Search (45 results, page 1 of 3)

  • × theme_ss:"Information Resources Management"
  • × type_ss:"a"
  • × year_i:[2000 TO 2010}
  1. Srinivasan, U.; Ngu, A.H.H.; Gedeon, T.: Managing heterogeneous information systems through discovery and retrieval of generic concepts (2000) 0.05 
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    Abstract
    Autonomy of operations combined with decentralized management of data gives rise to a number of hetegrogeneous databases or information systems within an enterprise. These systems are often incompatible in structure as well as content and, hence, difficult to integrate. Depsite heterogeneity, the unity of overall purpose within a common application domain, nevertheless, provides a degree of semantic similarity that manifests itself in the form of similar data structures and common usage patterns of existing information systems. This article introduces a conceptual integration approach that exploits the similarity in metalevel information in existing systems and performs 'metadata mining' on database objects to discover a set of concepts that serve as a domain abstraction and provide a conceptual layer is further uitlized by an information reengineering framework that customizes and packages information to reflect the unique needs of differnt user groups within the application domain. The architecture of the information reengineering framework is based on an object-oriented model that represents the discovered concepts as customized application objects for each distinct user group
    Source
    Journal of the American Society for Information Science. 51(2000) no.8, S.707-723
  2. Scott, J.E.: Organizational knowledge and the Intranet (2002) 0.03 
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    Abstract
    The Intranet has been hailed as the solution to organizational technology issues as far reaching as faster information systems development, access to legacy system data, integration of incompatible systems, and progress toward the "paperless office." Moreover, intranets enable work-flow management and project management and are a platform for process redesign. Yet possibly the most far-reaching impact of the Intranet is an organizational knowledge. Intranets are providing institutions and organizations with opportunities to create knowledge. A large proportion of the pioneers are high-technology companies making use of intranets for knowledge-intensive new product development. Intranets enable community expertise to develop, as engineers brainstorm and give each other feedback in discussion groups and share product specifications and product test result queries. The scope of interest in intranets is evidenced by diverse articles and applications in the medical, legal, engineering, training, travel, technical, computer-related, and manufacturing industries. Although some definitions restrict intranets to internal information an internal webs accessed exclusively by internal users, in this article, we adopt a broader definition that includes customers and suppliers in the extended enterprise [also called an "Extranet"] and industrywide applications. Thus, an intranet is a "powerful tool for institution-wide communications, collaborative projects, and the establishment of a sense of community an a manageable scale". Despite the fact that many organizations have adopted the Intranet with great enthusiasm and there has been an avalanche of Web and journalistic articles an the Intranet since the end of 1995, theoretical research has been lacking. Evidence of the business value of the Intranet has been convincing but largely anecdotal. In addition, negative reports have surfaced an hidden costs, performance limitations, and organizational resistance. Such issues have been researched with political theories that explain how some constituents gain and others lose when there is organizational change associated with information technology (IT) implementation. Organizational learning theories also explain such contradictions by examining what affects the creation, integration, and management of knowledge and the facilitation of organizational memory. For example, the theory of organizational knowledge creation posits that autonomy, intention, redundancy, fluctuation and creative chaos, and requisite variety are conditions that induce the transfer of tacit and explicit knowledge in a spiral from individual to group, to organization levels. The findings from this analysis of reported implementations of intranets generate a theoretically based model relating organizational kowledge to the Intranet phenomenon. We extend the inductive concepts by analyzing example of enabling conditions and organizational knowledge creation modes an intranets, using Nonaka's theory of organizational knowledge creation as a guide. Our contribution is to develop a theoretical understanding of the Intranet phenomenon, with an initial framework to guide further conceptual and empirical research an the impacts and business value of the Intranet and to present implications for information systems (IS) developers, IS departments, management, and researchers.
