Search (89 results, page 1 of 5)

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Abstract

In the competitive equation for the future Economies become knowledge-based. Therefore in Knowledge Intensive Firms (KIFs) the strategie management of knowledge becomes increasingly important. Im this paper three important conditions for efficient and affective knowledge acquisition are identified: Coordination, Communication and long term Contract. Research by the author showed that co-ordination is a relative important condition for Small and Medium sized industrial KIFs. For larger national and multinational industrial KIFs communication and Jong term contracts are relative important conditions. Because of the lack of time for co-ordination and communication a small and medium sized KIF should welcome am extemal knowledge broker as intermediary. Because knowledge is more than R&D a larger industrial KIF should adapt am approach to strategic knowledge management with am intemal knowledge broker, who is responsible for co-ordination, communication and establishing long term contracts. Furthermore, a Strategic Knowledge Network is an option im KIFs and between KIFs and partners for effective and efficient co-ordination, communication and Jong term cont(r)acts.

Source

Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers

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Date

22. 2.1999 17:13:55

Source

FID bulletin for information & communication. 48(1998) no.1, S.3-28

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Abstract

In this paper, authors propose a computational model of cooperative intellectual activities in an organization using the concepts of distributed artificial intelligence. In this model, we assume incomplete communication of knowledge among agents, and examine methods for pragmatic cooperative decision making and learning. We have implemented two typical variations of the model, the Specialists-Model and the Generalists-Model. Using the two variations, we carry out the simulation of dynamic activities of decision making and learning. Then, based an the model and these simulations, we systematically examine methods of knowledge management for effective augmentation of organizational intelligence.

Source

Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers

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Abstract

Interorganizational knowledge creation has become a crucial factor for successful management of corporations in the environment surrounding them today. Collaboration with other organizations is indispensable for a corporation to resolve complex and Jong range issues such as customer satisfaction and sustainable development. One of the most fundamental obstacles in creating knowledge among organizations is partial or incomplete communication due to incommensurable point of view. Policy exercises can improve commensurability and facilitate inter-organizational knowledge creation by providing a shared model of the system under investigation. This paper will discuss it taking Intelligent Transportation System (TTS) Deployment Exercises as an example.

Source

Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers

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Abstract

We are in the midst of a new business revolution driven by information technology. The centerpiece of this business revolution is a new kind of product which delivers instant customer gratification in a cost-effective way. The ability to make such products will determine the successful corporations of the next century. The new business revolution demands drastic changes in organizational knowledge creation, among corporations as well as in a corporation. The key attributes of Japan's success in creation of organizational knowledge are: (1) participative management, (2) "Kaizen," and (3) "Keiretsu." In today's world of fast-moving markets and fierce competition, however, the Japan model betrays its weakness: too much time required for organizational decision making, difficulty to make revolutionary change, and obscurity of responsibility. To solve the problems, Japanese companies are decentralizing the organizations and forming virtual corporations. The changes from consensus management to responsibility management and from "keiretsu" groups to virtual corporations pose three fundamental challenges to Japanese corporations in organizational knowledge creation: (1) co-existence of firm central direction and maximum individual autonomy; (2) construction of sophisticated information networks; and (3) intercultural communication. Corporations, MITI, and universities in Japan are making concerted efforts to deal wich the winds of change that are sweeping through industry and the economy.

Source

Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers

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Abstract

Discusses broadly the application of the Internet to business information and its communication for accountants, lawyers, demographers, business development people, product planners, and corporate chief executive officers

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Abstract

Stresses the importance of information within an organization and the need to maximize its potential. Examines the role of the information manager in this regard, and in the following areas: organizational awareness; communication; promotion; and efficiency and quality

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Abstract

An interview with Lois Remeikis, the Director of Knowledge & Information Manager for Booz-Allen & Hamilton, Chicago, USA. The interview covers her attitude to knowledge management which she defines as the creation, capture, exchange, use, and communication of a company's 'intellectual capital'

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Source

International information communication and education. 15(1996) no.2, S.157-161

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Abstract

Discusses the relationship between information, knowledge and memory in order to establish a set of definitions and meanings of these terms. Discusses the importance of communication within this process. Establishes how engineering designers use their personal knowledge and in particular, their memory whilst undertaking a variety of design tasks. Based on 20 empirical case studies of engineering designers working within their normal design environment. Presents issues for future research

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LCSH

Communication in science / Technological innovations

Subject

Communication in science / Technological innovations

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Abstract

Considers the problems large organisation have in handling the vast amounts of information in their system, such as: the culture of communication (committees/meetings/networks); `bureaucracy'; technology - IT 'versus' operational departments; structures (hierarchy and reporting lines); information ownership; resources. The book considers how these problems can be overcome: by both individual information professionals and departments or units.

