Search (13 results, page 1 of 1)

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Abstract

Knowledge management is crucial to organizational learning, innovation and success within organizations. The Second Edition of the successful knowledge management reader provides a core source of key theoretical thinkers in the field and presents the most up-to-date leading-edge articles that explore emerging trends. A comprehensive introduction places these readings in context and draws together key strands across the field. The new reader includes new and revised chapters as well as newly authored material, to provide students with a current resource that enables the study of knowledge management from a variety of perspectives. Theoretical work and engaging case studies place knowledge management in the context of an emerging global economy. This essential course Reader offers a critical overview of underlying theory as well as a range of relevant examples from a global perspective. It will be essential reading on knowledge.

Content

Enthält die Kapitel: Making Sense of Managing Knowledge (Tim Ray) - SECI, Ba and Leadership: A Unified Model of Dynamic Knowledge Creation (I. Nonaka, R. Toyama and N. Konno) - Bridging Epistemologies: The Generative Dance between Organizational Knowledge and Organizational Knowing (S.D.N. Cook and J.S. Brown) - What is Organizational Knowledge? (Haridimos Tsoukas and Efi Vladimirou) - Do We Really Understand Tacit Knowledge? (Haridimos Tsoukas) - An Overview: What's New and Important about Knowledge Management? Building New Bridges between Managers and Academics (J.-C. Spender) - Deep Smarts (Dorothy Leonard and Walter Swap) - Organizational and Occupational Commitment: Knowledge Workers in Large Corporations (May Yeuk-Mui Tam, Marek Korczynski and Stephen J. Frenkel) - Human Resource Policies for Knowledge Work (John Storey) - Knowledge Management Initiatives: Learning from Failure (John Storey and Elizabeth Barnett) - IC Valuation and Measurement: Classifying the State of the Art (Daniel Andriessen) - Managing Knowledge and Innovation Across Boundaries (Paul Quintas) - The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (David P. Lepak and Scott A. Snell) - HR's Role in Building Relationship Networks Mark (L. Lengnick-Hall and Cynthia A. Lengnick-Hall) - Tacit Knowing, Communication and Power: Lessons from Japan? (Tim Ray and Stewart Clegg)

RSWK

Wissensmanagement / Aufsatzsammlung

Subject

Wissensmanagement / Aufsatzsammlung

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RSWK

Wissensorganisation / Wissensmanagement / Informationsgesellschaft / Aufsatzsammlung

Subject

Wissensorganisation / Wissensmanagement / Informationsgesellschaft / Aufsatzsammlung

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RSWK

Europäische Union / Unternehmen / Wissensmanagement / Aufsatzsammlung

Subject

Europäische Union / Unternehmen / Wissensmanagement / Aufsatzsammlung

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Abstract

"The Semantic Web is an extension of the current Web in which information is given well defined meaning, better enabling computers and people to work in cooperation." - Tim Berners Lee, "Scientific American", May 2001. This authoritative guide shows how the "Semantic Web" works technically and how businesses can utilize it to gain a competitive advantage. It explains what taxonomies and ontologies are as well as their importance in constructing the Semantic Web. The companion web site includes further updates as the framework develops and links to related sites.

Date

22. 5.2007 10:37:38

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RSWK

Europäische Union / Unternehmen / Wissensmanagement / Aufsatzsammlung

Subject

Europäische Union / Unternehmen / Wissensmanagement / Aufsatzsammlung

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RSWK

Wissensmanagement / Informationsvermittlung / Aufsatzsammlung (BVB)

Subject

Wissensmanagement / Informationsvermittlung / Aufsatzsammlung (BVB)

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Abstract

This book focuses on the role of special libraries as knowledge management centres in their organisations. It describes the work of a special library and the special library draws on the characteristics that make the nucleus of collecting and organising knowledge which is used for the benefit of the institution. By acquiring and sharing knowledge, staff will enhance the intellectual capital of the institution. Traditionally libraries are the information centres that organise and classify information. Further on they are the proper places to create human networks and to organise the knowledge

