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By Murray E. Jennex

Wisdom administration (KM) is an rising, interdisciplinary enterprise version facing all elements of information in the context of the company, together with wisdom production, codification, and sharing, and utilizing those actions to advertise studying and innovation. It encompasses either technological instruments and organizational exercises of which there are many parts. those comprise producing new wisdom; buying worthy wisdom from open air resources; utilizing this data in choice making; embedding wisdom in strategies, items, and/or providers; coding info into records, databases, and software program; facilitating wisdom development; shifting wisdom to different elements of the association; and measuring the worth of information resources and/or the influence of data administration. wisdom administration: thoughts, Methodologies, instruments, and purposes is the defining reference resource for all theories, strategies, and methodologies in the KM self-discipline. This entire, six-volume selection of study from a world physique of KM specialists contains chapters on imposing wisdom administration (KM) in companies; KM platforms recognition; KM communique; wisdom illustration; wisdom Sharing; KM luck types; wisdom Ontology; and Operational KM. Encompassing over three hundred chapters from greater than 500 individuals drawn from the realm s prime KM specialists, this assortment will supply libraries with the defining connection with the sector and set the traditional for all primary and rising versions in the self-discipline.

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Extra resources for Knowledge Management: Concepts, Methodologies, Tools and Applications (8-volume set)

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Social Network Analysis, SNA, is a xlviii technique used to determine key knowledge flow nodes. Cheuk (2006) applied SNA to an organization as a diagnostic tool for understanding knowledge flows through the organization. It is also important to be able to elicit information from KMS users. SAD uses standard interview techniques and approaches such as joint application development (JAD) to accomplish this. Taylor (2005) proposes the use of the critical decision interview method to help identify knowledge used in knowledge intensive processes.

1998) is that organizations do not learn; rather only individuals learn. During work, people gain experience, observe, and reflect in making sense of what they are doing. As they analyze these experiences into general abstractions, their perceptions on how work should be done changes. As these individuals influence their co-workers, the “organization” xliii learns and the process is gradually changed. Learning in this perspective is also based on Kolb’s (1984) model of experiential learning. Organizational Memory Stein and Zwass (1995) define OM as the means by which knowledge from the past is brought to bear on present activities resulting in higher or lower levels of organizational effectiveness.

Figure 1 illustrates these relationships and the following sections expand on these concepts. Organizational Learning Organizational Learning is defined as a quantifiable improvement in activities, increased available knowledge for decision-making or sustainable competitive advantage (Cavaleri, 1994; Dodgson, 1993, Easterby-Smith, 1997; Miller, 1996). In this view organizations learn through individuals acting as agents for them. Individual learning activities are seen as being facilitated or inhibited by an ecological system of factors that may be called an organizational learning system.

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