Danone in India History of Danone India Danone India is today a huge part in the work of internationalization of the French group Danone. This subsidiary was established in two steps. Danone first established in 1989 a merger with an Indian group called Britannia‚ they were just participative. Then in 1993‚ they took the control of Britannia so it became a Danone subsidiary. At this time‚ it was said that this buying had required an investment of RS 150 cores. Danone becomes after
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success-yoghurt. The factory was named Danone‚ a Catalan diminutive of the name of his first son‚ Daniel Carasso. Ten years later‚ the company moved from Spain to neighboring France and the first French factory was built. In 1949‚ the yoghurt was firstly packaged in a glass can. In 1951‚ this glass package replaced the porcelain can which was used before and because of this change the yoghurt became more popular and very common in diary healthy alimentation. In 1968‚ Danone was firstly announced in TV.
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processes in overlapping parts‚ and at a minimum includes these parts: Using accessible knowledge from outside sources Embedding and storing knowledge in business processes‚ products and services Representing knowledge in databases and documents Promoting knowledge growth through the organization’s culture and incentives Transferring and sharing knowledge throughout the organization Assessing the value of knowledge assets and impact on a regular basis 2 Why is KM important to an organization? Proactive
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KNOWLEDGE MANAGEMENT SYSTEM KNOWLEDGE: Knowledge is a familiarity with someone or something‚ which can include facts‚ information‚descriptions‚or skills acquired through experience or education. It can refer to the theoretical or practical understanding of a subject. It can be implicit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); it can be more or less formal or systematic. In philosophy‚ the study of knowledge is called epistemology;
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practice” in the context of knowledge management? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips‚ Fluor‚ and Schlumberger? (p61-64) Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades‚ making knowledge retention critical in the
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Knowledge Management on Air Quality Case Studies Knowledge Management on Air Quality Case Studies © 2010 Asian Development Bank and Clean Air Initiative for Asian Cities Center (CAI–Asia Center) All rights reserved. Published 2010. ISBN 978-92-9092Publication Stock No. RPT102406 Asian Development Bank and CAI–Asia Center. Knowledge management on air quality: Case studies. Mandaluyong City‚ Philippines: Asian Development Bank and CAI–Asia Center‚ 2010. 1. Knowledge management.
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KNOWLEDGE MANAGEMENT Knowledge management – how organizations track‚ measure‚ share and make use of intangible assets such as an employee’s ability to think fast in a crisis – is increasingly important in a fast-changing knowledge society. Organizations have always managed knowledge‚ even if they did not use the term knowledge management. For example‚ a person experienced in operating or repairing a particular machine could pass their knowledge on to newcomers. Knowledge management (KM) can also
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Knowledge management systems: strategic asset or not? Abstract In the knowledge based economy today‚ it is important for organisations to rapidly collect and share knowledge with globally dispersed locations. KMS is collection of technical artefacts designed to help organisations to achieve such goal. The purpose of this essay is to evaluated whether KMS are strategic asset from resource based view. The outcome of the finding determines whether KMS can be leveraged to facilitate knowledge dissemination
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Queen’s KBE Centre for Knowledge-Based Enterprises 1 WORKING PAPER WP 02-09 KNOWLEDGE SHARING IN A CROSS-CULTURAL SETTING: A CASE STUDY Dianne Ford Dr. Yolande Chan Queen’s University at Kingston April 2002 Queen’s KBE Centre for Knowledge-Based Enterprises 2 Knowledge Sharing in a Cross-Cultural Setting: A Case Study Dianne P. Ford Yolande E. Chan1 Queen’s School of Business Queen’s University e-mail: dford@business.queensu.ca Authors’ Vitae Dianne P. Ford received her B.A. Honours
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Knowledge Management: Emerging Tool for Higher Education 1Gunjan Awal 2 Swati Pathak 1 Lecturer‚Institute of Engineering & Management‚ Bareilly – Lucknow Highway NH-24‚Bareilly ( 99897335290) 2 Lecturer‚Institute of Engineering & Management‚ Bareilly – Lucknow Highway NH-24‚Bareilly ( 9389044224) Email - 1 awalgunjan4u@gmail.com ‚ 2 swati.pthk@gmail.com ABSTRACT Educational
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