-
Hatakama, H.; Terano, T.: ¬A multi-agent model of organizational intellectual activities for knowledge management (1996)
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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
-
Hobohm, H.-C.: Auf dem Weg zur lernenden Organisation : neue Management-Konzepte für die Digitale Bibliothek (1997)
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- Abstract
- Library world is actually facing 2 major changes. The one described by the concept of the Digital or Virtual Library let us already anticipate fundamental changes in the products and services libraries will deliver in the future. At present libraries also must react to important economic changes with phenomena like privatisation, deregulation and globalisation of economic processes which - at least in Germany - have now a growing impact on the library and information business. This situation is a real challenge for library management. But unfortunately new management concepts are hardly found in library literature and practice in Germany. Therefore the article wants to give to the library world some ideas on new management and business concepts like the 'learning organisation' or the 'innovative collaborator'
- Date
- 20.12.1997 10:28:22
-
Weggeman, M.: Knowledge management : the modus operandi for a learning organization (1996)
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- Abstract
- It has been suggested that the labour production factor is being replaced by the knowledge production factor in the West and in Japan. Knowledge is a person's capacity to carry out a particular task well. Knowledge capacity is thought to be composed of information, experiences, skills and attitude. The product of that capacity can be a combination of deterministic, stochastic or heuristic assertions, causal associations, intuition, predictions and decisions which are relevant to the task at hand. Leaming is considered to be the production process by which knowledge is generated. Corresponding managementproblems arise because the competitive resource knowledge is not owned by the corporation for it is captured in the heads of autonomous professionals and therefore hardly controllable in the way traditional production factors such as raw materials, capital and labour are controlled. Knowledge management - i.e. increasing the yield of learning processes in the knowledge value chain - is thus important in organizations in which the collection of knowledge workers has a dominant position. Such organizations are referred to as knowledge-intensive organizations. Some tools intended to improve the mastering of the intangible asset knowledge in those organizations, are presented.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Tolis, C.: Business modelling for understanding and change : a conceptual framework of model work (1996)
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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
-
Essers, J.; Schreinemakers, J.: ¬The conceptions of knowledge and information in knowledge management (1996)
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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.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Olaisen, J.: Information, knowledge and organizational learning : Preface (1995)
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- Abstract
- Introduction to a special feature on information management. Aims to provide a wider perspective on information and knowledge as tools for organizational learning, to link different models of organizational design and learning with the management of information, and to discuss traditional views of hierarchical organizations and Scandinavian management and organizational design, making the organizational models the key elements in the article, to appear in Information Science (1995), ed. by E. Munch-Petersen, P. Wilson and J. Olaisen. Aims not to denounce existing theory, but to shed new light on cognitive authority, individual and organizational learning, while presenting different views of information and drawing on perspectives from the sciences and humanities
-
Knowledge management : enterprise, network and learning (1999)
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-
Lammers, I.S.; Eijnatten, F.M. van: Improving the management of knowledge in an automation department of a Dutch bank : embarking on action research (1996)
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- Abstract
- In contemporary practice it is widely asserted, that smart management of knowledge (KM) could be a new panacea for the ever-increasing market and environmental demands put an companies in order to become more flexible, leaming and innovative at the same time. Effective KM is becoming a strategic issue in innovative organizations. Traditionally, managers view knowledge as intangible: Being spread all over the company, it is predominantly hidden in all sorts of databases and in the tacit customs of their employees, and often of course it is securely and unattainable locked in their heads. Often managers have asked themselves difficult questions like: "How to manage something you can't see?" and "How do I know whether it is worth the effort?". Although KM as an issue can hardly be evaded nowadays, design-oriented research an how to come to grips with managing the company's intellectual capacities is still very limited. Action research, showing how KM is dealt with in actual practice, is lacking. Our contribution to the conference is straightforward. We wart to