Search (111 results, page 1 of 6)

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Source

Information processing and management. 29(1993) no.2, S.229-240

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Abstract

The emergence of Knowledge Management (KM) over the last decade has triggered the question how or even whether this new management discipline can be distinguished from the established field of Information Management (IM). In this paper we critically examine this demarcation issue from two angles. First we will investigate to what extent the difference between IM and KM can be anchored an a conceptual distinction between their respective objects: information and knowledge. After having shown that this widely adopted strategy promises little success, we will shift our attention to an examination of the fundamental objectives or guiding principles behind both disciplines. Seen from this angle we argue that KM in order to foster organizational learning, innovation and strategy flexibility, should adopt a postmodern epistemological perspective that is geared to the management of incommensurability and difference within and between organizations.

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

Theme

Information Resources Management

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Abstract

While knowledge management is seen to be the biggest thing to hit the information profession since the Internet, the concept is surrounded by confusion. Traces the progress of knowledge on the information continuum which extends from data to informed decision. The reason for which knowledge management has suddenly become inluential is that its principal proponents now are not information professionals but management consultants seeking to retain their intellectual capital. Explains the reasons for this, the practical meaning of knowledge management and what information professionals should be doing to take advantage of the vogue

Source

Information world review. 1997, no.130, S.22

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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

Theme

Information Resources Management

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Footnote

Rez. in: Journal of documentation 47(1991) S.309-311 (J. Warner); Information processing and management 29(1993) no.4, S.524-525 (S. Edwards)

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Source

Information processing and management. 29(1993) no.1, S.13-28

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Date

19. 5.1998 20:04:29

Source

International journal of information management. 17(1997) no.5, S.377-386

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Abstract

Presents technology changes that are shaking the foundations of the methods previously employed by the library, archival and records management professions. Identifies current problems with what has worked in the past. Predicts what will be happening in the future and what effect it has on a global information society and the way the information professions need to proceed in the coming decades

