Search (5 results, page 1 of 1)

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LCSH

Reference services (Libraries) / United States / Case studies
Library research / United States / Case studies

Subject

Reference services (Libraries) / United States / Case studies
Library research / United States / Case studies

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Content

Dervos, D.A., A. Coleman: A common sense approach to defining data, information, and metadata. - Keränen, S.: Equivalence and focus of translation in multicultural thesaurus construction. - Dabbadie, M., J.M. Blancherie: Alexandria, a multilingual dictionary for knowledge management purposes. - Rosemblat, G., L. Graham: Cross-language search in a monolingual health information system: flexible designs and lexical processes. - Garcia Marco, F.J.: Understanding the categories and dynamics of multimedia information: a model for analysing multimedia information. - Afolabi, B., O. Thiery: Using users' expectations to adapt business intelligence systems. - Zimmermann, K., J. Mimkes u. H.U. Kamke: An ontology framework for e-learning in the knowledge society. - Jacob, E.K., H. Albrechtsen u. N. George: Empirical analysis and evaluation of a metadata scheme for representing pedagogical resources in a digital library for educators. - Breitenstein, M.: Global unity: Otto Neurath and the International Encyclopedia of United Science. - Andersen, J.: Social change, modernity and bibliography: bibliography as a document and a genre in the global learning society. - Miksa, S.D., WE. Moen u. G. Snyder u.a.: Metadata assistance of the Functional Requirements for Bibliographic Record's four user tasks: a report on the MARC content designation utilization (MCDU) project. - Salaba, A., M.L. Zeng u. M. Zumer: Functional Requirements for Subject Authority Records. - Frâncu, V.: Subjects in FRBR and poly-hierarchical thesauri as possible knowledge organization tools. - Peschl, M.F.: Knowledge-oriented educational processes from knowledge transfer to collective knowledge creation and innovation. - Miller, S.J., M.J. Fox u. H.L. Lee u.a.: Great expectations: professionals' perceptions and knowledge organization curricula. - Pajarillo, E.J.Y.: A qualitative research on the use of knowledge organization in nursing information behavior.

Date

27.12.2008 11:22:36

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Footnote

Rez. in: JASIST 58(2007) no.4, S.607-608 (A.D. Petrou): "One small example of a tension in the book's chapters can be expressed as: What exactly falls under information management (IM) as a domain of study? Is it content and research about a traditional life cycle of information, or is it the latter and also any other important issue in information research, such as culture, virtual reality, and online behavior, and communities of practice? In chapter 13, T.D. Wilson states, "Information management is the management of the life cycle to the point of delivery to the information user" (p. 164), yet as he also recognizes, other aspects of information are now included as IM's study matter. On p. 163 of the same chapter, Wilson offers Figure 12.2, titled "The extended life cycle of information." The life cycle in this case includes the following information stages: acquisition, organization, storage, retrieval, access and lending, and dissemination. All of these six stages Wilson labels, inside the circle, as IM. The rest of the extended information life cycle is information use, which includes use, sharing, and application. Chapter 3's author, Gunilla Widen-Wulff, quoting Davenport (1994), states "effective IM is about helping people make effective use of the information, rather than the machines" (p. 31). Widen-Wulff, however, addresses IM from an information culture perspective. To review the book's critical content, IM definitions and research methodology and methods reported in chapters are critically summarized next. This will provide basic information for anyone interested in using the book as an information research reader.
Chun Wei Choo focused on environmental analyzability and organizational intrusiveness in an effort to theorize and to highlight intricacies in scanning as managers attempt to deal with uncertainty and complexity in their environment. Correia and Wilson used a case-study approach to examine managerial scanning in 19 companies; 47 semistructured interviews were performed in an effort to develop a grounded theory of scanning. Because of the grounded theory approach, the authors did not use statistical sampling but rather utilized principles of maximum variation sampling and theoretical sampling. Categories and relationships that emerged from the grounded theory approach were utilized to build a model of the environmental process. Judith Broady-Preston presents an interesting discussion on balanced scorecard as a way to keep track of successful strategies and their impact on various areas of organizational performance, including finances, innovation and learning, and customer perceptions. Yet, although there have been three efforts to clarify the purpose of a balanced scorecard, the concept remains unclear, along with a role that information professionals can play in its successful application in organizations. France Bouthillier and Kathleen Shearer set review case studies of five private and five public organizations to bring out elements, practices, and benefits associated with knowledge management (KM). As stated by the authors: "generally speaking, IM involves the integration of a variety of activities designed to manage information and information resources throughout their life cycle" (p. 150). The authors say that the focus of KM initiatives, as opposed to the focus in IM initiatives, tends to be on "knowledge-sharing methodologies such as communities of practice, virtual collaboration and expert databases" (p. 150). In the chapter "The Nonsense of Knowledge Management" revisited by Wilson, he states that communities of practice are at the heart of methodologies for KM. And natural arenas for KM and communities of practice are various disciplines in education and departments in the medical field because of the collaborative spirit in these two fields. But, he also repeats his criticisms that beyond these arenas, there is no such thing as KM in business where competition is the norm rather than collaboration. He emphasizes that a common problem in the KM community is the treatment of knowledge as a thing or a commodity, when in reality, knowledge is a complex and dynamic process. The chapter also provides additional evidence from analysis of various publications that show KM as a fragmented field and as a business fad, according to Wilson.

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Date

22. 1.2017 17:12:50

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Date

22. 3.2008 12:26:32