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The Resource Designing Knowledge Management-Enabled Business Strategies : A Top-Down Approach

Designing Knowledge Management-Enabled Business Strategies : A Top-Down Approach

Label
Designing Knowledge Management-Enabled Business Strategies : A Top-Down Approach
Title
Designing Knowledge Management-Enabled Business Strategies
Title remainder
A Top-Down Approach
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Language
eng
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Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for Professionals Ser
Designing Knowledge Management-Enabled Business Strategies : A Top-Down Approach
Label
Designing Knowledge Management-Enabled Business Strategies : A Top-Down Approach
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4592159
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Dedication -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Introduction to Knowledge Management -- 1.1 Learning Objectives -- 1.2 Difference Between Knowledge Economy and Traditional Economy -- 1.3 Understanding Knowledge Management -- 1.4 What Is Knowledge -- 1.5 Need for Systematic Approach -- 1.6 Definitions of Knowledge Management -- 1.7 Cross-Functions in KM -- 1.8 Types of Knowledge -- 1.9 Business Relevance of KM -- 1.10 Levels of KM -- 1.11 Summary -- 1.12 Practice Questions -- Chapter 2: Knowledge Management Cycles -- 2.1 Introduction -- 2.2 Different Stages in Knowledge Management Cycles -- 2.3 KM Cycle Transformation From Tacit to Explicit and Back to Tacit -- 2.4 Types of Knowledge Management Cycle -- 2.4.1 Zack KM Cycle -- 2.4.2 The Bukowitz and Williams KM Cycle -- 2.4.3 The McElroy KM Cycle -- 2.4.4 Wiig KM Cycle -- 2.5 Knowledge Management: Perspective of Small and Big Organisations -- 2.5.1 Small Organisations -- 2.5.2 Large Organisations -- 2.6 Challenges for Implementing Knowledge Management Cycle -- 2.7 Summary -- Chapter 3: Communities of Practice for Effective Knowledge Management Strategy -- 3.1 Understanding Community of Practice -- 3.1.1 Strategic Competence -- 3.1.2 Competitive Competence -- 3.1.3 Core Competence -- 3.2 Characteristics of Communities of Practice -- 3.3 Four Types of Community -- 3.4 The TATA Steel Experience -- 3.5 Virtual Communities of Practice -- 3.5.1 Barriers -- Factors for Success of VCOPs -- Benefits, Barriers and Critical Success Factors -- 3.6 Development and Nurturing of CoPs -- 3.7 Communities of Practice in the Development Sector -- 3.8 Summary -- Chapter 4: Issues and Challenges in Knowledge Management -- 4.1 Introduction -- 4.2 Challenges Faced by KM in General -- 4.3 Implementation Challenges of Knowledge Management -- 4.3.1 Cultural -- 4.3.2 Technology Infrastructure
  • 4.3.3 Process and Architecture -- 4.4 Adaptation of NPOs to KM -- 4.5 Challenges Being Faced by the NPO Sector -- 4.5.1 Phases Crucial to Knowledge Management -- 4.5.2 Challenges for Each Phase -- 4.6 Conclusion -- 4.7 Summary -- Chapter 5: Designing Knowledge Management Strategy -- 5.1 Introduction -- 5.2 Knowledge Codification -- 5.2.1 Principles of Knowledge Codification -- 5.2.2 Codification Requirement -- 5.2.3 Points to Observe -- 5.3 Modes of Knowledge Conversion -- 5.4 Points to Ponder Before Going for 'Codification' -- 5.5 Codifying Tacit Knowledge -- 5.6 Codification Tools and Procedures -- 5.7 Cognitive Maps -- 5.8 Decision Trees -- 5.9 Knowledge Taxonomies -- 5.10 Strategic Implications of Knowledge Capture and Codification -- 5.11 Practical Implications