Knowledge Mapping and Management

Pirmais vāks
White, Don
Idea Group Inc (IGI), 2001. gada 1. jūl. - 348 lappuses

It is the goal of researchers to seek to explore the issues, challenges and problems inherent in developing an understanding of knowledge management and mapping in the context of the learning organization. The examination of the organizational, human and technological aspects of managing knowledge is key within this discipline. Based on the completion of the latest knowledge, research and practices being defined by leading scholars, practitioners and experts, Knowledge Mapping and Management presents the latest thinking in knowledge management with the design of information technology and the Internet-enabled new organization forms

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Chapter 1 Is Knowledge Management Really an Oxymoron? Unraveling the Role of Organizational Controls in Knowledge Management
1
Chapter 2 StrategicallyFocused Enterprise Knowledge Management
14
An Essential Part of Knowledge Management
23
A Case Study of RDCIS Laboratories
30
Chapter 5 Three Problems of Organizational Memory Information Systems Development
37
Chapter 6 An Empirical Study of Knowledge and Organizations
49
Chapter 7 Facilitating Sensemaking in Knowledge Integration within Geographically Dispersed Cross Functional Teams
60
Chapter 8 Evaluating Organizational Patterns for Supporting Business Knowledge Management
72
Breeding Variations and Similarities Together What is Optimum?
175
A Natural Relationship
187
Implications for Knowledge Management Systems
195
Chapter 21 Argumentation and KnowledgeSharing
206
Combining Place Community and Process
217
The Electric Utility Industry Y2K Project Experience
225
Chapter 24 Designing Organizational Memory for Knowledge Management Support in Collaborative Learning
233
Incentive Systems for Knowledge Management in Business Consulting Companies
244

Chapter 9 ERPBased Knowledge Transfer
79
Can It Work?
88
Chapter 11 A Conceptual Model of Collaborative Information Seeking
98
Change of Role
114
Chapter 13 Social and Cultural Barriers for Knowledge Databases in Professional Service Firms
124
Chapter 14 WebBased Knowledge Management
131
Chapter 15 The Innovation Link Between Organisation Knowledge and Customer Knowledge
144
Issues for Managers
154
Chapter 17 Knowledge Sharing Across Organizational Boundaries with Application to Distributed Engineering Processes
166
Chapter 26 The Information Laws
254
Chapter 27 Supporting Organizational Knowledge Management with Agents
266
Chapter 28 Knowledge Management and Virtual Communities
281
Chapter 29 A Research Model for Knowledge Management
297
A Telling Oxymoron?
311
About the Editor
323
Index
324
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Populāri fragmenti

116. lappuse - Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. . . . Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings.
4. lappuse - But all forms of dependence offer some resources whereby those who are subordinate can influence the activities of their superiors.
51. lappuse - Knowledge itself is almost as ambiguous an idea as value or importance, and it has many guises (Winter, 1987). During a dozen seminars aimed at research about knowledge-intensive firms, almost every speaker devoted time to his or her preferred definition of knowledge.
148. lappuse - At the heart ofthat activity is innovation: the effort to create purposeful, focused change in an enterprise's economic or social potential.
191. lappuse - get the right information to the right person at the right time...

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Par autoru (2001)

Don White is currently the Associate Dean at the faculty of Business and Management, University of Lincoln with responsibility for business development and off campus programs. His main teaching and research interests are information and decision making in organizations and information behavior. He has published several reports and articles on information and systems in management and acted as consultant to local authorities, private companies and the National Health Service. [Editor]

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