    Source
    Encyclopedia of library and information science. Vol.70, [=Suppl.33]
  3. Kaps, G.; Nohr, H.: Erfolgsmessung im Wissensmanagement mit Balanced Scorecards : Teil 1 (2001) 0.01 
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    Abstract
    Der Beitrag beschäftigt sich mit der Erfolgsmessung im Wissensmanagement unter Anwendung der Balanced Scorecard. In Teil 1 werden verschiedene Methoden der Erfolgsmessung im Wissensmanagement verglichen, insbesondere wird gezeigt, wie sich die Balanced Scorecard einsetzen und gestalten lässt. In diesem Zusammenhang wird die Darstellung durch die klassischen Perspektiven erläutert und dann ein Ausblick auf Wissensperspektiven gegeben. In Teil 2 wird der Erarbeitungsprozess einer Scorecard erläutert und es werden Messgrößen entwickelt. Außerdem wird der Einfluss der Scorecard auf das organisationale Lernverhalten geschildert. Am Schluss wird Software vorgestellt, die das Konzept der Balanced Scorecard unterstützt
    Date
    22. 3.2001 13:20:44
  4. Wang, Z.; Chaudhry, A.S.; Khoo, C.S.G.: Using classification schemes and thesauri to build an organizational taxonomy for organizing content and aiding navigation (2008) 0.01 
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    Abstract
    Purpose - Potential and benefits of classification schemes and thesauri in building organizational taxonomies cannot be fully utilized by organizations. Empirical data of building an organizational taxonomy by the top-down approach of using classification schemes and thesauri appear to be lacking. The paper seeks to make a contribution in this regard. Design/methodology/approach - A case study of building an organizational taxonomy was conducted in the information studies domain for the Division of Information Studies at Nanyang Technology University, Singapore. The taxonomy was built by using the Dewey Decimal Classification, the Information Science Taxonomy, two information systems taxonomies, and three thesauri (ASIS&T, LISA, and ERIC). Findings - Classification schemes and thesauri were found to be helpful in creating the structure and categories related to the subject facet of the taxonomy, but organizational community sources had to be consulted and several methods had to be employed. The organizational activities and stakeholders' needs had to be identified to determine the objectives, facets, and the subject coverage of the taxonomy. Main categories were determined by identifying the stakeholders' interests and consulting organizational community sources and domain taxonomies. Category terms were selected from terminologies of classification schemes, domain taxonomies, and thesauri against the stakeholders' interests. Hierarchical structures of the main categories were constructed in line with the stakeholders' perspectives and the navigational role taking advantage of structures/term relationships from classification schemes and thesauri. Categories were determined in line with the concepts and the hierarchical levels. Format of categories were uniformed according to a commonly used standard. The consistency principle was employed to make the taxonomy structure and categories neater. Validation of the draft taxonomy through consultations with the stakeholders further refined the taxonomy. Originality/value - No similar study could be traced in the literature. The steps and methods used in the taxonomy development, and the information studies taxonomy itself, will be helpful for library and information schools and other similar organizations in their effort to develop taxonomies for organizing content and aiding navigation on organizational sites.
