1 Knowledge Management Kunskap, organisering och IT Kunskapsorganisering Jan Ljungberg, docent i Informatik Agenda Vad är Knowledge Management Kunskap Kunskapsprocesser Kunskapsorganisationer Kunskapsteknologi och KM-initiativ
2 The Knowledge management hub Mission: Develop theory, method and technology to exploit and develop knowledge in organizations. Interdisciplinary research on IT and organizing Partners:Volvo IT, Ericsson Microwave, Ericsson Mobile Data Design, Guide, Astrakan, Framfab, AstraZeneca Finances: KFB, Volvo Research Foundation, Nutek, Vinnova,... People Magnus Bergquist, Ph.D Associate Professor Cultural Anthropology Anna Maria Szczepanska, Ph.D-student Sociology Jan Ljungberg, Ph.D Associate Professor. Informatics, Hub leader Christian Fredriksson, Ph.D-student Informatics Dick Stenmark, PhD Informatics Volvo IT Maria Bohlin, Industrial Ph.D-student, Guide
3 Vad är Knowledge Management? Ett buzz word och mode 2000 affärsböcker om året produceras I USA Flygplatslitteratur, de bästa säljer i flera miljoner exemplar Managementteori och pengar hör ihop Professorer, konsulter och ledare Inga av formlerna fungerar som köparen tänkt Retoriken kring teorierna har egen förändringskraft En produktkategori Nu med knowledge management Teknisk plattform Synsätt, filosofi, paradigm Vad är Knowledge Management? the task of developing and exploiting an organization s tangible and intangible knowledge resources. Knowledge Management covers organisational and technological issues. (Ovum, 1998) Organizational knowledge creation: the capability of a company as a whole to create new knowledge, disseminate it throughhout the organization, and embody it in products, services and systems. (Nonaka, 1995) Knowledge management address the generation, representation, storage, transfer, transformation, application, embedding and protecting of organizational knowledge. (Hedberg, 1994) Knowledge in the workplace - the ability of people and organizations to act effectively. (Wiig, 2000) Intervention för att förbättra en organisation betraktad som ett kunskapssystem.
4 KM Aktörer Early adopters Försäkringsbolag, konsulter,läkemedelsindustri Managementkonsulter Mjukvaruindustri Information retrieval Groupware Dokument och workflow Databasleverantörer ERP Forskare KM Examples Skandia Intellectual capital accounting: identifying, valuing and measuring the performance of intellectual capital. Andersen Consulting Knowledge Xchange linking employees, clients, knowledge databases, tools etc. IBM One of the first attempts to provide a company wide knowledge architecture for mapping the vast range of information in the company. Storytelling
5 Information vs knowledge Information & Kunskap Sann berättigad tro - Platon 400 b.c blev carl Ludovici professor i Knowledge of the World i Leipzig, Data - Information - Kunskap Tyst kunskap - explicit kunskap - Polanyi 60-talet Kunskap, kompetens, expertis Innovation, Kreativitet, innovationssystem Kunskap som tillgång kunskapskapital
6 Data - Information - Knowledge Data Sign, and signals, facts about events Information Interpreted data, contextualized, categorized Knowledge Information acted upon Knowledge is broader, deeper and richer than information Knowing, knowledge is action oriented Data - Information - Knowledge Dispersed elements data Signs and signals, facts about events Patterned data Information Applied information knowledge Applied knowledge wisdom Interpreted data, contextualized, categorized Information acted upon, broader, richer, deeper
7 Data - Information - Knowledge Dispersed elements data Patterned data Information Applied information knowledge Applied knowledge wisdom Competence & Expertice A skill directly related to a work task Knowledge has been discussed som 1000 years Competence since Taylor and particularly the last 20 years Competence: Formal knowledge Skill Ability Motivation Experience...
8 Kunskap Knowledge there is a growing body of evidence that the elementary information processes used by the human brain in thinking are highly similar to a sub-set of the elementary information processes that are incorporated in the instruction codes of present-day computers - Herbert Simon, Information Processing in Man and Machine, 1964.
