PLANNING IN KNOWLEDGE MANAGEMENT DEFINITIONS: 1.PLANNING: Planning is a process which involves the determination of future course of action‚ i.e. why an action‚ how to take an action‚ and when to take action are main subjects of planning. So planning is actually a future thinking for achieving goals. 2.KNOWLE DGE MANAGEMENT: Knowledge management is a discipline that promotes an integrated approach to identifying‚ capturing‚ evaluating‚ retrieving‚ and sharing all of an enterprise’s information
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PART 1 Knowledge management system is generally a technical / computerized technological system where both a discipline & a managerial policy initiative that encapsulates the strategy‚ systems & processes that enable & simple creation‚ capture‚ sharing‚ distribution & utilization of an organization’s knowledge Information systems are designed to facilitate the sharing & integration of knowledge Knowledge Creation Knowledge Creation Knowledge Codification Knowledge Codification
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Infrastructure for Knowledge Management Dr. Randy J. Frid 1 Table of Contents COMMON VOCABULARY..........................................................................................................4 FORWARD .....................................................................................................................................5 CHAPTER 1 – Defining Knowledge Management ........................................................................8 The Meaning of “Knowledge” .........
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B2B and knowledge management Presented by Institution Part one Relate B2B to the four P’s of marketing (product‚ price‚ placement‚ promotion) B2B is an abbreviation for Business-to-Business‚ which stands for commercial transactions between businesses‚ for example between a wholesaler and a manufacturer or between a retailer and a wholesaler. B2B is used in marketing therefore has a strong relationship with Porter’s four P’s of marketing. B2B
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INTRODUCTION Knowledge Management System (KM System) refers to a (generally IT based) system for managing knowledge in organizations‚ supporting creation‚ capture‚ storage and dissemination of information. It can comprise a part (neither necessary or sufficient) of a Knowledge Management initiative. Knowledge Management Systems (KMS) are technologies that support Knowledge Management (KM) in organizations‚ specifically - knowledge generation‚ codification‚ and transfer (Ruggles‚ 1997). The use
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From: xxxx Sent: Wednesday‚ October 13‚ 2009 To: Accenture–CEO Subject: IT Components of Knowledge Management As you are aware‚ Accenture Knowledge Management team is getting ready to launch the new Knowledge exchange. Due to the increase in demand for KM‚ our team is emphasizing on improving our current knowledge management system. But in the past few years‚ with tough economy‚ KM is seen as low priority. With pressures to move the KM to offshore‚ there is 30% decrease in KM workforce.
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toward management or engineering? In the MSc-IT program so far‚ would you have liked more or less (1) technical CS material‚ (2) business/management IT material? What is the biggest piece of software you have ever written? If you’re not working for a company‚ do you belong to any organizations? Do you blog? If so‚ what software or site do you use? How did you choose it? Do you enjoy programming? Do you hate it? Are you a night person or a morning person? Becerra-Fernandez‚ et al. -- Knowledge Management
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KNOWLEDGE MANAGEMENT ACKNOWLEDGMENT I would like to take this opportunity to express my sincere gratitude to all who gave their support throughout the process of writing this Seminar paper. I would also like to thank my beloved lovely wife Edith Lisalitsa and my son Macdonald Lisalitsa for giving me humble time to concentrate in preparing this Seminar paper. I would also wish to thank my classmates and session mates for their support. Special thanks‚ goes to my
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Knowledge Management from Pearlson & Saunders Definition: The processes necessary to generate‚ capture‚ codify and transfer knowledge across the organisation to achieve competitive advantage. An organisation’s only sustainable competitive advantage lies in what its employees know and how they apply that knowledge to business problems. Knowledge is often more about values and beliefs than about information and logic. Person to person transfer is the best source of knowledge‚ but is impractical
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that most of McKinsey’s knowledge was spread all over the company‚ and was not codified. Apart from a few publications (Peter’s and Waterman’s In Search of Excellence and Kenichi Ohame’s The Mind of the Strategist)‚ there was no way of tracking what breakthroughs might have been achieved in certain projects‚ or what might have been some of the creative solutions that had been applied to other client projects. Here too‚ the most concrete efforts to consolidate company knowledge were undoubtedly those
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