    Date
    7.11.2008 15:22:04
    Source
    Journal of documentation. 64(2008) no.6, S.842-876
  5. Krüger, S.: Wissen ist Macht : Portale weisen den Weg und öffnen Türen (2001) 0.01 
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    Abstract
    Grafische Benutzeroberflächen sind out - Portale sind wegweisend für moderne Computerarbeitsplätze in den Unternehmen. Das Einsatzgebiet reicht von Kommunikations- bis hin zu Dokumenten- und WissensmanagementLösungen. Tagtäglich werden in großen und mittleren Unternehmen umfangreiche Geschäftsdokumente produziert, E-Mails mit Lieferanten, Kunden sowie Geschäftspartnern ausgetauscht und Präsentationen für wichtige Anlässe erstellt. Mitarbeiter produzieren Informationen in Hülle und Fülle. Bei genauerer Betrachtung sind jedoch nicht alle Elemente von gleicher Bedeutung. Erst die Gewichtung, Bewertung und Anwendung des Wissens im jeweiligen Zusammenhang unterscheidet ein Unternehmen letzendlich von seinen Mitarbewerbern. Problematisch ist dabei, daß das Know-how einer Firma häufig nicht direkt zugänglich ist, weil es sich oft nur in den Köpfen der Mitarbeiter oder in unübersichtlichen Datenbanken und Dokumenten befindet. Diesen Schwierigkeiten kann mit verschiedenen Methoden begegnet werden: Mitarbeiter fahnden mit den unterschiedlichsten Software-Applikationen nach den gesuchten Informationen in E-Mail-Archiven, Datenbanken und Verzeichnissen auf Festplatten. Sie durchforsten Datenbanken und Aktenordner oder treffen zufällig am Kaffeeautomaten in der Halle einen Kollegen, der ihnen bei einem Kundenproblem weiterhelfen kann. Keine dieser Vorgehensweisen ist effizient. Die Suche in einem Ablagesystem ist zeitaufwendig und bindet wertvolle Kapazitäten. Im anderen Fall ist es vom Zufall abhängig, ob sich auf dem Flur oder am Getränkeautomat just in dem Moment ein Kollege aufhält der das Problem lösen kann. Intranets, die viele Unternehmen aufgebaut haben, um den Zugriff auf vorhandene Informationen zu verbessern, sind schon ein Schritt in die richtige Richtung. Allerdings bieten sie ausschließlich einen Überblick über die Infos, was oft nicht ausreicht. Es fehlt die individuelle Aufbereitung der Informationen im benötigten Kontext. Als Quellen beschränken sich derartige Anwendungen - ähnlich wie schon die Executive Information Systems (EIS) der, achtziger und neunziger Jahre - auf Datenbanken, die von betriebswirtschaftlicher Standardsoftware genutzt werden. Völlig außen vor bleiben jedoch wenig oder kaum strukturierte Informationsquellen wie Dokumente oder E-Mails. Diese Lücken schließen Portale, die im Umfeld von Knowledge-Management-Initiativen und -Projekten entstanden sind. Knowledge Management im Unternehmen befaßt sich mit dem Einsatz von Wissen, um Geschäftsziele zu erreichen. Darstellen läßt sich dieser Prozeß als zielgerichtete Kooperation einzelner Mitarbeiter und Teams. Als Transportmedium fungiert Software, die das vorhandene intellektuelle Kapital erfaßt, strukturiert im Kontext aufbereitet und durch geeignete Instrumente in einem Portal zugänglich macht. Dem Nutzer präsentiert sich ein Knowledge-Portal als Software in einem Browser. Von hier aus können Mitarbeiter Wissen aufspüren, gemeinsam verwenden und weiterreichen. Die Funktion eines derartigen Portals beruht auf einer Kombination von drei grundlegenden Technologien: Anwendungen, die persönliche, aber auch gemeinschaftlich genutzte Arbeitsumgebungen (Community Places) bereitstellen. Software, die im Netzwerk eine Kommunikation und Kooperation in Echtzeit ermöglicht. Persönliche Dienste in Form einer einheitlichen Benutzeroberfläche für den Zugriff auf andere DesktopProgramme, das Internet und im Unternehmen vorhandene Datenbanken. Durch die gleichzeitige Anzeige in mehreren Fenstern verschafft sich der Benutzer einen Überblick über das gesamte zur Lösung eines Problems benötigte Informationsangebot. Entwickeln lassen sich Community Places durch den Einsatz von Wissens-Schablonen, die die Werkzeuge und Methoden liefern. Wissensansichten (Portlets) sind Fenster zu Büroanwendungen, zum Beispiel Textverarbeitung. Kalkulationssoftware und E-Mail, zu Backend-Systemen, wue Personalwesen, Buchhaltung und mehr, zu Bildern Web-Seiten und anderen Formen von Geschäftswissen. Diese Individualisierbarkeit ist ein wichtiges Merkmal von Knowledge-Portalen und unterscheidet sie von Ansätzen, die nur wenige Anpassungsfunktionen und eine unflexible Benutzeroberfläche bieten. Schablonen versetzen Unternehmen in die Lage, die ihren Geschäftsaktivitäten angemessenen Wissensansichten rasch und problemlos zu entwickeln und einzusetzen. Wissensansichten präsentieren dem Anwender unterschiedlichste Inhalte, wie Kalender, Aktivitätenlisten, Datenbanken, E-Mails und andere Formen von Geschäftsinhalten. Daher eignen sich Wissensansichten hervorragend für die Präsentation von Informationen in persönlichen und gemeinschaftlich genutzten Arbeitsumgebungen. Knowledge-Portale sind eine - wenn auch wichtige - Untermenge einer umfassenden Knowledge-Management-Strategie. Im Kern geht es beim Knowledge Management um die systematische Kooperation von Einzelpersonen und Teams, die Informationen aus Dokumenten, Datenbanken sowie das Know-how von Experten gemeinsam nutzen.
