Search (186 results, page 1 of 10)

  • × theme_ss:"Information Resources Management"
  1. Ward, R.; Wamsley, G.; Schroeder, A.; Robins, D.B.: Networked organizational development in the public sector : a case study of the Federal Emergency Management Administration (FEMA) (2000) 0.07 
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    Abstract
    Research findings from the organizational theory tend to support the position that management uses Information Technology (IT) to maintain existing organizational hierarchy and control. Another body of research from information technology advocates suggests that Information Technology's inherent capabilities transform organization hierarchy and control outside of management's control. In addition, advocates from governmental change toward a more responsive type of government advocate adoption of IT as a form of change mechanism. This article explores these conflicting positions. The authors examines one instance of the development of a form of network organization within the federal government, and the processes of IT change that have occurred over the past 20 years. The agency selected for study is the Federal Emergency Management Administration
    Source
    Journal of the American Society for Information Science. 51(2000) no.11, S.1018-1032
  2. Vossen, G.A.: Strategic knowledge acquisition (1996) 0.07 
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    Abstract
    In the competitive equation for the future Economies become knowledge-based. Therefore in Knowledge Intensive Firms (KIFs) the strategie management of knowledge becomes increasingly important. Im this paper three important conditions for efficient and affective knowledge acquisition are identified: Coordination, Communication and long term Contract. Research by the author showed that co-ordination is a relative important condition for Small and Medium sized industrial KIFs. For larger national and multinational industrial KIFs communication and Jong term contracts are relative important conditions. Because of the lack of time for co-ordination and communication a small and medium sized KIF should welcome am extemal knowledge broker as intermediary. Because knowledge is more than R&D a larger industrial KIF should adapt am approach to strategic knowledge management with am intemal knowledge broker, who is responsible for co-ordination, communication and establishing long term contracts. Furthermore, a Strategic Knowledge Network is an option im KIFs and between KIFs and partners for effective and efficient co-ordination, communication and Jong term cont(r)acts.
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
  3. Virtuelle Organisation und Neue Medien : Workshop GeNeMe 99, Gemeinschaften in neuen Medien, TU Dresden, 28./29.10.1999 (1999) 0.06 
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    Date
    17. 7.2002 19:48:22
    RSWK
    Virtuelles Unternehmen / Corporate network / Kongress / Dresden <1999> (2134)
    Subject
    Virtuelles Unternehmen / Corporate network / Kongress / Dresden <1999> (2134)
  4. St.Clair, G.: Power and influence : enhancing information services within the organization (1994) 0.04 
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    Footnote
    Rez. in: Business information alert 7(1995) no.9, S.8-9 (C.R. Wilson); Journal of academic librarianship 21(1995) no.4, S.320-321 (D.G. Birdsdall); Library and information science research 17(1995) no.4, S.421-422 (L.K. Williams)
  5. Hars, A.: From publishing to knowledge networks : reinventing online knowledge infrastructures (2003) 0.04 
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    Abstract
    Today's publishing infrastructure is rapidly changing. As electronic journals, digital libraries, collaboratories, logic servers, and other knowledge infrastructures emerge an the internet, the key aspects of this transformation need to be identified. Knowledge is becoming increasingly dynamic and integrated. Instead of writing self-contained articles, authors are turning to the new practice of embedding their findings into dynamic networks of knowledge. Here, the author details the implications that this transformation is having an the creation, dissemination and organization of academic knowledge. The author Shows that many established publishing principles need to be given up in order to facilitate this transformation. The text provides valuable insights for knowledge managers, designers of internet-based knowledge infrastructures, and professionals in the publishing industry. Researchers will find the scenarios and implications for research processes stimulating and thought-provoking.
