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  • × theme_ss:"Information Resources Management"
  1. Vishik, C.; Farquhar, A.; Smith, R.: Enterprose information space : user's view, developer's view, and market approach (1999) 0.04 
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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
  2. Schmidt, A.: Endo-Management : Wissenslenkung in Cyber-Ökonomien (1999) 0.04 
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    Abstract
    Was ist Wissensmanagement? Wissensmanagement ist eine integrale Vorgehensweise, um das Wissen von Individuen, Teams, Organisationen oder Gesellschaften weiterzuentwickeln. Wissensmanagement verfolgt hierbei das Ziel, Wissen im Einklang mit der Unternehmensstrategie effizienter zu navigieren, zu erzeugen, zu nutzen und zu kommunizieren, um die Lebensfähigkeit und Kernkompetenzen von Unternehmen ständig zu verbessern. Da in den meisten Unternehmen weniger als 50 % des vorhandenen Wissens genutzt wird, ist Wissen der wichtigste Rohstoff der Zukunft. Wissen besteht aus Daten, beim Individuum erzeugten Informationen, aus zuvor gemachten Erfahrungen, aus Kreativität und ernotionaler Intelligenz. Wissen ist somit ein mehrdimensionales Phänomen, daß untrennbar mit den menschlichen Interfaces und ihren Interaktionen gekoppelt ist. Die Entwicklung des Wissensmanagements wird durch die Zunahme der Interaktionen im Internet nachhaltig beeinflusst. Die Vorteile eines gezielten Wissensmanagements sind ein kostengünstiger und schneller Zugang zu internen und externen Wissensquellen, die Reduzierung des Zeitaufwandes beim Hervorbringen von Innovationen, die Förderung der Kommunikations- und Teamfähigkeit bei den Mitarbeitern, Effizienzsteigerungen durch direkten Zugriff auf Daten durch alle Mitarbeiter, die Beschleunigung sämtlicher Unternehmensprozesse, eine effektivere Einbindung von Kunden in problemlösungsorientierte Netzwerke sowie die Möglichkeit der interaktiven Kommunikation und Simulation in komplexen Projektumgebungen. Erfolgreiches Wissens-Management erfordert interdisziplinäres Wissen, welches die unterschiedlichen Fachgebiete verbindet und dadurch zum Katalysator für Innovationen werden kann. Zielorientiertes Wissensmanagement erfordert die Lenkungsfähigkeiten im Hinblick auf Daten- und Informationserzeugung auf allen organisatorischen Ebenen zu verbessern. Dies ist die Voraussetzung, damit Führungskräfte, Sacharbeiter oder Studenten Gestaltungsprozesse mit der Ressource Wissen vornehmen können. Unternehmen, die zukünftig nicht über ein effizientes Wissens-Managenent verfügen, werden in einem wissensintensiven Wettbewerb nicht bestehen können.
    Die Halbwertszeit neuer Technologien, Strukturen und Prozesse erfordert ein spezielles Wissensmanagement im Hinblick auf Innovationen und Erfindungen. Beispiele aus erfolgreichen Unternehmen wie Microsoft, Intel oder Compaq zeigen, daß durch die gezielte Nutzung und Weiterentwicklung des in den Unternehmen vorhandenen Wissens Kostensenkungs- und Wachstumspotentiale freigesetzt werden können, die mit herkömmlichen Verschlankungsansätzen oder ReorganisationskonzePten nicht hätten erreicht werden können. Qualitatives Wachstum durch Wissensaustausch erfordert jedoch Echtzeitsysteme, die instantane Diskussionen und Interaktionen in Internet-Foren, Intranets oder mit externen Netzwerken erlauben. Endo-Management. Beim Endo-Management (= Unternehmensführung im Cyberspace) geht es um die Gestaltung, Simulation und Lenkung von künstlichen Welten sowie die Wahrnehmung, Kommunikation und Interaktion mit diesen CyberWelten durch Virtuelle Realitäten. Netzwerke werden hierbei nicht im Rahmen von Markt- oder Organisationsuntersuchungen, sondern im Rahmen von Interfaces betrachtet, d.h. von Strukturen und Prozessen, die unsere Wirklichkeiten konstruieren. Die Vielfalt der simulierten Alternativen erfordert hierbei Freiräume für die Teilnehmer, damit neue Regeln sowohl für die Exo (Außen)- als auch die Endo (Innen)-Welten erfunden werden können.
