Creating The Discipline of Knowledge Management - download pdf or read online

By Michael Stankosky

ISBN-10: 075067878X

ISBN-13: 9780750678780

During this booklet Dr. Michael Stankosky, founding father of the 1st doctoral software in wisdom administration, units out to supply a motive and stable study foundation for developing wisdom administration (KM) as a tutorial self-discipline. whereas it's widely recognized that wisdom is the driving force of our wisdom financial system, wisdom administration doesn't but have the legitimacy that merely rigorous educational examine gives you. This publication lays out the argument for KM as a separate educational self-discipline, with its personal physique of data (theoretical constructs), guiding ideas, society.
In developing a tutorial self-discipline, there should be a generally authorized theoretical build, arrived at by means of present process scholarly clinical research and accompanying rigor. This build turns into the foundation for an educational curriculum, and confirmed methodologies for perform. hence, the chapters during this ebook bridge concept and perform, supplying guiding rules to these embarking on or comparing the advantages of a KM program.
As a technique itself for project the improvement of a physique of data, a KM examine Map used to be constructed to steer students, researchers, and practitioners. This publication offers this map, and showcases state of the art scholarship already played during this nascent box by means of together with the dissertation result of 11 KM scholar/practitioners.
*First publication to supply state of the art study from new students in wisdom Management
*Provides a purpose and study base for developing wisdom administration as an instructional discipline
*Research from the 1st doctoral software in wisdom administration in North the USA, at George Washington college

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For this restaurant example, customer satisfaction and profitability were given the highest weightings. The intent is to derive the most critical GOR node(s) to minimize the amount of effort required to initiate a successful “pilot” and then incrementally attack the remaining GORs as positive results build greater support for the full effort. Preparing for step 5, we ask and answer the question: how do I apply KM strategically? • Orchestrating the change • Working within corporate culture rather than against it • Understanding the role corporate culture plays in catalyzing or paralyzing performance improvement • Balancing the four strategic spheres of KM • Leadership TEAM LinG 43 Creating the Discipline of Knowledge Management Figure 2-31 Prioritization of gaps, opportunities, and risks.

The resulting trapezoidal configuration shown in Figure 2-3 contrasts sharply with the “harmoniously balanced architecture hypothesized” in Figure 2-2. The research concluded that the technology pillar was much more readily identified as the equivalent of KM systems/programs, with little regard for the postulated TEAM LinG 17 AI SW Products Neural Nets Decision Models CMM SW IT HW Systems Management System Theory *Business Culture - Armstrong AT&T - Gerstner IBM - Welch - GE - Book - "The GE World" *Strategic Planning - Vision - Goals *Communications LEADERSHIP (MS: "Needs Work") MULTIPLE DISCIPLINES Systems Engineering *BPR - Processes - Procedures *Metrics *MBO *TQM/L *Workflow * *Communications * E-Mail * OLAP * Data Warehousing * Search Engines * Decision Support * Process Modeling * Lotus Notes * * Communications ?

For this restaurant example, customer satisfaction and profitability were given the highest weightings. The intent is to derive the most critical GOR node(s) to minimize the amount of effort required to initiate a successful “pilot” and then incrementally attack the remaining GORs as positive results build greater support for the full effort. Preparing for step 5, we ask and answer the question: how do I apply KM strategically? • Orchestrating the change • Working within corporate culture rather than against it • Understanding the role corporate culture plays in catalyzing or paralyzing performance improvement • Balancing the four strategic spheres of KM • Leadership TEAM LinG 43 Creating the Discipline of Knowledge Management Figure 2-31 Prioritization of gaps, opportunities, and risks.

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