  6. Vasudevan, M.C.; Mohan, M.; Kapoor, A.: Information system for knowledge management in the specialized division of a hospital (2006) 0.01 
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    Abstract
    Information systems are essential support for knowledge management in all types of enterprises. This paper describes the evolution and development of a specialized hospital information system. The system is designed to integrate for access and retrieval from databases of patients' case records, and related images - CATSCAN, MRI, X-Ray - and to enable online access to full text of relevant papers on the Internet/WWW. The generation of information products and services from the system is briefly described.
    Source
    Knowledge organization, information systems and other essays: Professor A. Neelameghan Festschrift. Ed. by K.S. Raghavan and K.N. Prasad
  7. Murthy, S.S.: ¬The National Tuberculosis Institute, Bangalore : recent development in library and information services (2006) 0.01 
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    Abstract
    Briefly describes the information products and services, the related databases, development of digital library and web-resources and web-based services, vocabulary control tools, networking, and other projects of the Library of the National Tuberculosis Institute (NTI), Bangalore. Acknowledges the involvement of and advice and assistance provided by Prof. A. Neelameghan to these programmes and projects.
    Source
    Knowledge organization, information systems and other essays: Professor A. Neelameghan Festschrift. Ed. by K.S. Raghavan and K.N. Prasad
  8. Van der Walt, P.W.; Toit, A.S.A. du: Developing a scaleable information architecture for an enterprise-wide consolidated information management platform (2007) 0.01 
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    Abstract
    Purpose - This article aims to address the concept of information architecture as a way of visualising and describing the various information assets and the interaction of these assets within an enterprise. Design/methodology/approach - The establishment of the information architecture is illustrated through a case study within a large conglomeration of companies requiring scaleable information architecture in order to address its information requirements. Executives who are considered influential in the overall management of the group were interviewed. Findings - The requirements expressed during the interview process, as well as observations made during meetings and general discussions with the various role-players within the enterprise, gave the project team the necessary confirmation of the information requirements of the enterprise. Research limitations/implications - As there is no direct integration between the underlying systems and networks, this had to be taken into consideration for the design of the information architecture. Originality/value - The information architecture established in the enterprise forms the basis of support in delivering future information requirements for the enterprise.
