Knowledge Mapping and ManagementWhite, 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 |
No grāmatas satura
1.–5. rezultāts no 44.
xiv. lappuse
... understanding of competitive advantage based on process knowledge. Chapter 10 entitled, “Knowledge Managementin U.S. Federal Government Organizations: Canit Work?” by J. Judah Buchwalter of the University of Maryland, Baltimore (USA) ...
... understanding of competitive advantage based on process knowledge. Chapter 10 entitled, “Knowledge Managementin U.S. Federal Government Organizations: Canit Work?” by J. Judah Buchwalter of the University of Maryland, Baltimore (USA) ...
1. lappuse
... understanding and misapplication of the notion of “controls.” Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management ...
... understanding and misapplication of the notion of “controls.” Hence, it is critical to develop a better understanding of information systems related organizational controls so that they can facilitate the success of knowledge management ...
2. lappuse
... understanding of organizational controls would suggest that to manage is not to control. In other words, success of knowledge management systems could often result from propagating and nurturing the autonomy and self-control of ...
... understanding of organizational controls would suggest that to manage is not to control. In other words, success of knowledge management systems could often result from propagating and nurturing the autonomy and self-control of ...
3. lappuse
... understanding of organizational controls developed in this article suggests otherwise. CONTROLS. THAT. CONSTRAIN. KNOWLEDGE. MANAGEMENT. Several conceptualizations of organizational control have assumed alteration of the controllee's ...
... understanding of organizational controls developed in this article suggests otherwise. CONTROLS. THAT. CONSTRAIN. KNOWLEDGE. MANAGEMENT. Several conceptualizations of organizational control have assumed alteration of the controllee's ...
9. lappuse
... understanding of “management” interms of “self-control” seems pertinent forremedying this fallacy that could have dire implications for new business environments. The framework of knowledge management based on self-controls discussed in ...
... understanding of “management” interms of “self-control” seems pertinent forremedying this fallacy that could have dire implications for new business environments. The framework of knowledge management based on self-controls discussed in ...
Saturs
1 | |
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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Bieži izmantoti vārdi un frāzes
actions activities agents analysis application approach areas benefits Chapter collaborative collection communities companies competitive complex concept consulting context corporate create creation culture customers database defined described discussed distributed documents edge effective environment example existing experience expertise Figure findings firm functions human ideas identify implementation important individual industry information seeking Information Systems Information Technology initiatives innovation integration International involves issues Journal knowl knowledge management learning maps means memory ment methods objects OMIS organization organizational pattern performance perspective practice present Press problem Publishing questions REFERENCES relationships response retrieval Review role Science sharing social sources specific stage strategy structure success suggests tacit teams tion transfer types understanding University virtual communities workers
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...