Search (159 results, page 1 of 8)

  • × theme_ss:"Information Resources Management"
  1. Auer, T.; Ruohonen, M.: Analyzing the quality of information system use and management in the organizational context : experiences from 2 cases (1997) 0.04 
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  2. Robertson, G.: What is information? (1996) 0.04 
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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
  3. Batley, S.: ¬The I in information architecture : the challenge of content management (2007) 0.03 
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    Abstract
    Purpose - The purpose of this paper is to provide a review of content management in the context of information architecture. Design/methodology/approach - The method adopted is a review of definitions of information architecture and an analysis of the importance of content and its management within information architecture. Findings - Concludes that reality will not necessarily match the vision of organisations investing in information architecture. Originality/value - The paper considers practical issues around content and records management.
    Date
    23.12.2007 12:15:29
  4. 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
  5. Vasudevan, M.C.; Mohan, M.; Kapoor, A.: Information system for knowledge management in the specialized division of a hospital (2006) 0.03 
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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
  6. 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
  7. Chaudhry, A.S.; Ling, G.H.: Building taxonomies using organizational resources : a case of business consulting environment (2005) 0.02 
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    Abstract
    Taxonomies are becoming an increasingly important tool for companies to effectively manage information, particularly in the business consulting environment, where information is considered a main asset and a key product. This paper describes a case study of developing a taxonomy system for a regional business consulting company. The taxonomy, consisting of 12 main categories and approximately 500 terms, was built based an the existing knowledge structure and information needs of consultants in a selected company. This prototype can be conveniently utilised and adapted by other companies in their efforts to develop their own taxonomy system.
    Date
    18. 9.2005 12:32:29
  8. DeRoure, D.: ¬An open framework for collaborative distributed information management (1998) 0.02 
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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
  9. Tsuchiya, T.; Tsuchiya, S.: Interorganizational knowledge creation and policy exercise (1996) 0.02 
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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
  10. 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
  11. 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
  12. Holsapple, C.W.: Knowledge management in decision making and decision support (1995) 0.02 
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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
  13. Engers, T.M. van; Steenhuis, M.: Knowledge management in the Dutch tax and customs administration : quantifying knowledge in an operational context (1996) 0.02 
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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
  14. Wijnhoven. F.; Wognum, P.M.; Weg, R.L.W. van de: Knowledge ontology development (1996) 0.02 
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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
  15. Perspektiven der Informationsdienstleistung : Content in context (2001) 0.02 
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  16. 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
  17. Schlögl, C.: Informationskompetenz am Beispiel einer szientometrischen Untersuchung zum Informationsmanagement (2000) 0.02 
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    Abstract
    In diesem Beitrag wird eine szientometrische Studie zum Informationsmanagement vorgestellt. Unter Verwendung von Science Citation Index und Social Science Citation Index wurde die Literatur zum Informationsmanagement nach verschiedenen Kriterien (Fachgruppen, in denen publiziert wird; Herkunft der Autoren; Publikationssprachen; zeitliche Verteilung) ausgewertet. Darüber hinaus wurde eine Zitatenanalyse durchgeführt. Auf Basis einer Autoren-Kozitationsanalyse wurde schließlich die formale Wissenschaftskommunikation im Bereich des Informationsmanagements abgebildet. Neben den Ergebnissen werden aber auch die Problembereiche aufgezeigt, die mit szientometrischen Untersuchungen verbunden sind
  18. Pemberton, J.M.: ¬The information economy : a context for records and information management (1995) 0.02 
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  19. Grupp, H.; Schmoch, U.; Koschatzky, K.: Science and technology infrastructure in Baden-Wuertemberg and its orientation towards future regional development (1998) 0.02 
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    Abstract
    This article deals with technological and innovation processes, and the economic benefits in a region with open borderlines as part of a national innovation and economic system. Innovations and technologies compete for resources in an environment characterized by economic scarcity. Ultimately, the technology most suited to the times and the regional conditions triumphs. The article focuses the (present) innovative structures in industry in a selected region of Germany (i.e., the federal state of Baden-Wuerttemberg) and provides new scientometric data on the (present) contribution of public institutions to technological development in the region under scutiny. This article concludes with a synopsis of present structures and a new information database on future technologies, thereby pointing out the regional challenges originating from structural change
    Source
    Journal of the American Society for Information Science. 49(1998) no.1, S.18-29
  20. Kelly, C.: Managing the relationship between knowledge and power in organisations (2007) 0.02 
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    Abstract
    Purpose - The purpose of this paper is to focus on knowledge management implementation from an organisational culture perspective and analyse the relationship between knowledge and power within this context. It outlines the reasons why knowledge is a power resource, and proposes that, as such, it can only be managed successfully within the framework of an effective and legitimate use of all organisational power resources. The paper looks at the factors that constitute a legitimate use of power in the Western organisational context of the twenty-first century which in turn engenders the development of trust within employment relationships. The development of trust ensures that knowledge is used to further the achievement of organisational goals. Finally, the paper addresses the ways in which effective knowledge management practice contributes to this desired state, and outlines the role of the knowledge manager in facilitating this. Design/methodology/approach - The method adopted is a literature-based analysis of the main issues covered. These include: the development of the knowledge society and attendant theories around optimal organisational structures, the relationship between knowledge and power, the development of legitimate authority within organisations, and how this impacts on the creation of trust, and finally the impact which the presence of trust has on knowledge-sharing behaviours within the organisation. Findings - Pulling together evidence from across a wide range of academic disciplines leads to the conclusion that the successful management of the relationship between access to knowledge and access to power must be framed within an overall organisational context, in which all power resources are seen to be exercised in a legitimate manner. In this context, knowledge is no longer regarded as a personal power resource, but rather as a communal resource which will then be more likely to be shared freely in order to facilitate the joint and mutually beneficial achievement of organisational goals. Underpinning this organisational dynamic is an environment of trust. Originality/value - The paper provides a summary of the literature around pivotal aspects of the question of the relationship between access to knowledge and the perception of knowledge as a source of power in the organisational context. It pulls together a range of material looking at the needs of the knowledge economy and at issues around the development of legitimate authority and the development of trust in the organisational context. It then relates this back to the successful development of a knowledge-sharing culture, and outlines the role of the knowledge manager in working with employees at all levels in the organisation in developing an optimal culture for knowledge creation and sharing.

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  • a 126
  • m 21
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