Content

Key Features - Identifies particular types of organisation (in terms of culture/structure) rather than industry sector categories. Thus, readers will be able to position their organisation within this framework - The solutions to overcome the problems are pragmatic and based an the day-to-day experiences of the author The Author Paul Byfield is a Legal Information Specialist at the European Bank for Reconstruction and Development. Readership Information and knowledge workers in all organisations. Students an library and information management courses will also find the book of interest. Contents Introduction - what is a complex organisation? What particular features are unique to these organisations? Departmental rivalry in organisations - how important is it; does it/should it influence the information management process? Making information management work - basic principles of information management; people/culture; structure; technology; other resources Culture of communication - who does it and why; who should the information professionals be talking to? Using technology - is it a panacea or a Pandora's Box? Gatekeepers or teachers - how should information workers model themselves in complex organisations; how does the information worker survive in this environment? Conclusion - is information management more difficult in this type of environment?

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Abstract

The notion of corporate or organizational memory has been discussed for over a quarter of a century. A major objective of this work is to review the conceptual foundations of organizational memory drawing from information systems research, management science, economics, systems theory, political theory, organizational behaviour, decision making, and communication theory. Provides a working definition of organizational memory, identifies ways to distinguish the contents of organizational memory, and explicates the processes of memory including knowledge acquisition, retention, maintenance and retrieval. Recommendations are made throughout the work regarding ways information managers can assess and control the effects of organizational memory

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Abstract

Until the 1980s, the handling of documentary information in business was usually split up among 4 unrelated independent departments: the library; archives; secretarial services; and reproduction/printing. The introduction of new technology allows the integration of these operations into a single system; comprising subsystems for: production of internal documents; acquisition and storage of external documents; information retrieval; archive creation and maintenance; and circulation of information between departments, based on local computer networks. In reality, not many businesses are making use of technology available to set up such integrated systems because of the lack of common standards for equipment and software, which makes internal and external communication unreliable. This problem may be resolved in the near future, as a result of discussions now in progress at international level.

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Abstract

Defines knowledge management as the systematic acquisition, synthesis, and sharing of information, insights and experiences to enable ongoing business success and argues that the primary role of the Knowledge Intranet is to equip an organization to deal with change. Discusses the 4 components of a Business Integration Model and considers issues common to most knowledge management projects as the starting point for the development of objectives based upon the experience of Andersen Consulting, Oslo, Norway. These are: using knowledge to gain competitive edge; making tacit knowledge explicit; sharing key business processes; and identifying guiding principles. Discusses the promotion of organizational learning, communication as an enabler, and the importance of personal development in the learning organization, which is the overall objective of an organization engaging in knowledge management

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Date

29.11.1999 12:18:22

Source

International Herald Tribune. 15. Nov. 1999, S.22

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Source

Insider. 1995, Nr.4, Juli, S.19-22

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Date

22. 2.1997 19:42:34

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Abstract

The paper discusses the experiences of Schlumberger in designing and deploying knowledge management (KM) systems and outlines the empathic design techniques that are appropriate and productive for such applications. The user requirements for novel applications, such as Web-based KM systems, are difficult to establish using traditional research tools. It is challenging to determine the utility of innovative ways to access information prior to implementation and deployment. KM applications frequently serve as a testing ground for new business processes and models of communication and collaboration. Through the observation of the usage patterns, the empathic design approach facilitates the creation of more flexible systems that can be adapted to the real needs of the users. In the pre-Intranet environment, electronic information systems were designed for specially trained users, and this level of specialization was justified. The first Intranet navigation tools and systems were built on the principles of the pre-Intranet design, continuing the tradition of specialization. The global character of the Schlumberger Intranet led to the emergence of the new population of "occasional" users, who use many applications as their projects require. These users may never learn an application in depth, but they need to be efficient online. As a result, a "market" approach to designing the Schlumberger KM solutions became more popular, leading to the simplification of systems and interfaces, creation of a new classification system, and a better awareness of the users' needs. The new approach to the Intranet information systems in Schlumberger is reflected in the Schlumberger Knowledge Hub