of Knowledge Capture and Codification -- 5.12 Case: Knowledge Management 'Dell (Formerly Perot Systems)' -- 5.13 What Is the Importance of KM Strategy -- 5.14 What Is KM Strategy? -- 5.15 Importance of Knowledge Management Strategy -- 5.16 Vision, Mission, Goal and Its Importance for Knowledge Management Strategy -- 5.17 Knowledge Management: A Strategic Initiative? -- 5.18 The KM Team -- 5.19 Communities of Practice -- 5.20 Knowledge Management Process -- 5.21 Knowledge Management Architecture -- 5.22 Principles of Knowledge Management and Design of Architecture -- 5.23 Various Levels of KM Architecture -- 5.24 KM Cycle -- 5.25 KM Implementation Roadmap -- 5.26 KM, Organisational Culture and Change Management -- 5.26.1 KM Culture Creation -- 5.26.2 Rewards and Recognition Scheme -- 5.26.3 Importance of Change Management in KM -- 5.27 KM Measurement -- 5.27.1 KM Metrics -- 5.27.2 Return on Investment -- 5.28 KM Tools -- 5.29 Knowledge Management Plan -- 5.30 KM Risk Plan (Challenges and Issues) -- 5.31 Knowledge Management Audit -- 5.32 Knowledge Audit Methodology
  • 5.33 KM: The Way Ahead -- 5.34 Summary -- Chapter 6: KM Metrics and KM Audit -- 6.1 KM Metrics -- 6.2 Measures for Outcomes -- 6.3 Performance Indicators -- 6.4 Summary of KM Performance Measures: Personnel and Training -- 6.5 Structure -- 6.6 Knowledge Audit and KM Audit -- 6.7 KM Audit Process -- 6.8 Steps of KM Audit Process -- 6.9 Conclusion -- 6.10 Summary -- Chapter 7: Implementing KM Strategy -- 7.1 Introduction -- 7.2 KM Implementation Frameworks -- 7.3 MAKE Plan for KM -- 7.4 KM Implementation Framework -- 7.5 KM Implementation Framework for a Non-profit Organisation -- 7.6 Steps for KM Implementation -- 7.7 KM Implementation Roadmap -- 7.8 Evaluation of KM Implementation -- 7.9 KM Maturity Model -- 7.10 Gaps in KM Implementation -- 7.11 Conclusion -- 7.12 Summary -- Chapter 8: KM and Web 2.0 -- 8.1 Web 2.0: The User-Driven Intelligent Web -- 8.2 Difference in Webs 1.0 and 2.0 -- 8.3 Web 2.0 Deployment and Usage -- 8.4 Mashups: An Important Part of Web 2.0 -- 8.5 How API Is Different From Web -- 8.6 Social Networking -- 8.6.1 Some Statistics -- 8.6.2 Social Networking Sites -- 8.7 Tools of Social Networking -- 8.7.1 Wikis -- 8.7.2 RSS -- 8.7.3 Tagging -- 8.7.4 Social Networking -- 8.7.5 Example of Social Networking Websites -- 8.8 Web 2.0 Technologies -- 8.9 The Gap in Web 2.0 and Knowledge Management -- 8.9.1 Verifying and Codifying Work: Some of the Best Practices that Can Be Integrated -- 8.10 The Power of Network -- 8.10.1 Metcalfe's Law -- Explanation of Power and Importance of Social Networking Sites on the Basis of Metcalfe's Law -- 8.10.2 Internal Rate of Return in Social Networking -- 8.11 Limitation of Social Networking -- 8.12 Communities of Practice -- 8.13 Virtual Communities of Practice -- 8.14 Enterprise Social Networking: Fluidity Versus Institutionalisation
  • 8.14.1 Examples of Organisation Providing Solution for Internal Social Networking -- 8.15 Benefits of Knowledge Management Through Social Networking -- 8.15.1 Six Degrees of Separation -- 8.15.2 Getting Knowledge on Time -- 8.15.3 Multitasking -- 8.15.4 Lowering Attrition Rate with the Help of Social Networking -- 8.15.5 Cost -- 8.15.6 Creating a Culture of Sharing in the Organisation -- 8.15.7 Moving Beyond Geographical Boundaries -- 8.16 Importance of Data Management in Web 2.0 -- 8.16.1 Managing of Data by Social Networking Sites -- 8.16.2 New Forms of Data Management Structures Required -- 8.17 Limitations of Web 2.0 in