Critical Evaluation of the Benefits and Limitations of Using ICT in Knowledge Management Processes 1.0 Introduction Knowledge management can be considered to be an essential strategic function in any organisation today. As the world becomes more globalised‚ and traditional structures of intermediation are removed whilst new ones are created‚ it is clear that knowledge‚ and consequently a learning organisation is one that is more likely to find unique sources of competitive advantage‚ and be
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Table of Contents 1.0 Introduction 2 2.0 Strategies of Implementing Knowledge Management 4 2.1 Identification of key actors 4 2.2 Knowledge Management Platform/ System 5 2.3 Spreading the Word – stimulate the use of Knowledge Management 5 3.0 Benefits of Knowledge Management 7 3.1 Employee Development – Value Creation 7 3.2 Increased Customer Satisfaction‚ Trust and Loyalty 8 3.3 Support Tool for Marketing Initiatives 9 3.4 Better Coordination of Technology Alliances 10
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Information & Knowledge management for Facilities Management Facilities Management is making a web of decisions across the whole process. Making informed decision needs information; making correct decision needs knowledge. That is why we will talk about information/knowledge management in Facilities Management 1. Concepts of data‚ information‚ and knowledge 2. Major information in the practice of construction project management 3. Significance of promoting information management in the practice
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H200704 H200704 The relationship between knowledge management‚ innovation and firm performance: evidence from Dutch SMEs Lorraine Uhlaner André van Stel Joris Meijaard Mickey Folkeringa Zoetermeer‚ January‚ 2007 1 This report is published under the SCALES-initiative (SCientific AnaLysis of Entrepreneurship and SMEs)‚ as part of the ’SMEs and Entrepreneurship programme’ financed by the Netherlands Ministry of Economic Affairs. Most recent EIM reports and much more on SMEs and Entrepreneurship
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Education and the Knowledge-Based Economy in Europe EDUCATIONAL FUTURES RETHINKING THEORY AND PRACTICE Volume 24 Series Editors Michael A. Peters University of Illinois at Urbana-Champaign‚ USA J. Freeman-Moir University of Canterbury‚ Christchurch‚ New Zealand Editorial Board Michael Apple‚ University of Wisconsin-Madison‚ USA Miriam David‚ Department of Education‚ Keele University‚ UK Cushla Kapitzke‚ The University of Queensland‚ Elizabeth Kelly‚ DePaul University‚ USA Simon
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Review of a Journal Article – Ensuring the effectiveness of a Knowledge Management Initiative (James Bishop‚ Dino Bouchlaghem‚ Jacqueline Glass & Isao Matsumoto‚ 2008) Introduction Knowledge Management (KM) initiatives are the different approaches adopted by companies which incorporate the shared characteristic of a company’s commitment to developing the flow of knowledge and the maintaining the use and dissemination of knowledge to create economic value (Clarke & Rollo‚ 2001). Bishop et
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GENERAL DISTRIBUTION OCDE/GD(96)102 THE KNOWLEDGE-BASED ECONOMY ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Paris 1996 Copyright OECD‚ 1996 Applications for permission to reproduce or translate all or part of this material should be made to: Head of Publications Service‚ OECD‚ 2 rue André Pascal‚ 75775 Paris‚ Cedex 16‚ France. 2 FOREWORD The OECD economies are increasingly based on knowledge and information. Knowledge is now recognised as the driver of productivity
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reference to two areas of knowledge discuss the way in which shared knowledge can shape personal knowledge. Knowledge can be gained in a variety of ways. Shared knowledge is the work and product of more than one individual. It consists of contributions from many people to a body of knowledge that already exists. This type of knowledge tends to change in ways and evolve over time. Personal knowledge on the other hand is based on an individual’s experience; this knowledge is essentially gained through
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successful Implementation of Knowledge management in Organizations. Title of the Article | Du Plessis‚ M. (2007). “Knowledge Management: What makes complex implementations successful”.Journal of Knowledge Management. Vol. 11 No. 2‚ pp. 91-101. | Type of Article | Literature Review | Purpose of the Article | The main aim of this article is to provide an overview of the critical factors that determine the successful use and implementation of knowledge management in South African organizations
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Describe how implementing EPC improved knowledge management and operational effectiveness at SFP. The system‚ called Enterprise Process Center‚ or EPC‚ manages knowledge retention and establishes new ways of collaborating‚ sharing information‚ and defining roles and responsibilities. EPC sought to identify common processes‚ called "work crossovers‚" by mapping business processes across each department. EPC is unique among BPM software providers in its visual representation of these processes.
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