Knowledge Management
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Knowledge Management efforts overlap with Organizational Learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge.
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Knowledge Management
- 1. Knowledge Management An Overview by Jerald Burget
Notas do Editor
- [1] Bradley (2007) points out a recent development in the world of business. There has been the emergence of new departments in corporations which carry the word “Insight” in their titles. We have “Customer Insight Departments”, Insight Management Unit, Consumer Insight, and so on. This extends to the job titles of executives working in those areas. One reason for this development was a realization that the emphasis of results from individual research projects needed to be shifted to a wider understanding of the dynamics operating in the full market place. Another reason was the impact of IT. Progress in technology gave way to the availability of masses of information found in databases. The advantages of Insight Management are numerous. By making use of all existing information, there is less need to consult customers, thereby minimising unnecessary contact and costs.
- [1] Nonaka, Ikujiro (1991), &quot;The knowledge creating company&quot;, Harvard Business Review 69 (6 Nov-Dec): 96-104, http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es [2] Alavi, Maryam & Dorothy E. Leidner (1999), &quot;Knowledge management systems: issues, challenges, and benefits&quot;, Communications of the AIS 1 (2) , <http://portal.acm.org/citation.cfm?id=374117> [3] Addicott, Rachael; Gerry McGivern & Ewan Ferlie (2006), &quot;Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks&quot;, Public Money & Management 26 (2): 87-94 , <http://papers.ssrn.com/sol3/papers.cfm?abstract_id=889992>
- [1] McAdam, Rodney & Sandra McCreedy (2000), &quot;A Critique Of Knowledge Management: Using A Social Constructionist Model&quot;, New Technology, Work and Employment 15 (2) , <http://papers.ssrn.com/sol3/papers.cfm?abstract_id=239247> [2] Thompson, Mark P.A. & Geoff Walsham (2004), &quot;Placing Knowledge Management in Context&quot;, Journal of Management Studies 41 (5): 725-747 , <http://papers.ssrn.com/sol3/papers.cfm?abstract_id=559300> [3] Wright, Kirby (2005), &quot;Personal knowledge management: supporting individual knowledge worker performance&quot;, Knowledge Management Research and Practice 3 : 156–165 , DOI doi:10.1057/palgrave.kmrp.8500061
- [1] Web 2.0 is commonly associated with web development and web design that facilitates interactive information sharing, interoperability, user-centered design and collaboration on the World Wide Web. Examples of Web 2.0 include web-based communities, hosted services, web applications, social-networking sites, video-sharing sites, wikis, blogs, mashups and folksonomies. A Web 2.0 site allows its users to interact with other users or to change website content, in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them. [2] Enterprise social software (also known as or regarded as a major component of Enterprise 2.0), comprises social software as used in &quot;enterprise&quot; (business/commercial) contexts. It includes social and networked modifications to corporate intranets and other classic software platforms used by large companies to organize their communication. In contrast to traditional enterprise software, which imposes structure prior to use, enterprise social software tends to encourage use prior to providing structure.
- [1] Spender, J.-C. & Andreas Georg Scherer (2007), &quot;The Philosophical Foundations of Knowledge Management: Editors' Introduction&quot;, Organization 14 (1): 5-28 , <http://ssrn.com/abstract=958768>