Available online at www.sciencedirect.com ScienceDirect International Journal of Project Management 32 (2014) 1423 – 1431 www.elsevier.com/locate/ijproman Knowledge formation and learning in the management of projects: A problem solving perspective Terence Ahern ⁎‚ Brian Leavy‚ P.J. Byrne Dublin City University Business School‚ Dublin City University‚ Ireland Received 8 July 2013; received in revised form 6 February 2014; accepted 13 February 2014 Available online 15 March 2014 Abstract
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Effect of French and Raven Power on knowledge Acquisition‚ Knowledge Creation and knowledge Sharing: An Empirical Investigation in Lebanese Organizations Dr. Silva Karkoulian‚ Lebanese American University‚ Beirut‚ Lebanon Miss Yasmina Osman‚ Lebanese American University‚ Beirut‚ Lebanon ABSTRACT It has been documented that not much is known about the kinds of French and Raven powers that foster the acquisition‚ creation and sharing of organizational knowledge. This study extends the French
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other words‚ how to transfer knowledge between people who work in the organization. The authors of this study propose that knowledge has two perspectives; one is tacit knowledge and the other is explicit knowledge (Nonaka and Takeuchi 1995)‚ and these two kinds of knowledge can be managed in an organization‚ which Nonaka and Takeuchi (1995) called SECI model. The theory is put on a situation which I joined. I managed business meeting and made a database which tacit knowledge senior colleagues have‚ is
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establishment of a knowledge management system in the company. In this conversation‚ Sandy
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{draw:frame} University of Glamorgan MSc International Logistics and Transport Programme/Strategic Procurement Management STRATEGY AS PRACTICE Soft Systems Thinking and Intellectual Capital Assignment 1 *Student No: *08193738 Assignment Date: 5 April 2009 *Submission Date:* 15 May 2009 Module Lecturer: Paul Davis Word Count:* * *2‚* 600 Critically evaluate the role that Soft Systems thinking can play in promoting organisations Intellectual Capital. To evaluate
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Strategic development of socially responsible behavior can build reputation‚ strengthen knowledge management and drive innovation Downloads: The fulltext of this document has been downloaded 983 times since 2011 DOI (Permanent URL): 10.1108/02580541111177548 Article citation: ‚ (2011) "Doing well by doing good: Strategic development of socially responsible behavior can build reputation‚ strengthen knowledge management and drive innovation"‚ Strategic Direction‚ Vol. 27 Iss: 11‚ pp.30 - 32 Strategic
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CREATION AND CATEGORIZATION OF KNOWLEDGE IN AUTOMOTIVE COMPONENTS SMEs IN INDIA * RAJESH K PILLANIA Purpose The purpose of the research work is to specifically understand the concept of knowledge management‚ its difference in large enterprises and small enterprises‚ 7 different categories of knowledge (knowledge about customers‚ about company’s products/services‚ intellectual property rights management‚ about markets‚ about competition‚ about processes and methods‚ about regulatory environment)
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Operations Improvement Plan XXXXXXX MBA6022 Strategic Operations Management Address: XXXXXXXXXXXXx E-mail: xxxxx Instructor: Dr. Zhimin Huang Abstract This operation improvement plan is to help improve the internal communication process at Toyota between their employees and management. There has been a loss of ideas and knowledge‚ which is a complete violation of their founding principles defined in the Toyota Way. With the suggested recommendations
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Knowledge Management Practices and Healthcare Delivery: A Contingency Framework Prantik Bordoloi and Nazrul Islam School of Management‚ Asian Institute of Technology‚ Bangkok‚ Thailand Prantik.Bordoloi@ait.ac.th nazrul@ait.ac.th Abstract: Being a knowledge driven process‚ healthcare delivery provides opportunity to incorporate knowledge management practices to improve processes. But it has also been noted that knowledge management is systematically more complex in healthcare and minimal research
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A management information system (MIS) provides information that organizations require to manage themselves efficiently and effectively.[1] Management information systemsare typically computer systems used for managing. The five primary components: 1.) Hardware‚ 2.) Software‚ 3.) Data (information for decision making)‚ 4.) Procedures (design‚development and documentation)‚ and 5.) People (individuals‚ groups‚ or organizations). Management information systems are distinct from other information systemsbecause
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