  9. Gerbé, O.; Mineau, G.W.; Keller, R.K.: Conceptual graphs, metamodelling, and notation of concepts : fundamental issues (2000) 0.01 
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    Abstract
    Knowledge management, in particular corporate knowledge management, is a challenge companies and researchers have to meet. The conceptual graph formalism is a good candidate for the representation of corporate knowledge, and for the development of knowledge management systems. But many of the issues concerning the use of conceptual graphs as a metalanguage have not been worked out in detail. By introducing a function that maps higher level to lower level, this paper clarifies the metalevel semantics, notation and manipulation of concepts in the conceptual graph formalism. In addition, this function allows metamodeling activities to take place using the CG notation
  10. Kaps, G.; Nohr, H.: Erfolgsmessung im Wissensmanagement mit Balanced Scorecards : Teil 2 (2001) 0.01 
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    Abstract
    In Teil 2 wird der Erarbeitungsprozess einer Scorecard erläutert und es werden Messgrößen entwickelt. Außerdem wird der Einfluss der Scorecard auf das organisationale Lernverhalten geschildert. Am Schluss wird Software vorgestellt, die das Konzept der Balanced Scorecard unterstützt
  11. Dietlein, S.; Studer, R.: Knowledge Management @ work (2000) 0.01 
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    Abstract
    "Haben wir doch schon immer so gemacht", wird uns oft entgegengehalten, wenn von Wissensmanagement die Rede ist. Ist Wissensmanagement also ein alter Wein in neuen Schläuchen? Wir sind sicher, mit einem klaren Nein! antworten zu können. Hinter dem neuen, zugegeben allzu häufig strapazierten Begriff liegt ein Paradigmenwechsel in der Informationsvernetzung. Wissensmanagement ist die Abkehr von technologisch getriebenen Systemen und die Hinwendung zu ganzheitlichen, von den Inhalten bestimmten Systemen. Unser Vortrag zeigt Schlaglichter auf ein hochaktuelles Konzept, das in der Zusammenarbeit zwischen einem Beratungsunternehmen (Arthur D. Little) und einem IT-Unternehmen (LARS Software GmbH) enstanden ist und sich mehrfach als Best Practice in der Praxis bewährt hat. Darüber hinaus zeigen wir erstmals eine Vorschau auf die Zukunft des Wissensmanagements. Systeme von morgen werden Wissen neu generieren, durch Zusammenfügung von Fakten- und Methodenwissen. Die Darstellung folgt der gemeinsamen Produktstrategie in der strategischen Kooperation der Firmen LARS Software GmbH und Ontoprise GmbH
  12. Fischer, G.; Ostwald, J.: Knowledge management : problems, promises, realities, and challenges (2001) 0.01 
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    Source
    IEEE intelligent systems. 16(2001) no.1, S.60-72
  13. Rüegger, R.: ¬Die Qualität der virtuellen Information als Wettbewerbsvorteil : Information im Internet ist Sprache - noch (2000) 0.00 
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    Pages
    S.17-22
    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
  14. Blumauer, A.; Fundneider, T.: Semantische Technologien in integrierten Wissensmanagement-Systemen (2006) 0.00 
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    Abstract
    Die Adaption von Techniken und Verfahren des Semantic Web für Inhouse-Lösungen adressiert neben dem Themenkreis Enterprise Information Integration (Eli) zumeist neue Handlungsoptionen für das Wissensmanagement, die über den derzeit am öftesten diskutierten Anwendungsfall "intelligente Suchmaschine" beträchtlich hinausgehen. In diesem Beitrag werden die vielfältigen Einsatzmöglichkeiten semantischer Technologien im betrieblichen Kontext systematisch anhand der Architektur eines integrierten Wissensmanagement-Systems diskutiert und hinsichtlich ihrer Einsatzszenarien untersucht.
  15. Eickhoff, A.: Wissensmanagement : für die Praxis nutzbar gemacht! (2001) 0.00 
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    Source
    Online Mitteilungen. 2001, Nr.70, S.21-22 [=Mitteilungen VÖB 54(2001) H.2/3]
  16. Scheid, E.M.; Gropp, I.: Taxonomie : von der Last zur Chance (2001) 0.00 
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    Abstract
    Erfahrungen bei der Einführung von Wissensmanagement zeigen, dass eine ganzheitliche Herangehensweise erforderlich ist. Ausgehend von der Darstellung eines Vorgehensmodells zum Wissensmanagement betrachtet der Artikel speziell das Thema Klassifikation von Informations- und Wissensbeständen. Die Verfügbarkeit einer sinnvollen Klassifikation hat entscheidenden Einfluss auf die Akzeptanz und optimale Nutzung des technisch realisierten Wissensmanagements. Sie bietet den Vorteil, dass die Nutzer des Systems eine gemeinsame Sprache bzw. Semantik zur Beschreibung der Wissensinhalte verwenden und somit gleiche Inhalte auch gleich bezeichnen
  17. Batley, S.: ¬The I in information architecture : the challenge of content management (2007) 0.00 
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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.
