Successful knowledge management implementation in global software companies Nikhil Mehta Abstract Purpose – The purpose of this paper is to develop and evaluate a concise framework to examine how global software companies with successful knowledge management (KM) programs create KM-enabled value. Design/methodology/approach – The framework was evaluated at three global software companies with successful KM programs. Data were generated based on 20 interviews with various individuals involved
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IMPLEMENTATION OF RECOMMENDED PROPOSAL Leadership and Organizational Restructuring of Apple Submitted To: MS. PAULETTE HENRY Lecturer‚ Managerial Communications Department of Management Studies Faculty of Social Sciences UWI‚ Mona Submitted By Consultants: * Shanelle Bethune * Debbie Forbes * Arielle Graham * Kamesha Robinson * Tameka White November 4‚ 2012 LETTER OF AUTHORISATION November 20‚ 2012 The University of the West Indies Mona‚ Jamaica Tel: (876)
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prior expectations‚ including taking account of information from their existing/legacy systems‚ and that any appropriate capital adjustments can be made before the first date of ’live’ use; therefore this system is very advantageous in a realistic implementation situation. It also enables my company to ensure that SMARTS Limited test the extent to which their new systems and reporting processes are robust over a reasonable period of time‚ and this can generate management information that can be used to
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turban_on_W001-W146-hr 29-01-2009 11:12 Page W-90 Online Brief 10.2 CPFR Implementation Issues When implementing a CPFR process‚ the collaborators agree on a standard process‚ shown in Figure 10.2.1. The process ends with an order forecast. CPFR provides a standard framework for collaborative planning. Retailers and vendors determine the “rules of engagement‚” such as how often and at what level information will be provided. Typically‚ they share greater amounts of more detailed information
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Commonwealth Bank This paper will show the situational analysis of commonwealth bank‚ it also analysed the organisational structure and its strategies. Because every business needs to take some action that will help them keep a good position in the market‚ but before taken any action they have to do some research the find to cause of problem in order to identify the resolution. The results and useful information during this analysis will help the organisation to choose suitable strategies‚ develop
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Royal Dutch Shell plc ‚ commonly known as Shell‚ is an Anglo–Dutch multinational oil and gas company incorporated in the United Kingdom and headquartered in the Netherlands. Created by the merger of Royal Dutch Petroleum and UK-based Shell Transport & Trading‚ it is the largest company in the world in terms of revenue and one of the six oil and gas "supermajors". Shell is also one of the world’s most valuable companies. As of January‚ 2013 the largest shareholder is Capital Research Global Investors
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The monetary authority in most countries is called the Central Bank. A central bank does not deal directly with the public like commercial banks such as NCB; it is rather a bank for banks. In Jamaica the central banking function is carried out by the Bank of Jamaica (BOJ). This institution is located in the city of Kingston. The Bank of Jamaica plays a fundamental role in the Jamaican economy. According to the Bank of Jamaica website‚ this institution was established in recognition of the need
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Why do banks and other financial intermediaries exist in modern society‚according to the theory of finance? There are multiple approaches to answering this question. The traditional view of banks as financial intermediaries sees them as simultaneously fulfilling the financial-service needs of savers (surplusspending units) and borrowers (deficit-spending units)‚ providing both a supply of credit and a supply of liquid assets. A newer view sees banks as delegated monitors who assess and evaluate
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Model of Service Quality 2 2-2 Variations of the Gaps Model Five Service Quality Gaps Variations of the Gaps Model Six Service Quality Gaps Variations of the Gaps Model 13 Service Quality Gaps (Gaps Model gone wild) Chapter Conceptual Framework of the Book: The Gaps Model of Service Quality The Customer Gap (Sometimes referred to as Gap 5) 2 The Provider Gaps: Gap 1 – The Listening Gap not knowing what customers expect Gap 2 – The Service Design and
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IMC AND THE USE OF SOCIAL MEDIA PLATFORMS TO ENGAGE WITH CONSUMERS Vu Tram Anh Nguyen - 1312116 Abstract This paper analyzes the use of social media to engage with consumers in an IMC campaign. It cannot be denied some benefits of social networks such as the fast transmission‚ globalization‚ and cost saving but it also have the drawbacks. Hence‚ it is necessary to study why and how marketers choose to use them (especially Twitter and Scoop.it) to give an objective view on the establishing of social
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