9 Kunskap Tyst vs. explicit kunskap Teoretisk vs. praktisk kunskap Individuell vs. kollektiv kunskap Offentlig vs. privat kunskap Påbjuden vs. förbjuden kunskap Gammal vs. ny kunskap Kategorisering av kunskap Objektiv vs. socialt konstruerad kunskap Tacit vs. Explicit Knowledge Tacit knowledge Is impossible to articulate We can know more than we can tell (Polanyi, 1966) Explicit knowledge Articulated, codified, structured knowledge
10 Tacit vs. Explicit Knowledge Two distinct kinds of knowledge in Nonakas SECI-model Tacit knowledge Explicit knowledge Tacit knowledge Socialization Externalization Explicit knowledge Internalization Combination Nonaka & Takeuchi: The Knowledge Creating Company Tacit vs. Explicit Knowledge Not two distinct forms of knowledge Tacit knowledge is not explicit knowledge internalized There is a tacit dimension of all knowledge All articulated knowledge is based on an unarticulated and tacitly accepted background of social practices. Thus, all knowledge could be considered to be tacit When knowledge is articulated it becomes information Thus, computers can never hold knowledge
11 Organisatorisk kunskap Kognitiv kunskap Finns i huvet på människor Konceptuell och kognitiv förmåga Abstrakt tänkande Kunskap om Kunskap att
12 Kodifierad kunskap Buren av tecken och symboler Böcker, manualer, patent Strukturkapital Databaser, expertsystem Förkroppsligad kunskap Handlingsorienterad Kunskap hur Bara delvis explicit Situerad, omedelbar, fysisk närvaro, sensomotorisk information Har sina rötter i specifika kontexter och praktiker
13 Inbäddad kunskap Inbäddad in rutiner, regler och teknologi Kulturburen kunskap Meningsskapande processer Socialisering Interaktion, konversation Berättelser, myter, ritualer Samskapande, social konstruktion av kunskap
14 Kunskap I rutiner embedded I huvet embrained I kroppen embodied Uttryckt i formler encoded I kultur och normer encultured Bilder: Kunskap i grova drag Objektivistisk syn Kunskap finns objektivt, kunskap är objekt, kan lagras etc. Kognitionsorienterad syn Kunskap finns i huvudet (bara i huvudet) Konstruktivistisk syn Kunskap är vad vi kommer överens om och gemensamt konstruerar Kunskap kan finnas utanför individen
15 Kunskapsorganisationer Fokus på kända problem Fokus på nya problem Kollektiv insats Individuell insats Kunskapsrutiniserade organisationer -Kunskap inbäddad i regler, rutiner och teknik. -Hierarkier och maskinbyråkratier -T ex traditionella fabriker -Status: lång och trogen tjänst Expertberoende organisationer -Förkroppsligad kunskap hos nyckelpersoner. -Beroende av specialister och experter, yrkesroller. -Status genom yrkesskicklighet. T ex sjukhus Kommunikationsintensiva organisationer -Kulturburen kunskap -Kommunikation och samarbete är nyckelprocesser. -T ex produktutveckling -Status: att ge bidrag till gruppen Symbolanalytiska Organisationer -Kognitiv, abstrakt kunskap -Entreprenörskap, problemlösning -T ex IT-konsult -Status genom kreativitet Kunskapsprocesser Skapa kunskap Legitimera kunskap Vem bestämmer vad som räknas som kunskap? Paketera kunskap Sprida Samla, lagra Implementera I organisationen, i produkter, i tjänster, i system Skydda Säkerhet, kontrakt, patent,...
16 Innovation No-preconception principle Sources of innovation are unpredicatble, creative acts often unplanned Autonomy The company must put trust in the unplanned actions Serendipity Accidentally stumbling over innovations Stimuli External or internal Rich information provision lateral internal communication Motivation People tend to be more creative when working by their own interest Skapa kunskap Tacit knowledge Explicit knowledge Tacit knowledge Socialization Externalization Explicit knowledge Internalization Combination Källa: Nonaka: The Knowledge Creating Company
17 Knowledge legitimization Who decides what is knowledge? Socially constructed knowledge Processes of knowing Peer review processes Gate keeping and promoting knowledge R&D grants Positions Publications Ideas and innovations Knowledge sharing Communities of practice Social capital, incitement structures Sticky Knowledge Costly and hard to transfer to where it is needed. Leaky Knowledge Knowledge sometimes flows easier between organizations than within them.
