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  1. Crawford, G.A.: Information as a strategicc contingency : applying the strategic contingencies theory of intraorganizational power to academic libraries (1997) 0.01
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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
  2. 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) 0.01
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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
  3. Top, J.: Objectifying domain knowledge (1996) 0.01
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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
  4. Caudle, S.L.: Strategic information resources management : fundamental practices (1996) 0.01
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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
  5. Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996) 0.01
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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
  6. Crawford, M.: Information as a commodity (1989) 0.01
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    Abstract
    Contribution to a special section on library and information management. Discusses the concept of information as an object of trade and the role of information workers in dealing with this commodity as being authorities on the quality and the value of information itself.
  7. Shinebourne, J.: Information management : paradigm, curriculum and profession in the Centre for Information Management, Thames Valley University (1995) 0.01
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    Source
    Library management. 16(1995) no.6, S.37-40
  8. Essers, J.; Schreinemakers, J.: Critical notes on the use of knowledge in knowledge management (1996) 0.01
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    Source
    Knowledge organization and change: Proceedings of the Fourth International ISKO Conference, 15-18 July 1996, Library of Congress, Washington, DC. Ed.: R. Green
  9. Simpson, H.: ¬The management of electronic information resources in a corporate environment (1993) 0.01
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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
  10. Stroetmann, K.: Information management for the '90s : a conceptual framework (1992) 0.01
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    Pages
    S.7-22
  11. Robertson, G.: What is information? (1996) 0.01
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    Source
    Managing information. 3(1996) no.6, S.22-23
  12. Dickson, N.: Understanding the information economy : putting theory back into practice (1997) 0.01
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    Date
    22. 2.1999 16:01:46
  13. Stokke, P.R.; Syvertsen, T.G.; Tilset, H.: Internet and a virtual value chain for the new industrial revolution (1996) 0.01
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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
  14. Kessels, J.: Knowledge productivity and the corporate curriculum (1996) 0.01
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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
  15. Beauchene, D.; Mahe, S.; Rieu, C.: Enterprise know-how capitalization and benchmarking with an enterprise organizational model (1996) 0.01
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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
  16. Jooste, A.; Duffy, N.: Knowledge management competencies as the building blocks of a knowledge rich organisation (1996) 0.01
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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
  17. Grundstein, M.; Barthès, J.-P.: ¬An industrial view of the process of capitalizing knowledge (1996) 0.01
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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
  18. Sangway, D.: Information management : maximising the value and reducing the costs of your information resources (1994) 0.01
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    Abstract
    Information management is about getting value for money out of information and information services and systems. The information management service functions are: the information technolgy department, records management and the library. Discusses why information management is important, and gives examples of information handling problems. Information management reduces oprating costs and improves performance. Suggests a flexible approach to information management which deals with development of a strategy, analysis of the business process, records management, workgroup computing and change management
  19. Herring, J.E.: Seeking convergence : educating the information manager (1994) 0.01
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    Abstract
    The BA Honours in Information Management course at Queen Margaret College, Edinburgh is a recently validated course which becomes an addition to the range of courses which can provide information professionals with a suitable academic background before entering the profession. The course is accredited by the Library Association. Outlines the course in terms of its aims, structure, direct professional links, and the contribution which graduates will be able to make to the information profession
  20. Bent, D.H.; McLachlan, J.S.: Demand for information managers : a Canadian survey (1994) 0.01
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    Abstract
    Reports results of a questionnaire survey of senoir information managers in Canada was undertaken by the Graduate School of Library and Information Science at Western Ontario University to estimate the employment demand for graduates in information management. Carefull attention was necessary to distinguish between information managers and other kinds of information professionals. The responses showed acceptance of the importance of information management education and indicated that opportunities will exist for graduates. The respondents provided guidance on what skills and attributes woulb be considered appropriate for information managers

Authors