  18. Dembowski, H.: Selbst Pausenschwatz dient dem Wissensmanagement : Kenntniserwerb stellt Firmenleitungen vor vielfältige Schwierigkeiten (2001) 0.00 
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    Content
    "Azman Rahman brauchte dringend Rat: Um für Siemens einen lukrativen Breitband-Telekom-Auftrag von der malaysischen Regierung an Land zu ziehen, musste er herausfinden, wo der Konzern schon eine vergleichbare Infrastruktur aufgebaut hatte. Hilfe kam per Internet aus Dänemark. Die skandinavischen Kollegen verrieten auch gleich, welche Probleme bei der Installation aufgetreten waren. Dank dieser Kenntnisse hatte Rahman Erfolg. Die Münchner Konzernzentrale wertet diese Erfahrung aus dem vergangenen Jahr bis heute als großen Triumph ihres Wissensmanagements. "Wir verfügen über ein enormes Know-how in 190 Ländern", erläutert Sprecher Constantin Birnstiehl. Die Herausforderung sei, im Bedarfsfall sofort den kompetenten Kollegen unter rund 460 000 Leuten zu finden. Das Schlagwort Wissensmanagement beschäftigt längst nicht nur die Verantwortlichen in Großkonzernen. Auch kleine und mittlere Unternehmen müssen dafür sorgen, dass sie Kenntnisse pflegen und mobilisieren. Technische Innovationen, schneller Wandel von Produkten und Märkten, ungewohnte Chancen jenseits der heimischen Grenzen - es ist längst nicht mehr selbstverständlich, dass Führungskräfte und Belegschaften ausreichend informiert sind. Was daraus folgt, formuliert Marianne Massing vom arbeitgebereigenen Institut der deutschen Wirtschaft in Köln (IW): "Konkret heißt das, Wissen und Wissenslücken im Unternehmen aufzudecken, mehr Wissen zu erwerben und zu entwickeln, Wissen zu verteilen, zu speichern und zu nutzen." Die Fachleute vom IW-Projekt Klug ("Kenntnisse leiten zu unternehmerischen Gewinn", www.iw-klug.de) empfehlen mehrere Strategien. Dazu zählt, die Konkurrenz systematischer zu beobachten als bisher. Bewährt haben sich auch ,Gelbe Seiten", auf denen Kollegen angeben, womit sie sich auskennen. Es besteht durchaus Interesse daran, Hobbys und Sprachkenntnisse mit in die Liste aufzunehmen; denn manchmal wird jemand gesucht, der japanische Tischsitten erklärt oder einen französischen Brief übersetzt. Technik ist nützlich - aber nicht alles. Siemens hat 1999 im internen Rechnersystem seiner Telekom-Ausrüstungs-Sparte ein Share-Net" eingerichtet. Inzwischen nutzen es 15 000 Nutzer, ihr Infoaustausch sorgte im vorigen Turnus für 250 Millionen Mark zusätzlichen Umsatz. Dennoch betont. Birnstiehl: Software ist nur 20 Prozent der Lösung." Der Rest sei eine Frage der Unternehmenskultur. Alle Wissensmanager stehen vor einem zentralen Dilemma. Ansehen und Einfluss von Fachkräften beruhen auf ihren persönlichen Kenntnissen. Gerade hochbezahlte Leute wollen ihr geheimes Herrschaftswissen" oft nicht verraten, berichtet Birnstiehl. Allerdings wachse die Bereitschaft, andere am eigenen Erfahrungsschatz teilhaben zu lassen, mit der Aussicht darauf, in schwieriger Lage selbst unterstützt zu werden. Es gelte, Vertrauen zu schaffen. Um die Belegschaft zum Austausch zu motivieren, belohnt der Konzern alle Nutzer des Share-Net mit Punkten - ob sie nun Daten abrufen oder neue Einsichten abspeichern. Die Konten können, je nach Punktestand, gegen Bücher, Handys und sogar Sprachreisen eingetauscht werden. Das IW weiß, dass nicht alle Firmen solchen Aufwand betreiben können. Es rät deshalb Mittelständlern, schlichtere Methoden zu nutzen - beispielsweise Facharbeiter oder Vertriebsexperten gründlich zu interviewen. Vor allem sollten die Kompetenzen älterer Beschäftigter dokumentiert werden, bevor sie aus dem Betrieb ausscheiden. Auch die gezielte Rekrutierung von zusätzlichen Fachkräften ist ein Mittel des Wissensmanagements. Allerdings warnt das IW-Team davor, nur auf formale Verfahren zu setzen. Kenntnisse werden nämlich oft in lockerer Runde weitergegeben. Eine gemütliche Cafeteria lädt zum Schwatzen ein und dient deshalb auch der Kompetenzsicherung. Gerade lässiger Pausenplausch kreist häufig um Arbeitsthemen. Allerdings birgt auch diese Methode wieder Dilemmata: Informelle Geselligkeit lässt sich kaum von oben verordnen. Und zu viel Kaffeeklatsch dient nicht der Produktivität"