    LCSH
    Science publishing / Technological innovations
    Science / Periodicals
    Communication in science / Technological innovations
    Science / Methodology
    Science / Philosophy
    Subject
    Science publishing / Technological innovations
    Science / Periodicals
    Communication in science / Technological innovations
    Science / Methodology
    Science / Philosophy
  6. Kaye, D.: ¬An information model of organization (1996) 0.04 
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    Abstract
    Expresses the belief that a generally acceptable comprehensive information model of the organization is essential to the development of both practice and research in information management. Points the way towards such a model and outlines the general criteria it should meet. A wide ranging, eclectic approach is essential because several disciplines other than library and information science have important contributions to make. Concentrates on the following key disciplines: organization science; cognitive psychology; and management information systems
  7. Orna, E.: Information products in need of information (1995) 0.04 
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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
  8. Eng, D.N.B.: Centralisation, uncontrolled decentralisation or managed decentralisation? : organisational culture and information politics (1996) 0.04 
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    Abstract
    Many arguments exist for both centralisation and decentralisation. In principle, anyone who has a task to perfrom should have the information resources and control mechanisms to carry it out. The information resource management (IRM) approach has been resisted by many organisations, depending on their attitude and behaviour towards the question of opennes or secrecy. Various models of information politics have been idetified, with 'Monarchy' or 'federalism' identified as the 2 viable choices. An alternative development is to adopt a human centred approach to information management. To bring about a new order of information will require political skills in negotiation, the exercise of influence, 'backroom dealing' and coalition building. The author works in the Administration and Research Unit of the National Trades Union Congress, Singapore
    Source
    Network information. 1996, no.1, S.5-14
  9. Jurisica, I.; Mylopoulos, J.; Yu, E.: Using ontologies for knowledge management : an information systems perspective (1999) 0.03 
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    Abstract
    Knowledge management research focuses on the development of concepts, methods, and tools supporting the management of human knowledge. The main objective of this paper is to survey some of the basic concepts that have been used in computer science for the representation of knowledge and summarize some of their advantages and drawbacks. A secondary objective is to relate these techniques to information sciences theory and practice. The survey classifies the concepts used for knowledge representation into four broad ontological categories. Static ontology describes static aspects of the world, i.e., what things exist, their attributes and relationships. A dynamic ontology, on the other hand, describes the changing aspects of the world in terms of states, state transitions and processes. Intentional ontology encompasses the world of things agents believe in, want, prove or disprove, and argue about. Social ontology covers social settings, agents, positions, roles, authority, permanent organizational structures or shifting networks of alliances and interdependencies
    Series
    Proceedings of the American Society for Information Science: vol.36
    Source
    Knowledge: creation, organization and use. Proceedings of the 62nd Annual Meeting of the American Society for Information Science, 31.10.-4.11.1999. Ed.: L. Woods
  10. Holsapple, C.W.: Knowledge management in decision making and decision support (1995) 0.03 
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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
  11. Davenport, T.; Prusak. L.: Learn how valuable knowledge is acquired, created, bought and bartered (1998) 0.03 
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    Abstract
    Considers some of the mechanisms by which nowledge, in particular research and development from all parts of the company, become fused and incorporated into the overall framework of corporate knowledge
    Date
    22. 5.1999 19:51:13
  12. Stein, W.: Organizational memory : review of concepts and recommendations for management (1995) 0.03 
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    Abstract
    The notion of corporate or organizational memory has been discussed for over a quarter of a century. A major objective of this work is to review the conceptual foundations of organizational memory drawing from information systems research, management science, economics, systems theory, political theory, organizational behaviour, decision making, and communication theory. Provides a working definition of organizational memory, identifies ways to distinguish the contents of organizational memory, and explicates the processes of memory including knowledge acquisition, retention, maintenance and retrieval. Recommendations are made throughout the work regarding ways information managers can assess and control the effects of organizational memory
  13. Yuan, Y.C.; Rickard, L.N.; Xia, L.; Scherer, C.: ¬The interplay between interpersonal and electronic resources in knowledge seeking among co-located and distributed employees (2011) 0.03 
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    Abstract
    In the information age, a common problem for employees is not lack of resources but rather how to sift through multiple resources, both electronic and interpersonal, to retrieve and locate true expert knowledge. The main objective of this study is hence to explore employees' simultaneous usage of both resources and to identify situations where employees showed a clear preference of interpersonal resources over electronic ones, and where employees found these two resources (a) (ir)replaceable and (b) complementary. Both qualitative interview data and quantitative social-network data were collected from a university-affiliated community educational office. Data analysis showed that (a) social relationships were crucial for seeking and gaining actual access to needed knowledge; (b) employees were task-driven in knowledge seeking and obtained different types of knowledge depending on availability; and (c) the choice between interpersonal and electronic resources was determined by the characteristics of the knowledge sought as well as such contextual factors as time, cost, and location. Additional interviews from other study contexts validated most of our findings, except those that require collection of complete social-network data. The article ends with a discussion on how organizations can better leverage their investment in human and technical resources to facilitate knowledge seeking.