    Da der Mensch gleichzeitig Teilnehmer der physischen Exo-Welt sowie Teilnehmer der Endo-Welt des Computers im Rahmen des Cyberspace sein kann, hat er die notwendige ExoPerspektive (Super-BeobachterStatus) gegenüber der Simulation, um die Endo-Welten weiterzuentwickeln und zu verbessern. Darüber hinaus erfolgreiche Problemlösungen innerhalb des Cyberspace gegebenenfalls auch auf physische Exo-Welten übertragen werden. Ein Beispiel für erfolgreiches Endo-Management sind "Community Networks", d.h. Systeme, die sich an die gesamte Bevölkerung eines lokalen Gerneinwesens richten. Derartige Conirmunities haben das Ziel, Bürgerinnen und Bürger kostenlos bzw gegen ein äußerst geringes Entgelt an den Vorteilen der direkten Kommunikation und des echtzeitorientierten Wissensaustausches partizipieren zu lassen. Die Lenkungsproblematik wird oftmals von Software-Experten ignoriert und alleinig auf technologische Problemlösungen eingeengt. Es gibt jedoch keine Algorithmen für Communities, da diese sich durch die Wechselwirkung der Teilnehmer selbst organisieren und ständig neue Interfaces designen. Das Endo-Management von "Cornmunity-Networks" basiert hierbei auf folgenden Erfolgscharakteristiken: dauerhafte Identitäten, fortgesetzte Interaktion, Anschlußfähigkeit an vorhergehende Kommunikation, Transparenz der Handlungen der einzelnen Teilnehmer, eindeutige Spielregeln, eine relativ stabile Population, wohl definierte Grenzen sowie einen Mehrwert für die Teilnehmer, der in sozialen Bindungen oder einer Erhöhung des Wissens besteht
    Date
    29. 1.1997 18:49:05
  3. Information systems outsourcing in theory and practice (1995) 0.03 
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    Abstract
    A special issue devoted to outsourcing information systems
    Date
    22. 7.1996 10:51:56
  4. Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994) 0.02 
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    Date
    8. 3.1997 13:34:22
  5. Krebs, R.: ¬Die Rolle von Informationssystemen im Konzern : Verflechtung, Kooperation, Koordination (1993) 0.02 
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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
  6. Information management : the evaluation of information systems investments (1994) 0.02 
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    Date
    29. 7.2002 11:08:43
    Footnote
    Rez. in: Journal of strategic information systems 5(1996) no.1, S.81-82 (P. Powell)
  7. Kessels, J.: Knowledge productivity and the corporate curriculum (1996) 0.02 
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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
  8. Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996) 0.02 
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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
  9. Wiley, D.L.: ¬The organizational politics of the World Wide Web (1998) 0.02 
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    Date
    22. 1.1999 18:41:46
    Source
    Internet reference services quarterly. 3(1998) no.2, S.23-29
  10. Vasudevan, M.C.; Mohan, M.; Kapoor, A.: Information system for knowledge management in the specialized division of a hospital (2006) 0.01 
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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
    Source
    Knowledge organization, information systems and other essays: Professor A. Neelameghan Festschrift. Ed. by K.S. Raghavan and K.N. Prasad
  11. Murthy, S.S.: ¬The National Tuberculosis Institute, Bangalore : recent development in library and information services (2006) 0.01 
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    Date
    29. 2.2008 17:39:54
    Source
    Knowledge organization, information systems and other essays: Professor A. Neelameghan Festschrift. Ed. by K.S. Raghavan and K.N. Prasad
  12. Hobohm, H.-C.: Auf dem Weg zur lernenden Organisation : neue Management-Konzepte für die Digitale Bibliothek (1997) 0.01 
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    Date
    23.10.1996 17:26:29
    20.12.1997 10:28:22
  13. Kruizinga, E.: Kennislogistiek en kennismarkt : domeinen voor de informatie professional (1997) 0.01 
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    Abstract
    Many companies now recognise the importance of knowledge as a factor in ensuring the organisation's success. Such organisations will create a knowledge infrastructure linking all aspects of the process, such as knowledge creation, dissemination, storage and application. This infrastructure will involve staff, processes and systems from a range of areas within the organisation. Trained information professionals can expect to play an important role in such services. The limitations of indexing services for online databases will require the input of information specialists in undertaking specialised searches
    Date
    11.10.1998 15:29:37
  14. DeRoure, D.: ¬An open framework for collaborative distributed information management (1998) 0.01 
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    Date
    1. 8.1996 22:08:06
    Source
    Computer networks and ISDN systems. 30(1998) nos.1/7, S.624-625
  15. Wijnhoven. F.; Wognum, P.M.; Weg, R.L.W. van de: Knowledge ontology development (1996) 0.01 
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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
  16. Special issue on distributed information systems in business and management (1994) 0.01 
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    Abstract
    A issue mainly devoted to distributed information systems in business and management
    Source
    Information systems. 19(1994) no.8, S.625-709
  17. Erdelez, S.; Doty, P.: Adapting knowledge management to a heterogeneous information environment : a case study of county judges and clerks in rural Texas counties (1999) 0.01 
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    Abstract
    Heterogeneous information environments may cause many problems for knowledge managers. Common characteristics of these environments are complex work practices, non-standard problem solving techniques, and multiple reporting requirements. This paper presents some of the challenges to knowledge management revealed in a 1998 study of county judges and clerks in rural Texas courts. Both types of actors have complex job responsibilities with multiple facets. Their work practices are highly sophisticated, developed over many decades, and not easily transferable to digital environments. State oversight and reporting agencies play important roles in introducing information technologies into local court jurisdictions. The most important element that is missing from such initiatives, however, is a concern for integrated, practice-driven knowledge management processes. It is important to overcome the limited understanding that oversight agencies, technology vendors, and IT consulting firms have of local courts' work practices and knowledge management. To that end, the authors propose a model for integration of knowledge management work practices in local courts into large-scale state information systems. This model emphasizes the need for a holistic, well-integrated view of local practitioners' work and responsibilities
    Date
    29. 9.2001 20:54:34
  18. 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) 0.01 
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    Date
    29.11.1999 12:18:22
    Source
    International Herald Tribune. 15. Nov. 1999, S.22
  19. Lissack, M.R.: Chaos and complexity : what does that have to do with knowledge management? (1996) 0.01 
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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
  20. 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) 0.01 
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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

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