18 Communities of practice We all belong to several Communities of practice - CoPs Shared practice, interests, and language Not just a set of relationships, but an identity as community An arena for gaining reputation among peers Variety of relations to the organizations where they exists Across organizational boundaries Stewardship of knowledge Relationships to organization Unrecognized Invisible to the organization, or even to members themselves Bootlegged Only visible informally to a circle of people who know Legitimized officially sanctioned as a valuable entity Supported Provided with direct resources from the organization Institutionalized official status and function in the organization
19 Stewardship Sharing Offering a social structure for the exchange of knowledge, tips, and lessons learned Proactive developing shared capability, establishing best practices, pursuing a learning agenda Strategic Widely recognized, central to success of the organization, involved in strategic decisions Transformative Capable of redefining its environment, direction, structure and culture of the organization Open source as CoP Open Source projects are organized around a large stock of devoted hackers who are both producers and users. No monetary compensation to be expected for efforts conducted except the status and self-fulfilment. Why hackers contribute to the community has to be explained in others terms than being based on a more traditional cost-benefit rationality. Reputation and status comes from what you give away and share with others (software, information, knowledge).
20 Kunskapsteknologi I sin mest basala form är system som kopplar samman människor med människor, och människor med information. Men fortfarande handlar det mesta om information... Människor Information Människor The new Lotus KM Vision...but a more detailed analysis shows that Lotus has really only rebranded their old groupware strategy as KM....a new face on an old solution. Hemsida för Microsoft Exchange Server
21 Knowledge Management R&D Repacking is the recycling of old ideas in new guises - an environment friendly strategy leading to greater profits. Disinformation is the total utilization of manpower, machinery and finance to make the buyer believe that repacking is innovation. Source: Bonk business KM as information management Knowledge repositories and data bases best practice, knowledge chunks,... Rules Traditional information management Encoded knowledge basically dealing with information
22 KMs new challenges Knowledge is embedded in peoples subjective situations Knowledge is embedded in peoples actions Knowledge resides in peoples heads Knowledge is shaped in social processes in interaction between people Information to knowledge management Supporting processes and information: Transactions Logistics Workflow EDI Information/data Supporting knowledge creation and communication: Informal communication Conversations and learning Networks and communities Managing competence and experience Sharing knowledge Supporting innovation
23 KM-initiativ Objektfixerade - kunskap ses som objekt, teknikdrivna, fokus på kodifierad kunskap Personcentrerade kunskap finns i individen, fokus på embrained och embodied knowledge Kulturbaserade - kunskap är inbäddat i normer och meningssystem, fokus på encultured knowledge Ekonomiskt drivna, kunskap ses som ekonomisk tillgång, fokus på mätning och värdering Technology driven KM structured encoded knowledge Databases and repositories Data ware housing Document managment ERP-systems, CRM encoded Expert systems Best practice databases Workflow management embrained embodied embedded
24 Encoded, unstructured knowledge Search engines Collaborative filtering Notifiers Recommender systems Ovum s KM architecture (1998) Interface Knowledge portal KM services Discovery services Collaboration services Corporate taxonomy Information & process mgmt Infrastructure Information & knowledge sources Knowledge map Knowledge repository File servers, intranet/internet services, servers The web DBMS EDM People
25 Drawbacks Overemphasizing technology Simplistic views on knowledge Optimistic views on technology Basically based on information management Person centered KM Individual embrained knowledge embrained embodied Embodied knowledge and skill Intellectual capital Human resources Competense systems Yellow pages New roles like CKOs and knowledge brokers
26 New Roles Knowledge Project Managers Subject/content Managers Knowledge Brokers Knowledge Management Facilitators Knowledge Leaders Cybrarians Chief Knowledge Officer The Chief Knowledge Officer Provides a strategic view of the importance of KM to the company s business goals. Promotes KM throughout the organization and ensure that necessary incentives & structures are in place Is a conduit between the board and the rest of the company Is responsible for corporate KM initiatives Monitor and measure the progress of KM Understands the pragmatics of KM as well as the business critical value chains Has a good sense of organizational politics
27 Knowledge Broker Central organizational role Connect those with knowledge to those who need it for particular purposes Facilitating knowledge flashes and learning situations Identifying knowledgeable persons and list them Facilitate contacts between knowledge needs and expertice Strive to connect people over organizational boundaries Be available to potential users Drawbacks Sometimes techophobic While storing knowledge as objects in databases is difficult, storing people in databases are difficult too
