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Knowledge management : best practices in Europe (2001)
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- Abstract
- One out of two companies have increased their productivity or saved costs with knowledge management. This is a result from a comprehensive cross-industry survey in Europe about knowledge management run by the Competence Center Knowledge Management at Fraunhofer IPK, Germany. Best practices in knowledge management from leading companies are described for practitioners in different industries. The book shows how to integrate knowledge management activities into the daily business tasks and processes, how to motivate people and which capabilities and skills are required for knowledge management. The book concludes with an overview of the leading knowledge management projects in several European countries.
- Content
- Design Fields.- Survey.- Case Studies.- KM in Europe
- LCSH
- Knowledge management
Knowledge management / Europe / Case studies
- Subject
- Knowledge management
Knowledge management / Europe / Case studies
- Theme
- Information Resources Management
-
Knowledge management : concepts and best practices (2003)
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- Abstract
- The Fraunhofer Competence Center Knowledge Management presents in this second edition its up-dated and extended research results an business-process oriented knowledge management, pro-active change management, KM strategy, knowledge structuring and KM audit, reviews the latest advancements in measuring intellectual capital and classifies more than 100 KM tools. Best Practices in KM are described by the Swiss Benchmarking Center TECTEM at University St. Gallen and in case studies from pricewinning companies like Aventis and Siemens as well as from Arthur D. Little, British Aerospate plc., Hewlett-Packard, IBM, Phonak and Roche. New survey results an KM from EFQM, OECD and an "The Future of Knowledge Management" are presented. The book concludes with an overview an research funded by the European Commission in order to make "KM Made in Europe" a reality.
- LCSH
- Knowledge management
Knowledge management / Europe / Case studies
- Subject
- Knowledge management
Knowledge management / Europe / Case studies
- Theme
- Information Resources Management
-
Stroetmann, K.: Information management for the '90s : a conceptual framework (1992)
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- Pages
- S.7-22
- 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
- Theme
- Information Resources Management
-
Orna, E.: Information products in need of information (1995)
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- Abstract
- While technological advances are constantly opening up possibilities for new formats and media, as well as the creation of more traditional products, and while the technology has been strongly promoted, little research has been conducted on the problems of using it cost effectively to create products or on testing and evaluating them: information management. Presents the findings from case studies in a range of business and institutions undertaken as part of a research programme designed to address both the practical and theoretical deficiencies
- Source
- Managing information. 2(1995) no.12, S.22-25
- Theme
- Information Resources Management
-
Thorell, L.: Doing business on the Internet (1994)
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- Abstract
- Discusses ways in which companies are exploiting the Internet to form intercompany networks with reference to 3 case studies: DEC (Digital); Silicon Graphics Inc; and Sun Microsystems
- Theme
- Information Resources Management
-
Ang, J.; Shaw, N.; Pavri, F.: Identifying strategic management information systems planning parameters using case studies (1995)
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- Abstract
- The management information systems literature reveals a list of parameters essential for the successful implementation of an information system palnning process. Some studies stress the importance of integrating the corporate objectives of a firm into the information systems planning process. Other studies discuss the importance of performing an analysis of competitors, or determining the stage of maturity a firm has reached, or the framework used for setting information technology investment priorities. Yet others state that the choice of methodology that will be utilized to develop the information systems plan will be crucial to the success of that plan. Aims to develop a holistic model
- Source
- International journal of information management. 15(1995) no.6, S.463-174
- Theme
- Information Resources Management
-
Graumann, S.: Information services as a profit centre in a company of the service industry (1992)
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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
- Theme
- Information Resources Management
-
Tuggle, F.D.; Napier, H.A.: Modelling the development and use of strategic information systems (1994)
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- Abstract
- Shows how the successful adoption of a strategic information system (SIS) hinges upon 2 favourable decisions to develop and then use a SIS. Presents and explains a model that integrates the factors that lie behins these 2 separable but linked decisions. The model organizes consisely much of the relevant research literature. 2 case studies, 1 of a successful adoption decision and 1 for which a SIS has not been well received by the marketplace, provide initial corroboration of the model
- Source
- Information resources management journal. 7(1994) no.4, S.5-18
- Theme
- Information Resources Management
-
Court, A.W.: ¬The relationship between information and personal knowledge in new product development (1997)
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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
- Source
- International journal of information management. 17(1997) no.2, S.123-138
- Theme
- Information Resources Management
-
Oliver, G.: Information culture : exploration of differing values and attitudes to information in organisations (2008)
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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.
- Theme
- Information Resources Management
-
Lissack, M.R.: Chaos and complexity : what does that have to do with knowledge management? (1996)
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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.
