Number of found records: 61
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VAN REENEN, Johann |
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Work and productivity in the 21st century
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Digital Libraries and Virtual Workplaces: Important Initiatives for Latin America in an Information Age. Washington: Organization of American States, 2002, pp. 3-44 |
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On line ( 15/06/2004) |
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Advances in information technology have created the potential for global markets, virtually integrated work and workplaces, and international workforce development on a scale never before imagined. To capitalize on these developments, countries, organizations and their leaders need to understand the potential, the challenges, the policies and the attitudes that will be required for success in the electronic environment. This chapter provides an overview of the major technology and management trends and the formative role of digital libraries and information science. The characteristics of the 21st century, emerging trends for libraries and information management, knowledge management and technology driven changes, and the response of libraries to these trends are discussed. Finally, the potential of these changes for Latin America is explored. (AU) |
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Information technology; information management; knowledge management; Latin America; libraries |
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WIIG, Karl M. |
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Knowledge Management: An Emerging Discipline Rooted in a Long History
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Draft of Chapter 1 in Knowledge Management, Edited by Daniele Chauvel & Charles Despres, 1999 |
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On line ( 15/06/2004) |
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The business direction we call Knowledge Management (KM) has emerged over the last decades as a result of many intellectual, societal, and business forces. Some of its roots extend back for millennia, both in the West and the East, while others, particularly those associated with Cognitive and Information sciences, are quite recent. Globalization of business also plays an important role. Whereas KM has become a valuable business tool, its complexity is often vexing, and as a field, will still be under development for a long time to come. Significant changes in the workplace have already taken place, but changes to come are expected to be greater. As for other management directions, it is expected that KM will be integrated into the basket of effective management tools, and hence disappear as a separate effort. (AU) |
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Knowledge Management; cognitive science; information science |
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WILSON, Tom D. |
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The nonsense of "knowledge management"
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Information Research, 2002, vol.8, n.1, paper no. 144. |
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On line ( 15/06/2004) |
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Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing. (AU) |
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knowledge management/concept; information management |
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WONG, Kuan Yew; ASPINWALL, Elaine |
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Development of a knowledge management initiative and system: A case study
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Expert Systems with Applications, Volume 30, Issue 4, May 2006, Pages 633-641 |
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On line ( 02/2007) |
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As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. |
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Knowledge management; Implementation; Case study; Small company |
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