28 Kunskapshantering - kulturbaserad Incitamentsstrukturer Communities of practice Infrastruktur, CSCW Gåvoekonomi, open source Storytelling och narrativa kunskapsformer Portaler - integration av stöd för olika kunskapsformer Recommender systems, notifiers, agenter, sökmotorer Berättelsers roll i organisationer Gestaltning av erfarenhet Socialisering av nya medlemmar Skapa mening av organisation och kultur Konstruktion av professionell identitet Scenarios för möjliga framtider Visionsskapande Kontroll och motstånd
29 Grundarhistorier Storytelling Organizations konceptualized as stories Stories about organizations Stories told in organizations Stories as trigger of change Stories as manipulation - control or resistance Stories about the future - scenario planning
30 Stories about organizations Research written in a story like fashion Case studies Sucess stories Teaching cases Best practice Disaster stories Founder stories Learning from fiction and faction
31 Stories in organizations Collect stories from the organization: Interprete them (what do they tell?) Analyze them (how do they tell it?) Deconstruct them (what are they made of: values, norms, experiences, guidelines for action) Collecting stories Etnography observation Collect stories by participating Interviews Story telling circles Get people together to tell stories. Use Fishing story or war-stories to trigger people. Seek alternative stories on the same Virtual story collection, e.g. through the intranet
32 Deconstruct and analyze Deconstruct the stories Genre classification Analyze Themes: e.g. what do people think of management, how is mistakes perceived, stories about rule breaking behaviour, bad technology etc. Values - right or wrong to behave in certain ways Lessons learned or moral Social positioning How are things done in the organization? Actors, power etc. Actability: how do people perceive their influnce on the organization Knowledge and experience encoded Some genres Hero epic - a hard journey where the hero is tested, but overcomes the obstacles. Romantic stories - organizational obstacles and social restrictions are overcome Tragedy - the obstacles are never overcome, conflict destroys harmony. Ironic stories - mission fails, harmony is not achieved, but this is seen as norm.
33 Hero epics Protagonist: The hero Plot: There is a problem The involved people cannot solve it themselves An external actor has to be brought in He/she transforms/solves the problem The hero with draws harmony is achived A short analysis Moral: change can happen through action Social positioning: the hero is differentiated from others Individual action is key to success Time focus is now
34 Romantic style Protagonist: misunderstood entrepreneur Plot: I wanted something/had an idea The organization put up obstacles/didn t support me Then I did it my self Now I thought I deserved some support and resources Again the organization turned me down That s unfair, especially since they later on wanted to use my idea Its just to keep on trying Example
35 Short analysis Moral: try again, keep on fighting People are good, the system is bad Individual or collective action will have effect at last The future will be better Tragedy Protagonist: failed individual Plot: We need more resources Management doesn t listen Others quitted by I stayd and did three mans work It was impossible, I couldn t make it I had to pay the prize At last they did as I had requested, but too late for mee
36 Short analysis Moral: don t play hero or engage to much in the companys problems Individal alienated from organization Values negative against people Action is inefficient and personally costly Its bad now and will be worse in the future Ironic style Moral: everything is meaningless anyway so focus locally/private Nor individual or collectiv action is efficient Its getting worse Passivity and alienation
37 Economic KM - knowledge as asset Intellectual capital Measurement Balanced Scorecard (Kanplan & Norton) Intangible Asset Monitor (Sveiby) Skandia Navigator (Edvinsson) Measurement for control or dialogue Intangible Assets monitor External structure (customers etc) Internal structure Competence of people Growth and innovation: average professional experience (years in profession), level of education, training costs, competence turnover etc. Efficiency: number of experts, revenue/expert, added value/employee Stability: turnover rate of professionals
38 Some examples and cases Competence systems Innovation on intranets Survey of KM-initiatives at Ericsson Buckman labs Competence Systems Seldom manage useful competence desriptions Tend to counteract career changes Often have a closed systems structure that hinders members to access and assess competence descriptions of others Only support analysis of individuals existing competencies
39 KM Initiatives at Ericsson Initiative Main mode Purpose Image Web Web pages for easy intranet search Zopps Web General Ericsson knowledge for off duty staff Knack BIC Stargate Competence Development Innovation cells Project mentorship Competence management Web Web Web Face-to-face Face-to-face Face-to-face Web resources for competence development Business Intelligence for top management Web resources for knowledge exchange Leadership training and knowledge transfer Co-location of innovative teams Social organization of project leadership training Competence assesment/development ansd management Approaches to KM Centralized Top-down implementation Based on IT Generalizable solutions Knowledge is gathered and shared centrally Static & slow change Expensive Decentralized Bottom-up implementation Focusing on people Unique solutions Knowledge is gathered and shared in an open market Reactive and adaptive Cheap
40 Approaches to KM Standardize Diversify Discussion
Chapter 13: Knowledge Management In Nutshell Information Technology For Management Turban, McLean, Wetherbe John Wiley & Sons, Inc. Objectives Define knowledge and describe the different types of knowledge.
