-
Kessels, J.: Knowledge productivity and the corporate curriculum (1996)
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- Date
- 11. 8.2002 17:06:29
- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Wiley, D.L.: ¬The organizational politics of the World Wide Web (1998)
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- Abstract
- The international conflicts within an organization may hinder the successful design and set up of a WWW site. Looks at the 3 most common routes that an organization may take to get on the Web, and presents guidelines for how to overcome the organizational politics that get in the way
- Date
- 22. 1.1999 18:41:46
- Source
- Internet reference services quarterly. 3(1998) no.2, S.23-29
-
Stock, W.G.: ¬Der Ort der Bibliotheken und Informationszentren in der Informationsgesellschaft (1995)
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-
Arlt, H.-J.; Prange, C.: Gut, dass wir gesprochen haben : Im Reformprozess von Organisationen kommt der Kommunikation eine Schlüsselrolle zu (2005)
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- Abstract
- In Reformprozessen kommt der Kommunikation ein besonderer Wert zu. Auch Organisationen müssen nun mehr Wert darauf legen, ihre Abteilungen und Zellen zu informieren und einzubinden. Die Strategie "Erfolg durch Ignoranz" funktioniert nicht mehr.
- Content
- "Solange einer alles selbst, macht, braucht er, sich nicht zu verständigen. Soll eine etwas für die andere tun, wollen mehrere etwas zusammenunternehmen, ist aber Kommunikation angesagt. Wir benutzen Lebensmittel, Verkehrsmittel, Arzneimittel und auch Kommunikations-, besser: Verständigungsmittel. Organisationen sind eingefrorene Verständigungen darüber, wer was zu erledigen und zu unterlassen hat. Die Organisation setzt gegen Verständigungsprozesse und Allzuständigkeiten die Routine und arbeitsteilige Spezialisierung durch. Das Schmerz- und Verlustempfinden, das beim Übergang von ei ner politischen Bewegung in eine Organisation artikuliert wird - die Grünen sind ein junges und schönes Beispiel -, beruft sich genau auf diese Minimierung der Kommunikationschancen: Stand vorher so ziemlich alles jeder Zeit zur Disposition, konnte vorher jede und jeder gleichberechtigt über das Große und Ganze ebenso wie über das konkrete Einzelne reden, so steht plötzlich - für die Organisation - das Meiste fest, sind jede Menge Tätigkeiten auf Dauer gestellt und die Zuständigen wollen nicht mehr mit jedem, sondern nur noch mit anderen Zuständigen reden. Organisationen reduzieren den Kommunikationsbedarf für kollektives Handeln, das ist ihr Vorteil, ihr Gebrauchswert. Wo Dialoge waren, liegen Formulare rum. Aus erlebtem Miteinander wird funktionales Nebeneinander. Organisiertes Handeln wird damit zugleich strukturkonservativ denn worüber nicht geredet wird, das wird auch nicht in Frage gestellt. Nun ist es in den modernen Marktgesellschaften mit Routine alleine nie getan gewesen. Besonders die Profit-Organisationen sind ständig mit neuem konfrontiert - ob positiv als Fortschritt, neutral als Entwickung oder negativ als Krise erlebt. Deshalb gehören jenseits der prinzipiell verringerten Kommunikation Information und Koordination zum laufenden Geschäft: Dauernd sitzt man in irgendwelchen Besprechungen. Wie die Kommunikation innerhalb von Organisationen so zu steu ern ist, dass Verständigung nicht zum Zeitdieb wird, alle Beteiligten gleichwohl das Gefühl haben, gut informiert zu sein und reibungslose Zugänge zu benötigtem Wissen zu haben, ohne zu vergessen, dass Wissen Macht ist - diese Rezepte füllen ganze Bücherregale. Die Klagen über keine, zu wenige, unbrauchbare, überflüssige, viel zu viele Informationen sind ein Evergreen im Alltag von Organisationen. Was manche Beteiligte als "Kommunikationsersparnis" loben, kritisieren andere als Informationsdefizit; der Mitteilungsbedarf von x ist das Störungspotenzial für y. Aber nicht nur die Beziehungen untereinander, die einzelnen Personen befinden sich selbst in einem widersprüchlichen Zustand der Unzufriedenheit. Als interessierte und engagierte Menschen haben sie das Gefühl zu wenig mitzubekammen, als. spezialisierte Stelleninhaber sehen sie sich mit Mitteilungen zugeschüttet,die sie nicht brauchen können. Organisationen geraten dann in Stress, wenn sie ihrer eigentlichen Funktion - den Verständigungsaufwand zu verringern - zuwiderhandeln müssen. Der Stress steigt mit der Veränderungsdynamik der Umwelt. Seit Ende des 20. Jahrhunderts befinden sich Organisationen unter Dauerstress. Den bisherigen Rhythmus von Beschleunigung und Beruhigung, von Reform und wieder "in Form sein" hat eine Kontinuität des Diskontinuierlichen abgelöst. Das vorsichtige Austauschen alter, stabiler Verhältnisse gegen neues, sich stabilisierendes Verhalten - das sind Reformprozesse, wie sie im 19. und 20. Jahrhundert alle Organisationen irgendwie hinbekommen haben.
