| In today’s business organizations’ one of the keys to success is the use of knowledge sharing‚ however‚ knowledge sharing can sometimes constitute a major challenge in the field of knowledge management. The difficulty of such sharing resides in the transference of knowledge from one entity to another. Some individuals in a team environment tend to resist sharing their knowledge because of the concept that knowledge is property; therefore‚ it becomes very important and tends to be protected. This
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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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‘The strategic importance of knowledge management and intellectual capital has become increasingly central to the development and sustainability of a business’s competitive advantage.’ Explain what is meant by this statement. Illustrate your answer with examples from one organisation with which you are familiar. “The only certainty is uncertainty” 1 with this in mind the knowledge and intellectual capital of an organisation is a critical factor in defining competitive advantage and a key strategic
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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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Intellectual Capital as a Tool for Managing Knowledge Karl Sveiby was an early proponent of the intellectual capital evolution and has advanced the notion of intellectual capital as it applies to organisational knowledge management. As a researcher and manager of numerous ‘knowledge intensive’ organisations Karl Sveiby‚ along with other prominent gurus in knowledge management‚ viewed knowledge as comprising of tacit (ie.‚ verbalised‚ non-codifable knowledge‚ such as culture‚ symbols‚ artefacts) and
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