Turban, Aronson, and Liang Decision Support Systems and Intelligent Systems, Seventh Edition Chapter 9 Knowledge Management 9-1 Learning Objectives Define knowledge. Learn the characteristics of knowledge
The Kaieteur Institute For Knowledge Management THE e-knowledge BASED INNOVATION SEMINAR OVERVIEW! Introduction Knowledge is a new form of renewable and intangible energy that is transforming many organizations.
Knowledge Management: A tool for Improving Government Performance Page 1 of 5 Knowledge Management: A tool for Improving Government Performance by Brian D. Murrow and Victoria Adams What is Knowledge Management?
Proceedings of the Postgraduate Annual Research Seminar 2005 1 Knowledge Management System Architecture For Organizational Learning With Collaborative Environment Rusli Haji Abdullah δ, Shamsul Sahibuddin
Knowledge Management Session Two Organizational Knowledge Management Intellectual capital Intellectual capital is combination of the Intellectual property (IP) held by a business and the people in that
The Research of Small and Medium Enterprises Knowledge Management Based on Document Strategy YU Lijuan School of Management, Beijing Union University, China, 100101 email@example.com Abstract: According
COLLABORATIVE PORTAL MODEL FOR INTERCULTURAL TEAMS KNOWLEDGE MANAGEMENT Abstract Claudiu Brandas 1 In the multinational organizations, more groups of individuals are being involved in the process of knowledge
KNOWLEDGE NETWORK SYSTEM APPROACH TO THE KNOWLEDGE MANAGEMENT ZHONGTUO WANG RESEARCH CENTER OF KNOWLEDGE SCIENCE AND TECHNOLOGY DALIAN UNIVERSITY OF TECHNOLOGY DALIAN CHINA CONTENTS 1. KNOWLEDGE SYSTEMS
Systems of Innovation Perspectives and Challenges Chapter 7 in The Oxford Handbook of Innovation, Edited by Jan Fagerberg, David Mowery and Richard Nelson To be published by Oxford University Press, 2004
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
Creating corporate knowledge with the PADDLE system Klaus Tochtermann *+ and Andreas Kussmaul * * Research Institute for Applied Knowledge Processing (FAW) PO Box 2060, 89081 Ulm, Germany, E-Mail: tochterm
Part I: Decision Support Systems MBA 8473 1 Cognitive Objectives 43. Identify information processing as the foundation of managerial work. 44. Identify which media are more suitable for supporting managerial
Technologies for Knowledge Management WK-7 Technologies for Knowledge (D&P) KM is much more than technology Techknowledgy is part of KM Availability of WWW and Lotus Notes Since knowledge and the value
Leveraging Capital INTRODUCTION Leveraging knowledge capital in the Federal Government is increasingly critical today because: Reductions in staffing create a need to replace informal methods for sharing
Services Innovation: Knowledge Transfer and the Supply Chain Mihaela Patrolea - SEM Introduction In response to the growth in service industries, there s been an increase of interest in what has been termed
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
Independently explore, visualize, model and share insights without IT assistance Highlights Explore, analyze, visualize and share your insights independently, without relying on IT for assistance. Work
MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material
73. Human Processes in Customer Relationship Management Shari S. C. Shang National Chengchi University, Taiwan firstname.lastname@example.org Chih-Hsiang Chen National Chengchi University, Taiwan email@example.com
Case Study Using Knowledge: Advances in Expertise Location and Social Networking Best practices from IBM Global Business Services IBM provides business insight and IT solutions to help its clients become