Erfolg durch Ignoranz? Die gegenwärtige Zumutung besteht gerade darin, das Verhalten ständig offen und überprüfbar zu lassen für Kommunikationen, die es verändern könnten. Soziologen bezeichnen dies als "reflexive Modernisierung". Daraus wächst an die Organisationen die Anforderung, mehr Wert auf Kommunikation zu legen, aus Abteilungen, aus Zellen Möglichkeitsräume zu machen. Aus der Kommunikationsperspektive bedeuten der unternehmerische Herr-im-Haus-Standpunkt und die politische Maxime "Einigkeit macht stark" das gleiche: Erfolg durch Ignoranz. Was nicht zur Debatte steht, wird nicht geöffnet für die Entscheidung: Zustimmung oder Ablehnung. Da niemand alles berücksichtigen kann, da Endlosdebatten bessere Entscheidungen nicht garantieren, sind die Anteile von; Ignoranz, Information und Reflexion am Erfolg für Organisationen nicht leicht zu bestimmen. Klar ist nur, die Konsequenzen vermehrter Kommunikationsmöglichkeiten reichen weit und die meisten Organisationen sind unglücklich, weil ihre gewohnte Praxis ebenso offensichtlich defizitär wie jede Umstellung riskant ist. Die schlechteste Möglichkeit scheint zu sein, die Angst siegen zu lassen, denn Organisationen, die sich nicht aus eigener Kraft rekonstruieren, werden von externen Kräften destruiert. Die Beziehung der Zentrale zu den Dezentralen, das Verhältnis zwischen Standardaufgaben und Projekten, die Gewichte zwischen Kontrolle und Eigenverantwortung, die Anteile von Stabilität und Flexibilität, der Zusammenhang von Fakten und Visionen, so vieles muss rekontruiert und austariert werden. Und dabei ist an der Vorstellung eines vorübergehenden Gleichgewichts nur noch das Vorübergehende realistisch. Deshalb wird, Steuerung inzwischen häufig als "Change Management" bezeichnet. Genau besehen nur einanderes Wort für Kommunikationsmanagement. Dass sich alle Kommunikationen einer Organisation "managen" lassen, ist eine absurde Vorstellung. Schon intern bildet sich aus formellen Dienstwegen, den kreuz und quer verlaufenden Schleichwegen von Seilschaften, den gemütlichen Plauderplätzen für Gerüchte ein undurchdringlicher Dschungel. Nach außen zu den verschiedenen Anspruchsgruppen und Öffentlichkeiten wird es gänzlich unübersichtlichtrotz durchdachter Kampagnen, gepflegter Journalisten- und Kundenkontakte, sorgfältig eingefädelter Lobby-Aktivitäten. Die vornehmste Aufgabe des Kommunikationsmanagements besteht darin, FeedbackSchleifen zu organisieren. Reflexive Qualität gewinnt dabei nur solche Kommunikation, die interne und externe Reaktionen auf Organisationsentscheidungen offiziell zum Thema und dabei nicht die Kritiker, sondern die eigene Entscheidung zum Problem macht. Beschreibungen der eigenen Ignoranz nicht zu ignorieren, darf als das kommunikative Minimum jeder Organisation gelten, die eine Zukunft haben will."