Source

International information and library review. 29(1997) nos.3/4, S.319-331

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Abstract

Was ist Wissensmanagement? Wissensmanagement ist eine integrale Vorgehensweise, um das Wissen von Individuen, Teams, Organisationen oder Gesellschaften weiterzuentwickeln. Wissensmanagement verfolgt hierbei das Ziel, Wissen im Einklang mit der Unternehmensstrategie effizienter zu navigieren, zu erzeugen, zu nutzen und zu kommunizieren, um die Lebensfähigkeit und Kernkompetenzen von Unternehmen ständig zu verbessern. Da in den meisten Unternehmen weniger als 50 % des vorhandenen Wissens genutzt wird, ist Wissen der wichtigste Rohstoff der Zukunft. Wissen besteht aus Daten, beim Individuum erzeugten Informationen, aus zuvor gemachten Erfahrungen, aus Kreativität und ernotionaler Intelligenz. Wissen ist somit ein mehrdimensionales Phänomen, daß untrennbar mit den menschlichen Interfaces und ihren Interaktionen gekoppelt ist. Die Entwicklung des Wissensmanagements wird durch die Zunahme der Interaktionen im Internet nachhaltig beeinflusst. Die Vorteile eines gezielten Wissensmanagements sind ein kostengünstiger und schneller Zugang zu internen und externen Wissensquellen, die Reduzierung des Zeitaufwandes beim Hervorbringen von Innovationen, die Förderung der Kommunikations- und Teamfähigkeit bei den Mitarbeitern, Effizienzsteigerungen durch direkten Zugriff auf Daten durch alle Mitarbeiter, die Beschleunigung sämtlicher Unternehmensprozesse, eine effektivere Einbindung von Kunden in problemlösungsorientierte Netzwerke sowie die Möglichkeit der interaktiven Kommunikation und Simulation in komplexen Projektumgebungen. Erfolgreiches Wissens-Management erfordert interdisziplinäres Wissen, welches die unterschiedlichen Fachgebiete verbindet und dadurch zum Katalysator für Innovationen werden kann. Zielorientiertes Wissensmanagement erfordert die Lenkungsfähigkeiten im Hinblick auf Daten- und Informationserzeugung auf allen organisatorischen Ebenen zu verbessern. Dies ist die Voraussetzung, damit Führungskräfte, Sacharbeiter oder Studenten Gestaltungsprozesse mit der Ressource Wissen vornehmen können. Unternehmen, die zukünftig nicht über ein effizientes Wissens-Managenent verfügen, werden in einem wissensintensiven Wettbewerb nicht bestehen können.
Die Wissensstrategie versucht deshalb die Innovationsfähigkeit von Organisationen systematisch zu verbessern, mit dem Ziel, die Adaption an die Kundenbedürfnisse zu steigern. Statt lediglich einen Return on Investment (ROI) zu betrachten wird zunehmend auch ein Retum on Knowledge (ROK), d.h. eine qualitative Größe bei der Bewertung des Unternehmungserfolges eine Rolle spielen. Die Wissen-Strategie gibt dem Wissensmanagement eine konkrete Richtung und definiert, wo Wissensdefizite sind und welche neuen Wissensquellen erschlossen werden müssen. Wer Wissen in Unternehmen hortet ohne es weiterzugeben, schadet dem Unternehmen. Deshalb muß es das Ziel jeder Wissensstrategie sein, die Fähigkeiten der Mitarbeiter derart zu schulen, daß diese das Wissen mit anderen Teilnehmern teilen und gemeinsam weiterentwickeln. Da effizientes Wissens-Management auch eine intelligente Vernetzung von Unternehmen bedingt, werden Firmen, die ein zielorientiertes Management der Ressource Wissen betreiben wollen, nicht umhin kommen, ihre Unternehmensstrukturen den Hyperlink-Strukturen des Meta-Wissensnetzes Internet anzupassen. Wissen schafft Wachstum. Management von Wissen ist ein typischer Endo-Prozeß, da er innen bei den Individuen beginnt und sich mit der temporären Vernetzung zu Endo-Netzen im Rahmen von Teams oder größeren Diskussionsgruppen fortsetzt. Voraussetzung für die Generierung von neuem Wissen ist jedoch, daß die Wissensquellen frei zugänglich sind (Wissenstransparenz), daß das Wissen im Unternehmen zielgerichtet weitergereicht wird (Wissenskommunikation) und daß dieses Wissen von den Teilnehmern auch verwendet werden kann (Wissensanschlußfähigkeit).
Die Halbwertszeit neuer Technologien, Strukturen und Prozesse erfordert ein spezielles Wissensmanagement im Hinblick auf Innovationen und Erfindungen. Beispiele aus erfolgreichen Unternehmen wie Microsoft, Intel oder Compaq zeigen, daß durch die gezielte Nutzung und Weiterentwicklung des in den Unternehmen vorhandenen Wissens Kostensenkungs- und Wachstumspotentiale freigesetzt werden können, die mit herkömmlichen Verschlankungsansätzen oder ReorganisationskonzePten nicht hätten erreicht werden können. Qualitatives Wachstum durch Wissensaustausch erfordert jedoch Echtzeitsysteme, die instantane Diskussionen und Interaktionen in Internet-Foren, Intranets oder mit externen Netzwerken erlauben. Endo-Management. Beim Endo-Management (= Unternehmensführung im Cyberspace) geht es um die Gestaltung, Simulation und Lenkung von künstlichen Welten sowie die Wahrnehmung, Kommunikation und Interaktion mit diesen CyberWelten durch Virtuelle Realitäten. Netzwerke werden hierbei nicht im Rahmen von Markt- oder Organisationsuntersuchungen, sondern im Rahmen von Interfaces betrachtet, d.h. von Strukturen und Prozessen, die unsere Wirklichkeiten konstruieren. Die Vielfalt der simulierten Alternativen erfordert hierbei Freiräume für die Teilnehmer, damit neue Regeln sowohl für die Exo (Außen)- als auch die Endo (Innen)-Welten erfunden werden können.
Da der Mensch gleichzeitig Teilnehmer der physischen Exo-Welt sowie Teilnehmer der Endo-Welt des Computers im Rahmen des Cyberspace sein kann, hat er die notwendige ExoPerspektive (Super-BeobachterStatus) gegenüber der Simulation, um die Endo-Welten weiterzuentwickeln und zu verbessern. Darüber hinaus erfolgreiche Problemlösungen innerhalb des Cyberspace gegebenenfalls auch auf physische Exo-Welten übertragen werden. Ein Beispiel für erfolgreiches Endo-Management sind "Community Networks", d.h. Systeme, die sich an die gesamte Bevölkerung eines lokalen Gerneinwesens richten. Derartige Conirmunities haben das Ziel, Bürgerinnen und Bürger kostenlos bzw gegen ein äußerst geringes Entgelt an den Vorteilen der direkten Kommunikation und des echtzeitorientierten Wissensaustausches partizipieren zu lassen. Die Lenkungsproblematik wird oftmals von Software-Experten ignoriert und alleinig auf technologische Problemlösungen eingeengt. Es gibt jedoch keine Algorithmen für Communities, da diese sich durch die Wechselwirkung der Teilnehmer selbst organisieren und ständig neue Interfaces designen. Das Endo-Management von "Cornmunity-Networks" basiert hierbei auf folgenden Erfolgscharakteristiken: dauerhafte Identitäten, fortgesetzte Interaktion, Anschlußfähigkeit an vorhergehende Kommunikation, Transparenz der Handlungen der einzelnen Teilnehmer, eindeutige Spielregeln, eine relativ stabile Population, wohl definierte Grenzen sowie einen Mehrwert für die Teilnehmer, der in sozialen Bindungen oder einer Erhöhung des Wissens besteht