- 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
-
Kocamustafaogullari, K.: Computer aided management for information processing projects (1995)
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- Abstract
- Describes a study of the nature of information processing projects and some of the project management programming packages used. Also describes an in house interface program developed to utilize a selected project management package, TIMELINE, by using ORACLE Data Base Management System tools and the Pascal programming language for the management of information system projects. Studies a sample application by using the developed system
- Date
- 22. 7.1996 19:40:59
- Source
- Microcomputers for information management. 12(1995) no.3, S.221-233
- Theme
- Information Resources Management
-
Smits, M.T.; Pole, K.G. v.d.: ¬The practice of information strategy in six information intensive organizations in The Netherlands (1996)
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- Abstract
- Aims to understand how and why business organizations in the fast few years shaped their information strategies and to generalize these observations. Reports on case studies of the practice of information strategy in 6 information intensive organizations in the Netherlands: 3 insurance companies and 3 companies involved in document processing. Recurring changes in the activities in the organizations with respect to information strategy were found. Describes a model explaining the changes in information strategies over the years
- Theme
- Information Resources Management
-
Yeoh, W.; Popovic, A.: Extending the understanding of critical success factors for implementing business intelligence systems (2016)
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- Abstract
- Extant studies suggest implementing a business intelligence (BI) system is a costly, resource-intensive and complex undertaking. Literature draws attention to the critical success factors (CSFs) for implementation of BI systems. Leveraging case studies of seven large organizations and blending them with Yeoh and Koronios's (2010) BI CSFs framework, our empirical study gives evidence to support this notion of CSFs and provides better contextual understanding of the CSFs in BI implementation domain. Cross-case analysis suggests that organizational factors play the most crucial role in determining the success of a BI system implementation. Hence, BI stakeholders should prioritize on the organizational dimension ahead of other factors. Our findings allow BI stakeholders to holistically understand the CSFs and the associated contextual issues that impact on implementation of BI systems.
- Theme
- Information Resources Management
-
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)
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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
- Theme
- Information Resources Management
-
Wijnhoven. F.; Wognum, P.M.; Weg, R.L.W. van de: Knowledge ontology development (1996)
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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.
- 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
-
Information management for information services - economic challenge for the '90s : Proceedings of a Workshop for Participants from Countries in Central and Eastern Europe and Developing Countries, Berlin, 13.-19. Oct. 1991 (1992)
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- Content
- Enthält folgende Beiträge: STROETMANN, K.: Information management for the 90's: a conceptual framework; RÜCKL, S.: Challenges in the information age; TUDOR-SILOVIC, N.: From information management to social intelligence; TEVELI, J.: Marketing and cooperation of a group of libraries; AMLINSKI, L. u. H. VOIGT: Information management in libraries - aspects and perspectives; AFRE, S.A.: Library cooperation in the Ashanti region of Ghana; AGAJA, J.A.: Regional cooperation for the improvement of information services; GRAUMANN, S.: Information services as a profit centre in a company of the service industry; FREYTAG, J.: Data privacy, freedom of information, free access to information; Goedegebuure, B.: FID - it's role, activities and objectives in international cooperation; SCHWUCHOW, W.: Fundamental questions of financing and pricing information services; LUX, C.: To charge or not to charge for library services; SMETáCEK, V.: Current issues of financing and pricing information services in CSFR
- Theme
- Information Resources Management
-
Allen, C.: Information challenges in the global marketplace (1994)
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- Abstract
- Globalization of the marketplace has presented challenges as well as opportunities for organizations in service, financial and manufacturing sectors. To be a player in the global market, organizations must have access to timely international information. Increasing cross-border competition demands competitive intelligence efforts that monitor financial and news sources for information on foreign as well as domestic competitors. To investigate opportunities for trading partners, strategic alliances, joint ventures and other investments in the developing markets in Latin America, Eastern Europe and the Pacific Rim, organizations need information concerning the volatile markets, economies and political situations
- Theme
- Information Resources Management
-
Robertson, G.: ¬The information audit : a broader perspective (1994)
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- Abstract
- Reviews the debate to date on information resources management which has focused on auditing, an established management technique that can readily be applied to information. Defines the information audit as a routine process of information gathering, sometimes limited to creating an inventory of information resources. Explains preconditions of information audits, such as clearly defined objectives and early identification of time and money constraints, and how information audits are done. Presents the case for the devlopment of a standard audit approach
- Theme
- Information Resources Management
-
Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994)
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- Date
- 8. 3.1997 13:34:22
- Source
- International journal of information management. 14(1994) no.6, S.397-410
- Theme
- Information Resources Management
