agenda for the study at hand, while at the same time take the explicit aim to foster implementation in close collaboration with the main stakeholders.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Swartzberg, T.: Identifying and spreading expertise : The knowledge manager's brief: to disseminate a company's data and the know-how of its staff (1999)
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- Date
- 29.11.1999 12:18:22
- Source
- International Herald Tribune. 15. Nov. 1999, S.22
-
Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994)
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- Date
- 8. 3.1997 13:34:22
-
Vaughan, L.Q.: Information search patterns of business communities : a comparison between small and medium-sized businesses (1997)
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- Abstract
- To identify the information search patterns of business communities, 2 surveys were conducted, one aimed at small businesses and the other at medium sized businesses. Use of different information sources, especially the public library, for business purposes were examined. Results show that businesses obtain information more through informal sources than formal ones. The customer is the most important business information source. Although less than 50% of the businesses surveyed reported using public libraries for business purposes in the previous year, the majority of those who did use the library sought help from library staff. Public libraries are more important for small businesses, especially those in their early stages of development, than for medium-sized businesses
-
Raina, R.: Information marketing (1998)
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- Abstract
- Introduction to a special issue of this journal on information marketing. Emphasizes the increasing recognition by library and information managers that merely acquiring and storing information serves little purpose unless it can be delivered and put to effective use by those who need it. Looks at the extra pressure put on library managements by technological advances, often leading to greater user expectations. Considers the costs of information including its processing and repackaging: argues that library and information centres need to provide a greater variety of information products and services tailored for the specific needs of their different users, and these must also be effectively marketed
-
Crawford, G.A.: Information as a strategicc contingency : applying the strategic contingencies theory of intraorganizational power to academic libraries (1997)
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- Abstract
- This research examines the changes that electronic information technologies have caused on power within organizations. Based on the strategic contingencies theory of intraorganizational power, a model of organizational power is developed and tested. Major features of the model include a technology index, subunit power variables, environmental variables, and bases of power variables (structure, coping with uncertainty, centrality, and substitutability). According to canonical correlation analyses, changes in library automation and changes in the environment are related to changes in both the bases of power variables and power itself. The bases of power, in turn, are related to changes in the power of the library as measured by the percent of the institutional budget allocated to the library, the number of library positions, and the perception of power
-
Erdelez, S.; Doty, P.: Adapting knowledge management to a heterogeneous information environment : a case study of county judges and clerks in rural Texas counties (1999)
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- Abstract
- Heterogeneous information environments may cause many problems for knowledge managers. Common characteristics of these environments are complex work practices, non-standard problem solving techniques, and multiple reporting requirements. This paper presents some of the challenges to knowledge management revealed in a 1998 study of county judges and clerks in rural Texas courts. Both types of actors have complex job responsibilities with multiple facets. Their work practices are highly sophisticated, developed over many decades, and not easily transferable to digital environments. State oversight and reporting agencies play important roles in introducing information technologies into local court jurisdictions. The most important element that is missing from such initiatives, however, is a concern for integrated, practice-driven knowledge management processes. It is important to overcome the limited understanding that oversight agencies, technology vendors, and IT consulting firms have of local courts' work practices and knowledge management. To that end, the authors propose a model for integration of knowledge management work practices in local courts into large-scale state information systems. This model emphasizes the need for a holistic, well-integrated view of local practitioners' work and responsibilities
-
Top, J.: Objectifying domain knowledge (1996)
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- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Caudle, S.L.: Strategic information resources management : fundamental practices (1996)
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- Abstract
- In these days of shrinking budgets, increased workloads, and demands for better service, effective management of information resources is of paramount importance. Highlights 6 fundamental IRM practices in successful organizations that can improve government service delivery: directing IRM changes; integrating IRM decision making in the strategic management process; linking mission goals and IRM outcomes through perfromance management; guiding IRM project strategy and follow up through an investment philosophy; using business process innovation to drive IRM strategies; and building IRM/line partnerships through leadership and technical skills
-
Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996)
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- Date
- 12. 8.2002 13:22:13
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Shinebourne, J.: Information management : paradigm, curriculum and profession in the Centre for Information Management, Thames Valley University (1995)
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- Source
- Library management. 16(1995) no.6, S.37-40
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Essers, J.; Schreinemakers, J.: Critical notes on the use of knowledge in knowledge management (1996)
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- Knowledge organization and change: Proceedings of the Fourth International ISKO Conference, 15-18 July 1996, Library of Congress, Washington, DC. Ed.: R. Green
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Simpson, H.: ¬The management of electronic information resources in a corporate environment (1993)
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- Imprint
- London : British Library
- Source
- Electronic information resources and historians: European perspectives. Proceedings of the workshop organized by the British Library, Research and Development Department, British Academy, and the International Association for History and Computing, 25-26 June 1993. Ed.: R. Ross et al