Date

29. 1.1997 18:49:05

Theme

Information Resources Management

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Abstract

The concept of knowledge management is becoming increasingly prevalent in academic and vocational literature. Reviews the conceptual foundations of knowledge management starting with a conceptual clarification of knowledge relative to data and information. Discusses the characteristics in terms of forms, levels and categories of knowlegde. Against this background seeks a definition of knowledge management which is compared with information management

Theme

Information Resources Management

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Date

25.12.2001 13:22:30

Series

The McGraw-Hill information systems, management and strategy series

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Footnote

Rez in: Information processing and management 33(1997) no.6, S.807 (P. Borlund)

Theme

Information Resources Management

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Source

Information processing and management. 31(1995) no.4, S.455-498

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Abstract

Argues that in defining knowledge management it is necessary to distinguish between 2 distinct types of knowledge: tacit or implicit, and explicit. Argues that explicit information can be written down or expressed in some tangible form while implicit information is hard to formalize and is rooted in subjective insights, intuitions and hunches. The focus of successful knowledge management programmes is to make implicit knowledge about organizational knowledge explicit and to put in place systematic processes that identify it, develop it, share it, and exploit it. Describes steps that information professionals can take to move beyond basic knowledge databases and from knowledge management to knowledge leadership. Here there is a shift of emphasis from knowledge management to knowledge creation and innovation

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Date

31.12.1996 19:29:41
22. 7.2000 19:04:41

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Date

29. 7.2001 10:22:25

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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

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Abstract

Criticizes the current processes of information management, with the objective of arriving at a new concept of the electronic document. Discusses problems of human language in the context of information management. Examines the problem of information from the point of view of the structure of knowledge, by analysing dysfunction in current processes of information management. Proposes a model of knowledge nearer to the human mind called 'document hypertext'. A combined interface of information management id also applicable in studies of hardware, graphic interfaces and metaphors of visualization of information. The current excessive fragmentation and artificial treatment of information structures could be avoided by simplifying of processes of information management and creating integral interfaces that bring information systems closer to the user

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Abstract

Information researchers are more concerned with exploring myths than advancing the field. Rejects the concept of information, claiming it to be reminiscent of the pipeline metaphor of communication. This claim is based on a constructive world view, sometimes recognised as radical constructivism, sometimes as second order cybernetics, but regarded here as sensible realism. Hence redefines information resources management as data management, since the only thing that can be stored, transferred or received in information systems is data. Their design must be based on this fact. Object orientation must be recognised as a superior approach when developing systems. Common data protocol design is the single most important task for the systems designer and systems performance cannot be improved through computer-human interface design

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Theme

Information Resources Management