  19. Oliver, G.: Information culture : exploration of differing values and attitudes to information in organisations (2008) 0.00 
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    Abstract
    Purpose - The purpose of this article is to explore the concept of information culture, and to demonstrate its utility when considering information management in organisations. Design/methodology/approach - Case studies were conducted of organisations with similar functions, located in regions likely to have different cultural dimensions. Findings - The findings show that different values and attitudes to information are influencing factors of the information culture in the organisations studied. Practical implications - Knowledge and understanding of the features of information culture will assist with addressing the challenges of organisational information management in this globalised age. Originality/value - This research adds to the body of knowledge about information culture, in particular national dimensions.
    Source
    Journal of documentation. 64(2008) no.3, S.363-385
  20. Kelly, C.: Managing the relationship between knowledge and power in organisations (2007) 0.00 
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    Abstract
    Purpose - The purpose of this paper is to focus on knowledge management implementation from an organisational culture perspective and analyse the relationship between knowledge and power within this context. It outlines the reasons why knowledge is a power resource, and proposes that, as such, it can only be managed successfully within the framework of an effective and legitimate use of all organisational power resources. The paper looks at the factors that constitute a legitimate use of power in the Western organisational context of the twenty-first century which in turn engenders the development of trust within employment relationships. The development of trust ensures that knowledge is used to further the achievement of organisational goals. Finally, the paper addresses the ways in which effective knowledge management practice contributes to this desired state, and outlines the role of the knowledge manager in facilitating this. Design/methodology/approach - The method adopted is a literature-based analysis of the main issues covered. These include: the development of the knowledge society and attendant theories around optimal organisational structures, the relationship between knowledge and power, the development of legitimate authority within organisations, and how this impacts on the creation of trust, and finally the impact which the presence of trust has on knowledge-sharing behaviours within the organisation. Findings - Pulling together evidence from across a wide range of academic disciplines leads to the conclusion that the successful management of the relationship between access to knowledge and access to power must be framed within an overall organisational context, in which all power resources are seen to be exercised in a legitimate manner. In this context, knowledge is no longer regarded as a personal power resource, but rather as a communal resource which will then be more likely to be shared freely in order to facilitate the joint and mutually beneficial achievement of organisational goals. Underpinning this organisational dynamic is an environment of trust. Originality/value - The paper provides a summary of the literature around pivotal aspects of the question of the relationship between access to knowledge and the perception of knowledge as a source of power in the organisational context. It pulls together a range of material looking at the needs of the knowledge economy and at issues around the development of legitimate authority and the development of trust in the organisational context. It then relates this back to the successful development of a knowledge-sharing culture, and outlines the role of the knowledge manager in working with employees at all levels in the organisation in developing an optimal culture for knowledge creation and sharing.

Authors

Languages

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  • d 20

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