Knowledge Management -- 8.17.1 Bandwidth Utilisation -- 8.17.2 Loss of Productivity -- 8.17.3 More Malware Access -- 8.17.4 Too Many Passive Employees -- 8.18 Summary -- Chapter 9: KM and Cloud Computing -- 9.1 Introduction -- 9.2 Data Centre -- 9.3 Cloud Computing -- 9.4 Virtualisation -- 9.5 Types of Clouds -- 9.6 Public Cloud -- 9.7 Hybrid Cloud -- 9.8 Private Cloud -- 9.9 Segments of Cloud Computing -- 9.10 KM and Cloud Computing -- 9.11 Benefits of Cloud Computing -- 9.12 Introduction of Cloud Computing in Indian IT Firms -- 9.13 Redefining Role of IT Within a Firm -- 9.14 Role of IT Vendors in Cloud Computing -- 9.15 Cloud Computing Can Close the Development Gap -- 9.16 Cloud Computing for Development -- 9.17 Summary -- Chapter 10: KM in the Development Sector -- 10.1 Background -- 10.2 Need of KM in Developmental Organisations -- 10.3 Knowledge Products -- 10.4 KM Cycle -- 10.5 Concept of Trust in Development Organisations -- 10.6 Individual-Level KM -- 10.7 Transforming Personal Knowledge to Organisational Knowledge -- 10.8 Outcomes of a Successful KM Plan -- 10.9 BASIX: A Case Study of Knowledge Management -- 10.9.1 Background and Working Environment -- 10.9.2 Knowledge Management in BASIX
  • 10.9.3 KM Process Followed in BASIX -- 10.10 Conclusion -- 10.11 Summary -- Chapter 11: Automation in Knowledge Management -- 11.1 Introduction -- 11.2 Technology and Knowledge Management -- 11.3 Definition of Knowledge Management -- 11.4 Factors That Affect Knowledge Management -- 11.4.1 Economics -- 11.4.2 Sociology -- 11.4.3 Philosophy and Psychology -- 11.4.4 Practices -- 11.5 Laws of Knowledge Management -- 11.6 Approaches to Knowledge Management -- 11.6.1 Mechanistic Approach -- 11.6.2 Cultural/Behavioural Approach -- 11.6.3 Systematic Approach -- 11.7 Business Mapping of Automation in Knowledge Management Systems -- 11.8 Knowledge Management Process Model -- 11.9 Knowledge Management System Architecture -- 11.10 Infrastructure Services -- 11.10.1 Storage -- 11.10.2 Communication -- 11.11 Knowledge Services -- 11.11.1 Knowledge Creation -- 11.11.2 Knowledge Sharing -- 11.11.3 Knowledge Reuse -- 11.12 Presentation Services -- 11.12.1 Personalisation -- 11.12.2 Visualisation -- 11.13 Aggregation of Services -- 11.14 Calculating 'Return on Investment' on KM Initiatives -- 11.14.1 The US Navy Metrics Model -- 11.14.2 Prerequisites for Any Model -- 11.14.3 Cost/Benefit Model -- 11.14.4 Tangible Costs -- 11.14.5 Cost Characteristics -- 11.15 Measurements -- 11.15.1 Measuring Tangibles -- 11.15.2 Measuring Intangibles -- 11.15.3 Actual Intangibles -- 11.16 The Fusion of Process and Knowledge Management -- 11.16.1 Fusion Architecture -- 11.17 Vendor Capabilities -- 11.18 Summary -- 11.19 Appendix -- 11.19.1 Sample Cost Analysis Template -- 11.19.2 Sample ROI Calculation Template -- 11.20 Review Questions -- Appendix -- Sample cost analysis template -- Sample ROI calculation template -- Review Questions -- Additional Case Studies -- Buckman and KM: Two Sides of the Same Coin!
  • ShareNet: Knowledge Management Solution for Siemens Information and Communication Networks (ICN) Division
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{'f': 'http://opac.lib.rpi.edu/record=b4385684'}
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1 online resource (211 pages)
Form of item
online
Isbn
9783319338941
Media category
computer
Media MARC source
rdamedia
Media type code
c
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remote

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