Search (152 results, page 1 of 8)

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Abstract

Are organizations interested in realizing the potential of their personnel? How far have they progressed in utilizing performance assessment instruments for developmental purposes? There is a growing need for redirecting organizations toward greater knowledge productivity, and using personnel's competencies in a knowledge productive way. Development centers haue the potential of analyzing and diagnosing relevant competencies of personnel while at the same time providing a match wich further development. It was studied, within a representative set of large Dutch organizations, already familiar with the concept of assessment centers, to what degree management conceptions and actual implementation conditions are present for the introduction of development centers. The advantages of development centers as a knowledgeproductive tool for assessment in organizations are elaborated.

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 a number of definitions of information management and information resources management and describes the historical development of information management from printed paper to information resources to strategic information management. States the need for research into the establishment of theoretical systematization

Date

29. 1.1996 16:01:59

Footnote

Übers. des Titels: Concepts and historical development of information management and information resources management

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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.

Date

29. 2.2008 17:39:54

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Abstract

Knowledge-containing documents and data about knowledge have been handled in stable environments by bureaucratic systems using very stable knowledge ontologies. These systems, though not always very effective in such environments, will become highly ineffective in environments where knowledge has to be updated and replaced frequently. Moreover, organizations in such dynamic environments also use knowledge from extemal resources extensively. This makes the development of a stable ontology for knowledge storage and retrieval particularly complicated. This paper describes eight context classes of knowledge ontology development and explores elements of a method for ontology development. These classes are based an the differences in contexts defined along three dimensions: knowledge dynamics, complexity and social dispersion. Ontology development matches these contexts and ontology needs defined by (logical and social) structure and ontology maturity. The classification framework and methodology are applied to two cases. The first case illustrates a descriptive use of our framework to characterize ontology development in an academic environment. The second case illustrates a normative use of our framework. The method proposed seemed to be empirically valid and rich and be useful for detecting options for ontology improvement.

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

In companies, people often work together in order to understand and change the business. Some of this is explicitly considered development work, with a focus an working for tomorrow. A common element of much development work - whether implicit or explicit - is the use of various types of models. In model work, there are a number of differences that affect the process and outcome of co-operative development work. Drawing an theories of signs, learning, and knowledge, this paper develops a conceptual framework of model work. The framework examines differences and alternatives within three areas: models, activities, and basic assumptions. Recognition and exploration of a larger part of the framework are suggested as important means to utilising the differences to facilitate understanding and change within the company.

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

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

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

Considers some of the mechanisms by which nowledge, in particular research and development from all parts of the company, become fused and incorporated into the overall framework of corporate knowledge

Date

22. 5.1999 19:51:13

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Abstract

This article deals with technological and innovation processes, and the economic benefits in a region with open borderlines as part of a national innovation and economic system. Innovations and technologies compete for resources in an environment characterized by economic scarcity. Ultimately, the technology most suited to the times and the regional conditions triumphs. The article focuses the (present) innovative structures in industry in a selected region of Germany (i.e., the federal state of Baden-Wuerttemberg) and provides new scientometric data on the (present) contribution of public institutions to technological development in the region under scutiny. This article concludes with a synopsis of present structures and a new information database on future technologies, thereby pointing out the regional challenges originating from structural change

Source

Journal of the American Society for Information Science. 49(1998) no.1, S.18-29

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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

Date

29. 7.1998 15:12:17

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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.

Date

29. 2.2008 17:26:51

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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

Sets out that information systems managers can follow to exploit the power of information technology as they transform information system into a strategic information management function. Suggests: development of a quick but explicit self assessment of the orgnization's information health; development of a rapport with senior management; enablement of a paradigm shift; analysis of key strenths and weaknesses; reviewing current information management processes to identify and define core processes; elimination of non value adding processes; redefinition of the applications development process; use of multidisciplinary teams for development; investment in and exploitation of the right technology; development of a plan to move to a shared information resources; management of change effectively; and updating of reward mechanisms

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Pages

S.29-56

Source

Technik und Information: Markt, Medien und Methoden. Deutscher Dokumentartag 1992, Technische Universität Berlin, 22.-25.9.1992. Hrsg.: W. Neubauer u. K.-H. Meier

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Imprint

Ottawa, Ont. : International Development Research Centre

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Abstract

As interest in the study of complex systems has grown, a new vocabulary is emerging to describe discoveries about wide-ranging and fundamental phenomena. Complexity theory research has allowed for new insights into many phenomena and for the development of a new language. 'his paper argues that a shared language based an the vocabulary of complexity can have an important role in a management context. The use of complexity theory metaphors can change the way managers think about the problems they face. Instead of competing in a game or a war, they are trying to find their way an an ever changing, ever turbulent landscape. Such a conception of their organizations' basic task can, in cum, change the day-to-day decisions made by management. If part of the problem of knowledge management is the need to identify value added knowledge, language and metaphor play a key role - for they are the very tools of the identification [what is knowledge] and ascription [what makes it value-added] process. Complexity theory metaphors, it is argued, are not panaceas. There are limits to the types of organizations where the notion of a "fitness landscape" and "degree of coupling" can make a positive contribution to managements understanding of the world. The author argues that one potential distinction - between worlds where complexity metaphors can contribute and those where they cannot - can be drawn by measuring the degree to which an organization perceives that value-added investments are to be made in a) the development of new knowledge or b) infrastructure. In this context, infrastructure is defined as those items to which an economist might (once such investment is made) ascribe the label "sunk costs", but which management would not willingly walk away from. For this purpose then, emotional investments, legacy systems, existing bureaucracy, and material goods could all constitute "infrastructure". Infrastructure investments it is argued are pari of what Brian Arthur of the Sante Fe Institute defines as the world of diminishing retums. Investments in knowledge are different. While the ability of an organization to effectively deal wich new knowledge is limited by a variety of constraints, the leverage which can be obtained from such knowledge gives rise to the potential for increasing retums. As organizations leam to remove some of the constraints an their ability to absorb and lever new information, they force themselves down to the increasing retums part of the "S" curve. Several case studies are presented to illustrate the potency of complexity metaphors in driving managerial perceptions of knowledge management businesses.

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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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?

Date

7.11.2005 17:29:48

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Date

11. 8.2002 17:06:29

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

There is a world of business resources, both human and data, available on the computer mediated commincations (CMC) systems such as Internet and CompuServe. Though most of the CMCs discourage or prohibit commercial transactions (buying or selling) on their systems, there is still much to offer the average business in terms of practical business research and development. But few buisenesses are taking advantage of theses resources. This paper will discuss the kinds of business resources available through CMCs, particularly the Internet. Although the paper will touch on using the CMCs to find database information, the focus will be on the coneferencing aspects of the networks and how they can aid business research and development projects

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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

Describes the development of an innovative programme to cultivate the hybrid business and information systems manager who can play a major role in strategy formulation for effective use of information technology. Uses an action research approach which allows the students to build up case portfolios through an organizational cultural audit. These cases have initiated and supported considerable research work from faculty and provide a longitudinal study of information systems development, application and growth