-
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
-
Information systems outsourcing in theory and practice (1995)
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- Abstract
- A special issue devoted to outsourcing information systems
- Date
- 22. 7.1996 10:51:56
-
Beulens, A.; Zuurbier, P.: Inter-firm competence management (1996)
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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
-
Kingma, B.R.: ¬The economics of information : a guide to economics and cost-benefit analysis for information professionals (1996)
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- Date
- 22. 2.1997 19:44:14
-
DeRoure, D.: ¬An open framework for collaborative distributed information management (1998)
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- Abstract
- The MEMOIR project supports researchers working with a vast quantity of distributed information, by assisting them in finding both relevant documents and researchers with related interests. It is an open architecture based on the existing Web infrastructure. Key to the architecture is the use of proxies: to support message routing for dynamic reconfiguration and extension of the system, to collect information about the trail of documents that a user visits, and to insert links on the fly. Presents the MEMOIR framework and its rationale, and discusses early experiences with the system
- Date
- 1. 8.1996 22:08:06
- Footnote
- Contribution to a special issue devoted to the Proceedings of the 7th International World Wide Web Conference, held 14-18 April 1998, Brisbane, Australia
-
Holsapple, C.W.: Knowledge management in decision making and decision support (1995)
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- Abstract
- Introduces a knowledge management oriented view of decisions and decisioning as a complement to classical perspectives and as a contribution to understanding computer based possibilities for relaxing strains on decision makers. The perspective includes a model of knowledge management activities performed by a decision maker and a taxonomy of knowledge types. This leads to a characterization of decision support system purposes, traits and potentials that offer a basis for new research into computerized possibilities for knowledge management
- Source
- Knowledge and policy. 8(1995) no.1, S.5-22
-
Robertson, G.: What is information? (1996)
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- Abstract
- Discusses information in the context of information resources management arguing that it is an essential resource for every organization but one that needs to be managed better. Examines information as a resource, as an asset, as a commodity, as a rubbish
- Source
- Managing information. 3(1996) no.6, S.22-23
-
Dickson, N.: Understanding the information economy : putting theory back into practice (1997)
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- Abstract
- A practising librarian documents her attempts to gain a more sophisticated understanding of the information economy. Describes how understanding the theories in the commercialisation of information debate has: demystified issues, been an empowering experience, and helped inform her actions
- Date
- 22. 2.1999 16:01:46
-
Information management for small and medium-sized enterprises (1998)
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- Date
- 22. 2.1999 17:13:55
- Footnote
- Issue devoted to an international conference on Information management for small and medium-sized enterprises (SMEs) organized by the Strategic Programme for Developing Portuguese Industry and FID's Information for Industry Committee held in Lisbon, Portugal, Jan 1998
-
Wiley, D.L.: ¬The organizational politics of the World Wide Web (1998)
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- Abstract
- The international conflicts within an organization may hinder the successful design and set up of a WWW site. Looks at the 3 most common routes that an organization may take to get on the Web, and presents guidelines for how to overcome the organizational politics that get in the way
- Date
- 22. 1.1999 18:41:46
-
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
-
¬The role of the information professional in the 'knowledge economy' (1998)
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- Abstract
- Report of inerviews with 7 members of the Editorial Board of 'Electronic Library' to determine their views on how information professionals should position themselves and what new and different things ought they to do in the face of the rise of the Knowledge Economy and in the face of incursions into the information field by other professional groups, such as accountants and information technology managers
- Date
- 22. 5.1999 19:59:16
-
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
-
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.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Tsuchiya, S.: New challenges to Japanese corporations in organizational knowledge creation (1996)
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- Abstract
- We are in the midst of a new business revolution driven by information technology. The centerpiece of this business revolution is a new kind of product which delivers instant customer gratification in a cost-effective way. The ability to make such products will determine the successful corporations of the next century. The new business revolution demands drastic changes in organizational knowledge creation, among corporations as well as in a corporation. The key attributes of Japan's success in creation of organizational knowledge are: (1) participative management, (2) "Kaizen," and (3) "Keiretsu." In today's world of fast-moving markets and fierce competition, however, the Japan model betrays its weakness: too much time required for organizational decision making, difficulty to make revolutionary change, and obscurity of responsibility. To solve the problems, Japanese companies are decentralizing the organizations and forming virtual corporations. The changes from consensus management to responsibility management and from "keiretsu" groups to virtual corporations pose three fundamental challenges to Japanese corporations in organizational knowledge creation: (1) co-existence of firm central direction and maximum individual autonomy; (2) construction of sophisticated information networks; and (3) intercultural communication. Corporations, MITI, and universities in Japan are making concerted efforts to deal wich the winds of change that are sweeping through industry and the economy.
- 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
-
Fensel, D.: Ontologies : a silver bullet for knowledge management and electronic commerce (2004)
0.03
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- Abstract
- The author systematically introduces the notion of ontologies to the non-expert reader and demonstrates in detail how to apply this conceptual framework for improved intranet retrieval of corporate information and knowledge and for enhanced Internetbased electronic commerce. He also describes ontology languages (XML, RDF, and OWL) and ontology tools, and the application of ontologies. In addition to structural improvements, the second edition covers recent developments relating to the Semantic Web, and emerging web-based standard languages.
- Classification
- 004.67/8 22
- DDC
- 004.67/8 22
-
Currie, W.L.: Organizational structure and the use of information technology : preliminary findings of a survey in the private and public sector (1996)
0.03
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- Abstract
- Examines several contextual factors relating to IT and organizational structure in private and public organizations. They include organization size; finance and accounting for IT; and management roles and responsibilities. A Questionnaire survey was sent to a random sample of public and private sector organizations ranging from local authorities, NHS trusts, banks, building societies and manufacturing firms. preliminary findings suggests that organizational restructuring is often implemented through ad hoc managerial strategies triggered by financial imparatives. Whilst IT plays a part in the restructuring process, complex environmental and internal influences on organization structure and IT make over generalizations highly problematic. This is irrespective of the sector in which the organization operates
- Date
- 22. 7.1996 19:46:16
-
Tsuchiya, T.; Tsuchiya, S.: Interorganizational knowledge creation and policy exercise (1996)
0.03
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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
-
Kocamustafaogullari, K.: Computer aided management for information processing projects (1995)
0.03
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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