3. What is Knowledge Management ETL525 Knowledge Management Tutorial One 5 December 2008 K.T. Lam firstname.lastname@example.org Last updated: 4 December 2008 KM History The subject of KM was originally arisen in the field
Introduktion till SAS 9 Plattformen Helikopterkursen Kursens mål: Denna kurs/workshop ger dig en samlad överblick över den nye SAS 9 Intelligenta Plattformen. Denna dag är en bra start för att förstå SAS
Information professionals in the information age: Vital skills and competencies. Hawamdeh, S., & Foo, S. (2001). Proc. International Conference for Library and Information Science Educators in the Asia
Characterizing Knowledge Management Tools Half-day Tutorial Presented by Kurt W. Conrad conrad@sagebrushgroup sagebrushgroup.com Developed by Kurt W. Conrad, Brian (Bo) Newman, and Dr. Art Murray Based
14-23- 1 Agenda Scrum Kandidatprojekt datateknik - TDDD83 Vad är scrum? Hur fungerar det? Hur ska scrum användas i kursen? Aseel Berglund IDA Agile Approaches - Agile Alliance Lightweight approaches to
ICKM November 203 Knowledge Management Taverekere (Kanti) Srikantaiah, Ph. D. Visiting Professor College of Information Studies University of Maryland Introduction Knowledge is light, weightless, intangible,
Lesson:-35 ORGANISATIONAL CULTURE Students what do you all think Organizational Culture is? Can you all define it in your own way. In the 1980's, we saw an increase in the attention paid to organizational
contents CHAPTER 1 Information Systems in Business 1 INTRODUCTION 5 Apple Merging Section 1.1 Information Systems in Business 5 INFORMATION TECHNOLOGY'S ROLE IN BUSINESS 5 Information Technology's Impact
Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience
KNOWLEDGE MANAGEMENT AND COOPERATION TECHNOLOGY G. De Michelis Dept. of Informatics, Systems and Communication, University of Milano Bicocca, Italy Keywords: Knowledge Management, Cooperation Technologies,
IntroductiontoManagementInformationSystems Summary 1. Explain why information systems are so essential in business today. Information systems are a foundation for conducting business today. In many industries,
NETWORK SUSTAINABILITY 1 1 This document has been written by Alfredo Ortiz, Country Director Pact Ecuador & LAC Regional Coordinator, and Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.
Organizational Culture Why Does It Matter? Presented to the Symposium on International Safeguards International Atomic Energy Agency Vienna, Austria November 3, 2010 IAEA-CN-184/315 Kenneth Desson Pentor
The 1 st International Conference on Virtual Learning, ICVL 2006 147 Knowledge Management Audit of a SME in New Zealand Amitrajit Sarkar Schools of Business and Computing Christchurch Polytechnic Institute
ALLGEMEINE FORST UND JAGDZEITUNG (ISSN: 0002-5852) Available online www.sauerlander-verlag.com/ Miracle Integrating Knowledge Management and Business Intelligence Nursel van der Haas Technical University
Dialogic Leadership and ICT-intensive Workplaces How to Enhance Learning Potential? Sirpa Syvänen 1 and Kati Tikkamäki 2 1 School of Management, University of Tampere, FI-33014 University of Tampere email@example.com
Enabling Data Quality Establishing Master Data Management (MDM) using Business Architecture supported by Information Architecture & Application Architecture (SOA) to enable Data Quality. 1 Background &
FN:S RAPPORT OM E- GOVERNANCE 2014 Med lite jämförelser med 2012 1 ÖVERGRIPANDE SLUTSATS 2012 I dagens lågkonjunktur är det viktigt att fortsätta med leverans av tjänster men Regeringarna måste alltmer
365 12 A framework for knowledge management As those who work in organizations know, organizations are not homogenous entities where grand theoretical systems are easily put in place. Change is difficult.