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RSWK

Informationsmanagement / Aufsatzsammlung
Wissensmanagement / Aufsatzsammlung

Subject

Informationsmanagement / Aufsatzsammlung
Wissensmanagement / Aufsatzsammlung

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Footnote

Rez. in: JASIST 58(2007) no.12, S.1909-1910 (Andrea Japzon): "Jay Liebowitz has written extensively on expert systems, knowledge management (KM), and information systems, as evidenced by the publication of almost 30 books and more than 200 articles on the subjects. What They Didn't Tell You about Knowledge Management offers a concise practical guide specifically for the LIS professional. The hook is best suited to those LIS professionals who arc currently involved with a KM initiative, are interested in pursuing a career in KM, or are working in corporate or government libraries. The hook is concise with only 84 pages of text and another 20 pages of appendices. This work provides only the briefest of overviews on KM, making it a starting point for the uninitiated. For richer descriptions and greater development of KM concepts and practices, The Knowledge Management Yearbook (Cortada & Woods, 2000) or Liebowitz's Knowledge Management Handbook (1999) should be consulted. The hook is filled with charts, bulleted lists, and excerpts from other publications meant to quickly guide the reader through the knowledge-management landscape. These examples are from KM in practice and provide the reader with a sense of how KM manifests itself in the workplace. While the examples are the strength of the book, Liebowitz does not explain or describe them in enough detail to integrate them into the work as a whole. However, the references that accompany each chapter are well chosen and provide the reader with the opportunity to explore in greater detail any of the concepts or practices presented.
The concluding chapter addresses the future of KM. Liebowitz asserts that knowledge management will not become a discipline in its own right but that its practices will continue to integrate with other fields such as organizational learning and computer science. He envisions LIS professionals as brokers making connections between the people of an organization and the knowledge it creates, with the library or information center as the middle ground between codification and personalization. In that vision, he sees a role for LIS professionals in pushing information to employees rather than taking the more traditional role of reacting to information requests. He sees a future in which LIS professionals take leadership roles in KM programs through the integration of their technological, organizational, and human interaction skills. He is hopeful that in time libraries will take ownership of KM programs within organizations. His statement, "The library has always been a treasure house of information, and it needs to continue to expand into the knowledge chest as well" (p. 33) expresses Liehowitz's charge to corporate and government LIS professionals. The ideas presented in What They Didn't Tell You about Knowledge Management are certainly in support of that charge.' This work provides a broad overview of the KM field and serves as an initial source for exploration for LIS professionals working in a corporate setting or considering doing so."

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Abstract

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them. This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.

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Abstract

Human beings are information omnivores: we are constantly collecting, labeling, and organizing data. But today, the shift from the physical to the digital is mixing, burning, and ripping our lives apart. In the past, everything had its one place--the physical world demanded it--but now everything has its places: multiple categories, multiple shelves. Simply put, everything is suddenly miscellaneous. In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your children's teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life. From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.

Content

Inhalt: The new order of order -- Alphabetization and its discontents -- The geography of knowledge -- Lumps and splits -- The laws of the jungle -- Smart leaves -- Social knowing -- What nothing says -- Messiness as a virtue -- The work of knowledge.

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Footnote

Over the course of the book, a number of misconceptions haunting taxonomy work are addressed and carefully dispelled. 'taxonomy development is often thought to be an abstract task of analyzing and classifying entities, performed in complete isolation. On the contrary, taxonomies are to a large extent products of users' perceptions and worldviews, strongly influenced by the pre-existing information infrastructure. They can also be dangerous tools having the potential to reveal and clarify but also to exclude and conceal critical details that can have a large impact on basic business activities such as managing risk, controlling costs, understanding customers and supporting innovation. If the first part of the hook introduces concepts, provides definitions and challenges wrong assumptions about taxonomies and the work of taxonomy-building, the second one takes us step-by-step through a typical project. From here on, insights become part of practicable frameworks that form the basis of a concrete information-management strategy and process so flexible so as to be used in very different organizational environments and scenarios. Starting from the definition of stakeholders, purpose and scope and ending with deployment, validation and governance, a taxonomy-building project is realistically presented as an iterative and fascinating journey over competing needs, changing goals, mixed cues and technical and cognitive constraints. Beyond introducing fundamental guiding principles and addressing relevant implementation challenges, Organising Knowledge provides a large dose of political and pragmatic advice to make your efforts useful in contributing to the overall knowledge and information infrastructure. Taxonomies, much like architect's blueprints, only represent theory until they are implemented in practice involving real people and real content. As Lambe explains, this step requires crossing over to the other side of the barricade, wearing the user's shoes and constructing an information neighborhood, designing and populating a metadata framework, solving usability issues and successfully dealing with records management and information architecture concerns.
While each single paragraph of the book is packed with valuable advice and real-life experience, I consider the last chapter to be the most intriguing and ground-breaking one. It's only here that taxonomists meet folksonomists and ontologists in a fundamental attempt to write a new page on the relative position between old and emerging classification techniques. In a well-balanced and sober analysis that foregoes excessive enthusiasm in favor of more appropriate considerations about content scale, domain maturity, precision and cost, knowledge infrastructure tools are all arrayed from inexpensive and expressive folksonomies on one side, to the smart, formal, machine-readable but expensive world of ontologies on the other. In light of so many different tools, information infrastructure clearly appears more as a complex dynamic ecosystem than a static overly designed environment. Such a variety of tasks, perspectives, work activities and paradigms calls for a resilient, adaptive and flexible knowledge environment with a minimum of standardization and uniformity. The right mix of tools and approaches can only be determined case by case, by carefully considering the particular objectives and requirements of the organization while aiming to maximize its overall performance and effectiveness. Starting from the history of taxonomy-building and ending with the emerging trends in Web technologies, artificial intelligence and social computing, Organising Knowledge is thus both a guiding tool and inspirational reading, not only about taxonomies, but also about effectiveness, collaboration and finding middle ground: exactly the right principles to make your intranet, portal or document management tool a rich, evolving and long-lasting ecosystem."

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Classification

658.4/038 22

Date

22. 3.2009 18:43:51

DDC

658.4/038 22