- Date
- 9. 4.2005 11:11:29
- Footnote
- Bezugnahme auf die Bücher: Schick, Siegfried: Interne Unternehmenskommunikation. Strategien entwickeln, Strukturen schaffen, Prozesse steuern. Schäffer-Poeschel, Stuttgart 2005, 221 S. Dehner, Ulrich: Die alltäglichen Spielchen im Büro. Wie Sie Zeit- und Nervenfresser erkennen und wirksam dagegen vorgehen. Piper, München 2003, 230 S. Miller, Reinhold: Das istja wieder typisch. 25 Trainingsbausteine für gelungene Kommunikation in der Schule, Beltz Praxis, Weinheim 2004, 184 S.
- Issue
- Zweiter Teil der FR-Serie
-
Mußler, G.; Reiterer, H.; Mann, T.M.: INSYDER - Information Retrieval aspects of a business intelligence system (2000)
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- Abstract
- Dieser Beitrag beschäftigt sich mit INSYDER, einem visuell unterstützten Suchsystem im Umfeld der sogenannten Business Intelligence Systeme. Dabei liegt der Schwerpunkt dieses Beitrags in der Erläuterung der Information Retrieval- und Visualisierungsaspekte zur Unterstützung des Suchprozesses im WWW. Vorgestellt wird das Rankingverfahren, das Interaktive Relevance Feedback sowie die Beschreibung der Unterstützung des Benutzers bei der Formulierung der Suchanfrage mittels Visualisierung.
- Content
- This paper presents a visual information seeking system for the WWW called INSYDER. The aim of INSYDER is to find business information from the WWW. Information seeking - especially on the Web - is an imprecise process. Information seekers often have only a fuzzy understanding of how they can get the information they want. This paper focuses on the use of information retrieval and visualisation techniques of the INSYDER system to support the user in extracting information from the WWW, namely in formulating queries, refining and reviewing results
- Source
- Informationskompetenz - Basiskompetenz in der Informationsgesellschaft: Proceedings des 7. Internationalen Symposiums für Informationswissenschaft (ISI 2000), Hrsg.: G. Knorz u. R. Kuhlen
-
Jaaranen, K.; Lehtola, A.; Tenni, J.; Bounsaythip, C.: Webtran tools for in-company language support (2000)
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- Abstract
- Webtran tools for authoring and translating domain specific texts can make the multilingual text production in a company more efficient and less expensive. Tile tools have been in production use since spring 2000 for checking and translating product article texts of a specific domain, namely an in-company language in sales catalogues of a mail-order company. Webtran tools have been developed by VTT Information Technology. Use experiences have shown that an automatic translation process is faster than phrase-lexicon assisted manual translation, if an in-company language model is created to control and support the language used within the company
- Source
- Sprachtechnologie für eine dynamische Wirtschaft im Medienzeitalter - Language technologies for dynamic business in the age of the media - L'ingénierie linguistique au service de la dynamisation économique à l'ère du multimédia: Tagungsakten der XXVI. Jahrestagung der Internationalen Vereinigung Sprache und Wirtschaft e.V., 23.-25.11.2000, Fachhochschule Köln. Hrsg.: K.-D. Schmitz
-
Top, J.: Objectifying domain knowledge (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Ammann, E.: ¬A conception of knowledge and knowledge dynamics in an enterprise (2013)
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- Abstract
- A new conception of knowledge and knowledge dynamics is introduced. lt provides a three-dimensional model of knowledge with types, kinds and qualities. Built on this knowledge conception knowledge dynamics is modeled with the help of general knowledge conversions between knowledge assets. Here knowledge dynamics is understood to cover all of acquisition, conversion, transfer development and usage of knowledge. Through this conception we gain a sound basis for knowledge management and development in an enterprise. Especially the type dimension of knowledge, which categorizes it according to its internality and externality with respect to the human being, is crucial knowledge management, because knowledge should be made available by converting it to more external types. Several areas of applicability for this conception are discussed. First a approach to knowledge-intensive business processes in an enterprise is described, be it human-driven, knowledge-driven or task-driven processes. As an example for this approach, a model of the creative activity for the renewal planning of a product is given. Second, from a more company-wide company-wide and resource- oriented perspective, the various knowledge transformations between the different intellectual capital domains of an enterprise can be modeled with this approach. Other areas of applicability of the new conception are shortly addressed and include educational and organisational psychology.