discuss the preliminary results of an action-research project that is currently carried out in a large Dutch bank. Our paper supports the ISMICK conference theme an the organization dimension of KM. Based an the literature an innovation, organizational learning and socio-technical systems design, a number of in-depth interviews were held to determine the possible contribution of KM to increase the controllability and flexibility of the automation department. A qualitative analysis of the data Show that over half of the problems (i.e. poor knowledge about the distinctive systems in the organization, insufficient skills levels, unproductive redundancy of activities, 'islands' of knowledge, and recurring mistakes) could be attributed to the company's inability to successfully manage its intellectual capital. Further analysis of the data showed, that the organizational structure and the maturity of the organization - in terms of Bolwijn & Kumpe (1991) - proved to be the dominant factor in determining the KM approach that would fit the organization. In order to lift the rigidities that resulted from the stock of systems to be maintained and from its bureaucratic structure, several suggestions were made in an attempt to solve the problems mentioned. Those suggestions have been discussed with stakeholders in the organization to increase their fitness for implementation. To improve KM in this organization asks for a multifocus renewal effort. Several approaches are distinguished (i.e. competence centers; dedicated career paths; cluster organization; knowledge infrastructure), each focused an a particular knowledge management problem. These proposals form a design oriented research agenda for the study at hand, while at the same time take the explicit aim to foster implementation in close collaboration with the main stakeholders.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Swartzberg, T.: Identifying and spreading expertise : The knowledge manager's brief: to disseminate a company's data and the know-how of its staff (1999)
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- Date
- 29.11.1999 12:18:22
- Source
- International Herald Tribune. 15. Nov. 1999, S.22
-
Behrens-Schablow, M.: Unternehmensinterne Netzwerke in der Informationsgesellschaft : Prozesse und Gestaltung der Vernetzung, Netzwerkkultur und social learning am Beispiel der Einführung von DC eLife in der DaimlerChrysler AG (2007)
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- Content
- Inhalt: Wandel zur Informationsgesellschaft - Netzwerkorganisation in der digitalen Wirtschaft - Workforce connect (B2E) nach B2B und B2C - Routinen und Lernprozesse für die Netzwerkentstehung - Social Learning - Einführung von Mitarbeiter-Portal und elektronischen Personalprozessen in der DaimlerChrysler AG.
- Image
- Aus dem Inhalt: Wandel zur Informationsgesellschaft - Netzwerkorganisation in der digitalen Wirtschaft - Workforce connect (B2E) nach B2B und B2C - Routinen und Lernprozesse für die Netzwerkentstehung - Social Learning - Einführung von Mitarbeiter-Portal und elektronischen Personalprozessen in der DaimlerChrysler AG.
-
Speh, M.: Enabling a global community of knowledge (1996)
0.03
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- Abstract
- A short personal view on the development of the Internet phenomenon is given. It is argued that the Internet is a powerful paradigm of change and community building. Changes which enable the learning organization are of particular interest. This is investigated in the context of corporate training using, or learning from, the Internet. Next, capabilities and rigidities of the net as a knowledge management tool rather than yet another way to distribute unwanted information, are listed. Finally, the important lessons learnt from the success of the Internet are linked to the future of marketing the Internet world wide
-
Stock, W.G.: Informationsmangel trotz Überfluß : Informationsgesellschaft verlangt neue Berufe und Berufsbilder (1995)
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- Source
- Insider. 1995, Nr.4, Juli, S.19-22
-
Business information in the Intranet age (1996)
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- Date
- 22. 2.1997 19:42:34
-
Information systems outsourcing in theory and practice (1995)
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- Date
- 22. 7.1996 10:51:56
-
Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994)
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- Date
- 8. 3.1997 13:34:22
-
Kmuche, W.: Strategischer Erfolgsfaktor Wissen : Content Management: der Weg zum erfolgreichen Informationsmanagement (2000)
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- Date
- 19. 7.2002 22:05:14
-
Omfjord, T.: Intranet and information : bringing order to chaos (1997)
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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
-
Laukamm, T.: Elektronische Dokumentation : der Wettbewerbsfaktor der Zukunft (1993)
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- 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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Krebs, R.: ¬Die Rolle von Informationssystemen im Konzern : Verflechtung, Kooperation, Koordination (1993)
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- 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
-
Krebs, R.: ¬Der Informationsmarkt : Stand, Tendenzen und Prognosen für die 90er Jahre (1993)
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- 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
