In: Journal of Universal Computer Science 3:8‚ August 1997 Information Technology for Knowledge Management Uwe M. Borghoff Rank Xerox Research Centre‚ Grenoble Laboratory 6‚ chemin de Maupertuis. F-38240 Meylan‚ France E-mail: borghoff@grenoble.rxrc.xerox.com Remo Pareschi Rank Xerox Research Centre‚ Grenoble Laboratory 6‚ chemin de Maupertuis. F-38240 Meylan‚ France E-mail: pareschi@grenoble.rxrc.xerox.com Abstract: Knowledge has been lately recognized as one of the most important assets
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Lund Institute of Economic Research Working Paper Series Knowledge Management and Organizational Learning: Fundamental Concepts for Theory and Practice 2005/3 Ron Sanchez Ron Sanchez‚ Professor of Management Copenhagen Business School‚ Solbjergvej 3 - 3rd floor‚ DK-2000 Frederiksberg‚ Denmark‚ sanchez@cbs.dk Lindén Visiting Professor in Industrial Analysis‚ Institute of Economic Research‚ Lund‚ Sweden Abstract This paper investigates several issues regarding the nature‚ domain‚ conceptual
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STRATEGIC PLAN FOR KNOWLEDGE MANAGEMENT NASA Knowledge Management Team April 2‚ 2002 National Aeronautics and Space Administration NASA Publication XX STRATEGIC PLAN FOR KNOWLEDGE MANAGEMENT NASA Knowledge Management Team Concurrence: Lee Holcomb‚ NASA CIO Brian Keegan‚ Chief Engineer Vicky Novak‚ AA‚ Code F Strategic Plan for Knowledge Management • i Many people at NASA and within the knowledge management community contributed the ideas set forth in this document
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“Tacit Knowledge” versus “Explicit Knowledge” Approaches to Knowledge Management Practice by Ron Sanchez Professor of Management‚ Copenhagen Business School and Linden Visiting Professor for Industrial Analysis‚ Lund University Contact information: Department of Industrial Economics and Strategy Solbjergvej 3 - 3rd floor DK 2000 Frederiksberg‚ Denmark email: sanchez@cbs.dk Abstract This paper explains two fundamental approaches to knowledge management. The tacit knowledge approach
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Managing Knowledge in organizations G.O. KAYODE-ADEDEJI SCHOOL OF ENGINEERING‚ DESIGN and TECHNOLOGY UNIVERSITY OF BRADFORD G.O.Kayode-Adedeji@bradford.ac.uk 2011 [Type the company name] 1/1/2011 Contents Introduction 2 KNOWLEDGE MANAGEMENT VS INFORMATION MANAGEMENT 5 KNOWLEDGE MANAGEMENT CONTROVERSIES 5 POSSIBLE CONSTRAINTS IN THE IMPLEMENTATION OF A KNOWLEDGE MANAGEMENT PROGRAM 6 CASE STUDY ON THE SUCCESSFUL IMPLEMENTATION OF KM: 6 THE EVOLUTION OF KM AT BUCKMAN LABORATORIES
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Academy of Economic Studies‚ Faculty of Business Administration Knowledge Management Case Study – SC Artis Bio Tech SRL [pic] 22 May 2012 1. Introduction Based on the current economic climate‚ only companies which have the ability to adapt to continuous changes‚ shape their business strategies according to the market and take calculated risks will be able to survive. Attributes such as creativity‚ flexibility and competitiveness have become of the utmost
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for the employees to feel as one and function as a ministry with modest limitations. EDU has to take the tacit knowledge and turn it into explicit knowledge. As Kathryn Everest‚ I would recommend the EDU implement a document management system. In doing so‚ it will help the employees to work mutually as a company rather then a department. Having the employees to feel they are all part of a company rather than a department will help build trust amongst all employees. Less time will be spent locating
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1. Executive summary This report analyses the importance of knowledge management in the organisational context for maintaining competitive edge in the market. It conducts an analysis of the key areas in knowledge management with effective implementation of the different strategies for efficient knowledge management and knowledge transfer within the different levels of management in an organisation‚ these have been elaborated. Furthermore the report discusses the methods and strategies adopted
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searching some matter about the Knowledge Management. I feel it is worth sharing with everybody IBM Knowledge Management Strategy Abstract IBM began serious measures to incorporate Knowledge Management in their business model in 1994. Since that time‚ they have employed managers devoted sole to KM‚ in their IBM Collaboration and Knowledge services. The result has been a great deal of IT initiatives for the purpose of sharing knowledge. IBM has software that can
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elements of MindTree’s approach to knowledge management? How effective are they? A: The key elements of MindTree’s Approach to KM includes: 1. The way MindTree foster and build social interactions within the company. From MindTree’s value system (CLASS)‚ the administrators have realized that employees are social creatures that wish to build and grow. Thus‚ they allow employees to self-organize into communities that focus upon a particular topic or aspect of the company. 2. The model in which communities
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