- Series
- Fortschritte in der Wissensorganisation; Bd.12
- Source
- Wissen - Wissenschaft - Organisation: Proceedings der 12. Tagung der Deutschen Sektion der Internationalen Gesellschaft für Wissensorganisation Bonn, 19. bis 21. Oktober 2009. Hrsg.: H.P. Ohly
-
Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996)
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- Abstract
- This paper proposes a framework for analyzing management processes of inter-firm competence. Effective and efficient management of inter-firm competence is suggested to depend an a balance between knowledge systems and enabling information technologies. Knowledge processes comprise processes to collect, generate, diffuse, utilize and dispose knowledge. Managing these processes in an inter-firm environment poses some new challenges both to knowledge and information system development as well.
- Date
- 12. 8.2002 13:22:13
- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Stroetmann, K.: Information management for the '90s : a conceptual framework (1992)
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- Pages
- S.7-22
- Source
- Information management for information services - economic challenge for the 90's: Proceedings of a Workshop for Participants from Countries in Central and Eastern Europe and Developing Countries, Berlin, 13.-19. Oct. 1991. Ed.: B.G. Goedegebuure u. K.A. Stroetmann
-
Robertson, G.: What is information? (1996)
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- Abstract
- Discusses information in the context of information resources management arguing that it is an essential resource for every organization but one that needs to be managed better. Examines information as a resource, as an asset, as a commodity, as a rubbish
- Source
- Managing information. 3(1996) no.6, S.22-23
-
Dickson, N.: Understanding the information economy : putting theory back into practice (1997)
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- Abstract
- A practising librarian documents her attempts to gain a more sophisticated understanding of the information economy. Describes how understanding the theories in the commercialisation of information debate has: demystified issues, been an empowering experience, and helped inform her actions
- Date
- 22. 2.1999 16:01:46
-
Stokke, P.R.; Syvertsen, T.G.; Tilset, H.: Internet and a virtual value chain for the new industrial revolution (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Beauchene, D.; Mahe, S.; Rieu, C.: Enterprise know-how capitalization and benchmarking with an enterprise organizational model (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Jooste, A.; Duffy, N.: Knowledge management competencies as the building blocks of a knowledge rich organisation (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Grundstein, M.; Barthès, J.-P.: ¬An industrial view of the process of capitalizing knowledge (1996)
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- Series
- Advances in knowledge management; vol.1
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Batley, S.: ¬The I in information architecture : the challenge of content management (2007)
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- Abstract
- Purpose - The purpose of this paper is to provide a review of content management in the context of information architecture. Design/methodology/approach - The method adopted is a review of definitions of information architecture and an analysis of the importance of content and its management within information architecture. Findings - Concludes that reality will not necessarily match the vision of organisations investing in information architecture. Originality/value - The paper considers practical issues around content and records management.
- Date
- 23.12.2007 12:15:29
-
¬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
-
Toit, A. du: Developing a framework for managing knowledge in enterprises (1999)
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- Abstract
- The strategic management of knowledge assets for competitive advantage in enterprises is discussed. The paper presents a systematic approach that can be followed in order to improve the business value of the knowledge assets of an enterprise. The management of knowledge should not be done in an ad hoc or isolated manner. It should be integrated into the other management activities in the enterprise and linked to the strategic plan
- Date
- 29. 9.2001 20:42:32
-
Currie, W.L.: Organizational structure and the use of information technology : preliminary findings of a survey in the private and public sector (1996)
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- Abstract
- Examines several contextual factors relating to IT and organizational structure in private and public organizations. They include organization size; finance and accounting for IT; and management roles and responsibilities. A Questionnaire survey was sent to a random sample of public and private sector organizations ranging from local authorities, NHS trusts, banks, building societies and manufacturing firms. preliminary findings suggests that organizational restructuring is often implemented through ad hoc managerial strategies triggered by financial imparatives. Whilst IT plays a part in the restructuring process, complex environmental and internal influences on organization structure and IT make over generalizations highly problematic. This is irrespective of the sector in which the organization operates
- Date
- 22. 7.1996 19:46:16
