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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2nd Special Focus Symposium on ICESKS: Information‚ Communication and Economic Sciences in the Knowledge Society Zadar‚ November 13th to 14th‚ 2008 HRM practices in managing knowledge workers Ing. Martin Šikýř‚ Department of Personnel Management‚ Faculty of Business Administration‚ University of Economics‚ Prague‚ Winston Churchill Sg. 4‚ 130 67 Prague 3‚ Czech Republic‚sikyrm@vse.cz Prof.dr.sc. Damir Boras‚ Faculty of Philosophy‚ University of Zagreb‚ Croatia Ljubica Bakić-Tomić‚ Ph.D
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1. Process for identifying learning needs Learning is a necessary process for achieving business objectives and essential to improving organisational performance. It bridges the gap between the organisation’s current capability and that needed to deliver the business results. From an individual point of view‚ it enables people to add to their stock of personal competences and develop their full potential. The process for identifying learning needs is given by: * Stakeholder Analysis
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data‚ knowledge‚ and information in order to make operations more effective. Although this system may vary‚ each company records some type of data‚ analyses it‚ and uses the feedback to make decisions or changes through tout the company. This is having an information system within the company. Throughout this essay‚ information systems will be discussed and applied to information theory. To begin‚ it is important to understand each component of an information system. There is data‚ knowledge‚ and
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Knowledge Assets in the Global Economy: Assessment of National Intellectual Capital Journal of Global Information Management July-Sep‚ 2000‚ 8(3)‚ 5-15. “Our government is filled with knowledge...We have 316 years’ worth of documents and data and thousands of employees with long years of practical experience. If we can take that knowledge‚ and place it into the hands of any person who needs it‚ whenever they need it‚ I can deliver services more quickly‚ more accurately and more consistently.”
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Ch. 11 Managing Knowledge and Collaboration 1 Learning Objectives • Assess the role of knowledge management and knowledge management programs in business • Describe the types of systems used for enterprise-wide knowledge management and demonstrate how they provide value for organizations • Describe the major types of knowledge work systems and assess how they provide value for firms • Evaluate the business benefits of using intelligent techniques for knowledge management 2 P&G Moves
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Academy of Management Journal 2012‚ Vol. 55‚ No. 2‚ 421–457. http://dx.doi.org/10.5465/amj.2008.0352 FROM COMMON TO UNCOMMON KNOWLEDGE: FOUNDATIONS OF FIRM-SPECIFIC USE OF KNOWLEDGE AS A RESOURCE RAJIV NAG Georgia State University DENNIS A. GIOIA The Pennsylvania State University Although the knowledge-based view of strategy has significantly advanced understanding of the foundations of competitive advantage‚ less is known about how knowledge becomes a strategic resource. In this study‚ we develop
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Information & Work-based knowledge To: Maersk Line of Management Alan Ho From: Communication Manager Liu Zuo Jun Subject: Managing Communications‚ Knowledge and Information Date: 28 November 2011 Summary We are continue talking about Maersk Line information and work-based knowledge. Having 2 tasks. Outcome
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