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  • × theme_ss:"Information Resources Management"
  1. Gürth, W.: E-Business : Eine Welt für KMU? (2001) 0.04 
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    Abstract
    Internet und E-Business gehören heute zum wirtschaftlichen Alltag. Beu näherer Betrachtung fällt auf, dass weniger als die Hälfte der traditionellen KMU in Europa einen Internet-Zugang besitzt. Paradoxerweise besteht bei sehr vielen traditionellen KMU ein großes Interesse, dieses Potenzial nutzbringend zu integrieren. Ein Problem ist die Inhomogenität der Zielgruppe KMU, die sowohl Dienstleister als auch Fördermittelgeber zu schaffen macht. Maßgeschneiderte Lösungen für KMU bedeuten etwas ganz anderes als Lösungen für Großunternehmen. Der Beitrag zeigt einige dieser Schwachstellen auf und demonstriert an einem Beispiel, wie es funktionieren könnte
    Date
    1.10.2001 18:19:22
  2. Engers, T.M. van; Steenhuis, M.: Knowledge management in the Dutch tax and customs administration : quantifying knowledge in an operational context (1996) 0.03 
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    Abstract
    Knowledge, being the Dutch Tax and Customs Administration's (DTCA) most important asset, caught the attention of DTCA's top management and has been studied by a working group an knowledge management since 1993. This paper is the result of one of several studies initiated by this working group and is based upon the assumption that the retum an the production factor `knowledge' can be raised through knowledge management. The starting point of this study is that a manager in a decision making situation can be supported by means of a quantitative model, with which the consequences of decisions can be simulated. Therefore, the problem was posed whether it would be possible to quantify and to model (the use of) knowledge, in such a way that the consequences of decisions with respect to knowledge can be simulated. The study aimed at developing a quantitative model for managing knowledge and proved that with certain limits a quantative knowledge model can be made.
    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
  3. Lissack, M.R.: Chaos and complexity : what does that have to do with knowledge management? (1996) 0.02 
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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
  4. 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
  5. 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) 0.02 
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    Date
    29.11.1999 12:18:22
    Source
    International Herald Tribune. 15. Nov. 1999, S.22
  6. Stock, W.G.: Informationsmangel trotz Überfluß : Informationsgesellschaft verlangt neue Berufe und Berufsbilder (1995) 0.02 
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    Source
    Insider. 1995, Nr.4, Juli, S.19-22
  7. Business information in the Intranet age (1996) 0.02 
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    Date
    22. 2.1997 19:42:34
  8. Information systems outsourcing in theory and practice (1995) 0.02 
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    Date
    22. 7.1996 10:51:56
  9. Mentzas, G.: ¬A functional taxonomy of computer-based information systems (1994) 0.02 
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    Date
    8. 3.1997 13:34:22
  10. Kmuche, W.: Strategischer Erfolgsfaktor Wissen : Content Management: der Weg zum erfolgreichen Informationsmanagement (2000) 0.02 
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    Date
    19. 7.2002 22:05:14
  11. Laukamm, T.: Elektronische Dokumentation : der Wettbewerbsfaktor der Zukunft (1993) 0.01 
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    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
  12. Krebs, R.: ¬Die Rolle von Informationssystemen im Konzern : Verflechtung, Kooperation, Koordination (1993) 0.01 
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    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
  13. Krebs, R.: ¬Der Informationsmarkt : Stand, Tendenzen und Prognosen für die 90er Jahre (1993) 0.01 
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    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
  14. Kingma, B.R.: ¬The economics of information : a guide to economics and cost-benefit analysis for information professionals (1996) 0.01 
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    Date
    22. 2.1997 19:44:14
  15. Taylor, A.: Engaging with knowledge : emerging concepts in knowledge management (2003) 0.01 
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    Date
    2. 2.2003 18:31:22
  16. Information and management : utilization of technology - structural and cultural impact (1998) 0.01 
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    Date
    7. 7.1999 12:22:42
  17. Eickhoff, A.: Wissensmanagement : für die Praxis nutzbar gemacht! (2001) 0.01 
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    Source
    Online Mitteilungen. 2001, Nr.70, S.21-22 [=Mitteilungen VÖB 54(2001) H.2/3]
  18. Top, J.: Objectifying domain knowledge (1996) 0.01 
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    Source
    Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
  19. Holländer, S.: Denken in Prozessen anstatt in kurzfristigen Budgetzielen (1995) 0.01 
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    Abstract
    In einer Vielzahl von IuD-Einrichtungen wird das Problem diskutiert, in welcher Weise die Kosten für innerbetriebliche Informationsvermittlungsstellen für Management und Controlling sinnvoll dargestellt werden können. Hierbei sind die Probleme in der Praxis erheblich, so daß über neue Formen betriebswirtschaftlicher Informationssysteme nachgedacht werden muß. Da es sich beim Rohstoff Information um eine strategische Ressource handelt, ist es weniger verwunderlich, daß ein Großteil der IuD-Einrichtungen mit dem klassischen Erfassungswesen gescheitert ist. Somit ist für die Zukunft die Definition neuer Erfolgsfaktoren notwendig
  20. Simon, E.; Bredemeier, W.: Elektronische Informationsdienste als Instrumente der Außenhandelsförderung (1999) 0.01 
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    Abstract
    Die deutsche Informationswirtschaft wird trotz beachtlicher Kapazitäten für Problemlösungen für Volkswirtschaft und Gesellschaft immer weiter auf Marktnischen zurückgedrängt. Diese Situation ließe sich verbessern, indem sich die Informationswirtschaft spontan entlang Problem- und Projektlinien selbst organisiert und ihre besondere Content-Kompetenz in Modell-Initiativen unter Beweis stellt. Referenzprojekte gibt es bereits, und weitere Vorschläge wurden kürzlich von Schumacher und Stock unterbreitet. Eine weitere Initiative - Elektronische Informationsdienste als Instrumente der Außenhandelsförderung - wird hier vorgestellt

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