Knowledge Management Knowledge Economy What is it & how should be applied in a business and in an academic context? An empirical study from Greece. Speaker: Nikos Katsiadakis, Thessaloniki Technology Park
Scrum in a Large Project Theory and Practice Agile World 2012 Munich, July 12, 2012 Dr. Sebastian Stamminger Scrum in Large Projects Agenda Theory Case Study Teams Our Process Challenges Lessons Learned
UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation
Chapter 1 An Introduction to Information Systems in Organizations 1 Principles and Learning Objectives The value of information is directly linked to how it helps decision makers achieve the organization
INTERNATIONAL CONFERENCE ON BUSINESS MANAGEMENT NIRMA INSTITUTE OF M ANAGEMENT PAPER 310 KNOWLEDGE MANAGEMENT: COLLABORATIVE INFRASTRUCTURES!!! SAURABH GUPTA 1 KNOWLEDGE MANAGEMENT: COLLABORATIVE INFRASTUCTURES!!!
UC Santa Cruz Vision Conference April 16, 2014 The Big Themes Big Picture Ideas 1. information and communication web presence person to person access information who we are (ucsc ) 2. Defining the roles
Analyzing Requirements of Knowledge Management Systems with the Support of Agent Organizations Renata S. S. Guizzardi 1, Anna Perini 2 1 Computer Science Department University of Twente (UT) P.O. Box 217
Elektronikavfall Thomas Lindhqvist IIIEE Lund University 18 February 2009 Elektronik och miljö Problem? Livscykeltänkande Elektronikavfall kopplat till livscykeln W hat is e- w aste ( W EEE)? Varför elektronikavfall?
International Journal of Information Technology and Knowledge Management July-December 2010, Volume 2, No. 2, pp. 533-537 CONTRIBUTION OF INFORMATION TECHNOLOGY IN ENHANCEMENT OF KNOWLEDGE MANAGEMENT PRACTICES
Knowledge Management in Software Companies An Appraisal B. Gopalkrishna, Lewlyn L. R. Rodrigues, P. K. Poornima, and Shivanshu Manchanda Abstract The present study involved evaluation of state of knowledge
KNOWLEDGE MANAGEMENT G. AMIRTHRAJ MBA-II YEAR MANAKULA VINAYAGAR INSTITUTE OF TECHNOLOGY firstname.lastname@example.org Mobile no 9629321360 ABSTRACT This paper contains topics of interest for those in the Knowledge
Knowledge Management in Public Health Nancy Dubois, NCCMT Consultant email@example.com 519.446.3636 CPHA Conference, June 2009 Overview The four essential elements of Knowledge Management: Culture, Content,
Effective Employee Incentive Programs Bring Out The Best In Your Firm By Lisa A. Rozycki 2006 All Rights Reserved An incentive program is a planned activity designed to motivate people to achieve predetermined
Southern Company Electricity Generators uses Content Management System (CMS). Important dimensions of knowledge: Knowledge is a firm asset: Intangible. Creation of knowledge from data, information, requires
Database Systems Journal vol. II, no. 2/2011 23 A Grid Architecture for Manufacturing Database System Laurentiu CIOVICĂ, Constantin Daniel AVRAM Economic Informatics Department, Academy of Economic Studies
Characteristics for secondary Montessori education in the Netherlands 1. Head, heart and hands In The Montessori education of the 21st century, working with head, heart and hands is translated into a wide
University of Gaziantep, Department of Business Administration The extensive use of information technology enables organizations to collect huge amounts of data about almost every aspect of their businesses.
On Services for Collaborative Project Management Martin Ollus, Kim Jansson, Iris Karvonen, Mikko Uoti, Heli Riikonen Vuorimiehentie 5, Espoo P.O. Box 1000, FI-02044 VTT, Finland firstname.lastname@example.org
ACCELERATING PROSPECTS TO WINS REALIZING THE POTENTIAL OF CRM by Carrie Camino & Jeff Finken Implement any new business system and you re bound to face some level of uncertainty and resistance. In order
IBM Information Management January 2008 IBM Information Management software Enterprise Information Management, Enterprise Content Management, Master Data Management How Do They Fit Together An IBM Whitepaper
Overview of Knowledge Management in Organizations 1 Overview of Knowledge Management in Organizations Yu Huang Graduate Student, Training and Human Resource Development Key words: Knowledge Management,
CHANGING DIMENSIONS AND PERSPECTIVES OF KNOWLEDGE MANAGEMENT Kamal Kumar Chaurasia * Abstract Knowledge is the result of learning which provides the only sustainable competitive advantage to the organization.