    Source
    Journal of the American Society for Information Science and Technology. 62(2011) no.3, S.535-549
  14. Hayward, T.; Broady, J.E.: ¬The role of information in the strategic management porcess (1995) 0.03 
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    Abstract
    This paper is based on a literature review and small-scale empirical study, investigating the role of external information in the strategic management of UK retail banks. The highly competitive nature of the banking world makes it necessary for institutions to gain an understanding of their environment, and thus the way in which they organise and use information is of crucial importance. The research explored the organisational role of departments concerned with environmental analysis, the character of business environment analysis and the nature of the information used. It suggested that the way in which information is collected and analysed to make strategic decisions appears directly linked to organisational structure and particularly to the extent of decentralisation. Such structure differ noticeably and it is unclear how far business units are involved with both environmental analysis and the supply of information to the centre
    Source
    Journal of information science. 21(1995) no.4, S.257-272
  15. Glynn, K.; Koenig, M.E.D.: Small business and information technology (1995) 0.03 
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    Abstract
    State of the art reviews coveruing a range of topics relating to small business information work, including: the relationship between small businesses and information sources and providers available to them; the use of information by small businesses; the state of the information technology adoption process by small businesses; and changes in small business information use. Concludes with a discussion about future research in the field and includes hypotheses about the impact of information access and technology on small businesses. Pays particular attention to the likely changes that are likely to take place in the small business environment, involving: telecommuting; and the electronic delivery of customized, timely environmental scanning information that will permit small businesses to function like big businesses. Decries the absence of effective links between small businesses and the information brokering world but sees small businesses taking advantage of some of the new lower cost online services that are being offered through the Internet
    Source
    Annual review of information science and technology. 30(1995), S.251-280
  16. Degen, M.; Pabel, F.R.: Lebendiges Wissensmanagement : Vernetztes Denken in einer sich ändernden Geschäftswelt (2001) 0.03 
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    Abstract
    In der Wirtschaft wie in der Wissenschaft gibt es Begriffe, die, einmal in Umlauf gesetzt, geradezu inflationär auftauchen: derzeit scheint es das WissensManagement zu sein, mit dem man hofft, die zunehmende Komplexität im Geschäftsalltages in den Griff zu bekommen. Mit glänzenden Augen wird von den nahezu unerschöpflichen Möglichkeiten des C-(Content)Business gesprochen, von riesigen neuen Umsatzmärkten und nicht zuletzt vom WissensManagement als Erfolgsfaktor für die Zukunft eines jeden Unternehmens. Oft haben die »Macher« von WissensMangement-Systemen aber »vergessen«, dass es nicht nur darum gehen kann, Informationen zur Verfügung zu stellen - Im Gegenteil: Mehr Informationen bedeuten selten besseres Informiertsein, geschweige denn mehr Wissen. Da wir davon ausgehen können, dass in der Zukunft Arbeiten und Lernen nicht mehr voneinander getrennt sind, und sich damit die Anforderungen an die Mitarbeiter eines Unternehmens enorm verändern werden, muss ein lebendiges WissensManagement adäquate Denkumgebungen schaffen, um auf diese Zukunft angemessen vorbereitet zu sein. Die Autorn befassen sich in ihrer Arbeit mit: Problemstellungen des Wissensmanagements, (Weiter-)Lernen auf digital organisierten Plattformen, mit Fragen der Beratung für Interaktivität im Zusammenhang mit Intra- und Internetlosungen, der Kombination von Informationstechniken mit ästhetischem Ausdruck und multidimensionalem Denken, Entwicklung von Szenarien für Fragen nach der Arbeit der Zukunft (nach der Methodologie von Global Business Network, USA)
    Source
    Information Research & Content Management: Orientierung, Ordnung und Organisation im Wissensmarkt; 23. DGI-Online-Tagung der DGI und 53. Jahrestagung der Deutschen Gesellschaft für Informationswissenschaft und Informationspraxis e.V. DGI, Frankfurt am Main, 8.-10.5.2001. Proceedings. Hrsg.: R. Schmidt
  17. Vishik, C.; Farquhar, A.; Smith, R.: Enterprose information space : user's view, developer's view, and market approach (1999) 0.03 
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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
    Series
    Proceedings of the American Society for Information Science; vol.36
    Source
    Knowledge: creation, organization and use. Proceedings of the 62nd Annual Meeting of the American Society for Information Science, 31.10.-4.11.1999. Ed.: L. Woods
  18. Ballay, J.-F.; Poitou, J.-P.: Diademe : a collective knowledge management system (CKMS) (1996) 0.02 
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    Abstract
    The rationale and the general outline of a system for the management of collective knowledge (CKMS) has been presented by Poitou at ISMICK 95. The features of a CKMS are quite closely implemented in DIADEME, a computer assisted system for the capitalization and the management of research engineers' knowledge, which has been designed, developed and is currently being implemented at Electricité de France (EDF) by Ballay. During Spring 1995, Poitou has conducted at EDF a survey of the engineers' knowledge management behavior, of their attitudes toward a prospective CKMS. During Spring 1996, Poitou conducted a survey among the same engineers about their users' reactions to the implementation of DIADEME. The present paper briefly sums up the main features of a CKMS, (Section 1) describes the aims and the general architecture of DIADEME (Section 4), and gives some insight into the results of the 1995 users' expectation survey (Section 3) and of the 1996 users' satisfaction survey (Section 5).
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
  19. 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) 0.02 
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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
  20. Boekhoff, T.: Knowledge management in public sector organizations : "A practical method of implementing knowledge management" (1996) 0.02 
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    Abstract
    Peter Drucker (1993) claims that Western profit and non-profit organizations are not becoming more labour-intensive, material-intensive or capital-intensive, but more knowledge-intensive. The government of the Netherlands not only shares this vision but actively propagates it. Knowledge on the Move (1995), the memorandum drafted by the Ministry of Economic Affairs, Ministry of Agriculture, Nature Conservation and Fisheries and Ministry of Education, Cultural Affairs and Science, places the national interest inherent in knowledge (for organizations) explicitly on the agenda. Conscious knowledge management is crucial to the future of the Netherlands. If the Netherlands wishes to be regarded as a knowledge-intensive country then the supply of and demand for knowledge must be encouraged.
    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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