Effektiv hantering av Data och Information i M3 Joakim Jannerfeldt Anders Cottman Information Data Information År 2015 kommer 15% av alla organisationer att ha moderniserat sina strategier för informationshantering
The Four Frames Principal Entry Plan Adapted from LIFT, LAUNCH, & CLASS 2005 DEVELOPING A PRINCIPAL ENTRY PLAN All successful leaders have plans. They modify and redirect their plans as needed in order
White Paper July 2007 IBM Information Management software IBM Enterprise Content Management Product Strategy 2 IBM Innovation Enterprise Content Management (ECM) IBM Investment in ECM IBM ECM Vision Contents
Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
3gamma Från traditionell IT-leverans till modern, processtyrd tjänsteleverans i en multi-sourcing miljö Peter Wahlgren, September 2013 Vem är Peter Wahlgren? VD & Konsult på 3gamma sedan 2008 AstraZeneca
KEY KNOWLEDGE MANAGEMENT TECHNOLOGIES IN THE INTELLIGENCE ENTERPRISE RAMONA-MIHAELA MATEI Ph.D. student, Academy of Economic Studies, Bucharest, Romania email@example.com Abstract In this rapidly
International Council on Systems Engineering ISO/IEC/IEEE 15288 SEminar Linköping 16 november 2015 WHY there is a need for SE and INCOSE Need to manage increasing complexity Technology trends Systems of
WINDOWS PRESENTATION FOUNDATION LEKTION 3 Mahmud Al Hakim firstname.lastname@example.org www.alhakim.se COPYRIGHT 2015 MAHMUD AL HAKIM WWW.WEBACADEMY.SE 1 AGENDA Introduktion till Databindning (Data Binding) Element
MAXimize the benefits of Mobility Management New tools for more sustainable transport systems Christer Ljungberg, Trivector Traffic Årets Bild 2010: Henrik Montgomery, Scanpix Max project in short December
IFAD S ORIGINAL APPROACH TO KNOWLEDGE MANAGEMENT: AN EXPERIENTIAL LEARNING SYSTEM ON RURAL POVERTY Julio A. Berdegué and Germán Escobar In order to reach its potential as an instrument to empower rural
Informatics Competencies across the Curriculum Data - basic elements & related standards BSN DNP PhD Resources Course Assignment Describe the value of using standardized terminologies and messaging standards
How Application Portfolio Management and Enterprise Architecture Add Up to IT Governance Optimizing your organization s information system A MEGA White Paper By François Tabourot, Operational Governance
Monitoring and measuring change in market systems -rethinking the current paradigm- (Discussion paper 1, version 3 Oct 2012) 1. Introduction As is widely experienced, markets are not static, but in constant
The Role of Management in Banks Sector (Analytical Study- Jordan) Abstract Faisal Bourini Applied Science Private University Assistant Professor Khaldoon Khawaldeh, Applied Science Private University Assistant
Knowledge management strategies that create value By Leigh P. Donoghue, Jeanne G. Harris and Bruce A. Weitzman There is no one-size-fits-all way to effectively tap a firm s intellectual capital. To create
Knowledge Management and Collaboration Analysis of the Siemens Healthcare Consulting Group EVA GATTNAR, JENS SCHNEIDER, BRIGITTE STROETMANN AND OKAN EKINCI Siemens AG Healthcare Sector Allee am Röthelheimpark
Aspects of Leadership Mark T. Green MEd, MBA, MS, PhD Chair, Leadership Studies Our Lady of the Lake University http://business.ollusa.edu/leadership www.drmarkgreen.com GreeM@Lake.Ollusa.Edu 210.434.6711
The role of HEI in regional development Anders Olsson Region Värmland Håkan Spjuth Karlstads universitet www.regionvarmland.se Värmland www.regionvarmland.se www.regionvarmland.se www.regionvarmland.se
Integration of E-education and Knowledge Management Liyong Wan 1, Chengling Zhao 2, and Wei Guo 2 1 College of Humanity and Social Science, Wuhan University of Science and Engineering,Wuhan,China,email@example.com