Implementing Document Automation: Benefits and Considerations for the Knowledge Professional

2018 ◽  
Vol 18 (2) ◽  
pp. 93-97 ◽  
Author(s):  
Robert Lankester
Keyword(s):  
Knowledge Management ◽  
Knowledge Development ◽  
Law Firms ◽  
Legal Services ◽  
Project Implementation ◽  
Specific Focus ◽  
Wide Range ◽  
Internal Knowledge ◽  
The Way

AbstractKnowledge professionals are often responsible for document automation projects in law firms and in-house legal departments. This article by Robert Lankester is written to provide insight for a wide range of knowledge professionals (in fact anyone curious about document automation), from those for whom it is a new concept to the experienced document automation specialist. First is a discussion of what document automation is (and is not), and the benefits for knowledge management (KM). The main focus of the article is guidance on project implementation, with a specific focus on resourcing. Specific tips for preparing a document for automation and alternative project ideas are included. The article concludes that document automation is a powerful tool for internal knowledge development, enabling deeper collaboration with clients and changing the way legal services are delivered. Resourcing document automation can be approached in a number of ways but whatever the approach, the key is to ensure that business engagement is appropriately catered for.

Knowledge Management in Law Firms

2011 ◽  
pp. 1818-1840
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Law Enforcement ◽  
Law Firms ◽  
Legal Services ◽  
Legal Knowledge ◽  
Law Firm ◽  
Social Community ◽  
The Creation

Law enforcement is of concern to law firms. A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge (Nahapiet & Ghoshal, 1998). Many law firms represent large corporate enterprises, organizations, or entrepreneurs with a need for continuous and specialized legal services that can only be supplied by a team of lawyers. The client is a customer of the firm, rather than a particular lawyer. According to Galanter and Palay (1991, p. 5), relationships with clients tend to be enduring:

Knowledge Management in Law Firms

2007 ◽  
pp. 252-282
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Law Enforcement ◽  
Law Firms ◽  
Legal Services ◽  
Legal Knowledge ◽  
Law Firm ◽  
Social Community ◽  
The Creation

Law enforcement is of concern to law firms. A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge (Nahapiet & Ghoshal, 1998). Many law firms represent large corporate enterprises, organizations, or entrepreneurs with a need for continuous and specialized legal services that can only be supplied by a team of lawyers. The client is a customer of the firm, rather than a particular lawyer. According to Galanter and Palay (1991, p. 5), relationships with clients tend to be enduring:

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Encouraging millennials to collaborate and learn on the job

2015 ◽  
Vol 14 (4) ◽  
pp. 118-123 ◽  
Author(s):  
Lauren Trees
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Social Networking ◽  
Age Groups ◽  
Lessons Learned ◽  
Retention Rates ◽  
Direct Access ◽  
Content Type ◽  
Business Outcomes ◽  
Wide Range

Purpose – The purpose of this paper is to present enterprise social networking and gamification as two potential tools to help organizations engage Millennial employees in collaboration and learning. Design/methodology/approach – The research provides general descriptions of enterprise social networking and gamification approaches, shares data on adoption of these approaches from APQC’s “2015 Knowledge Management Priorities Data Report” (based on a January 2015 survey of 524 knowledge management professionals) and includes four company examples adapted from APQC’s Connecting People to Content and Transferring and Applying Critical Knowledge best practices studies. The methodology for APQC’s best practices studies involves screening 50 or more organizations with potential best practices in a given research scope area and identifying five or six with proven best practices. APQC then conducts detailed site visits with the selected organizations and publishes case studies based on those site visits. Findings – Enterprise social networking platforms are in place at 50 per cent of organizations, with another 25 per cent planning to implement them by the end of 2015. By providing near-immediate access to information and answers, enterprise social networking helps Millennials learn the ropes at their new workplaces, gives them direct access to more knowledgeable colleagues who can assist and mentor them, and helps them improve their business outcomes by reusing knowledge and lessons learned across projects. Younger workers can also harness the power of social networking to create a sense of belonging and build their reputations in large, dispersed firms, where it is particularly difficult for them to gain visibility. A recent APQC survey indicates that 54 per cent of organizations either currently employ gamification to encourage collaboration or expect to implement it within the next three years. The rush to gamify the enterprise is, at least in part, a reflection of employers’ desire to satisfy Millennials and make them feel connected to a community of co-workers. Although games appeal to a wide range of age groups, Millennials grew up with digital interaction and tend to prefer environments that emphasize teamwork, social learning and frequent feedback – all of which can be delivered through gamification. Originality/value – The value of this paper is to introduce the value of and relationship between enterprise social networking and gamification platforms to human resource (HR) professionals looking to increase engagement and retention rates for Millennial employees.

Knowledge as a Revenue Driver, Not a Cost Centre: the LexisNexis GLP and How to Use Market Intelligence to Make Knowledge a Vital Growth Engine for Law Firms

2020 ◽  
Vol 20 (4) ◽  
pp. 213-218
Author(s):  
Christopher O'Connor
Keyword(s):  
Quantitative Measure ◽  
Law Firms ◽  
Legal Services ◽  
Market Intelligence ◽  
Link Type ◽  
Marketing Team ◽  
Virtual Conference ◽  
The Uk ◽  
Individual Metrics ◽  
Legal Product

AbstractThis article by the LexisNexis Segment Marketing team explains the approach, methodology and findings of the LexisNexis Gross Legal Product (GLP) report, first presented at the BIALL's Virtual Conference in June 2020. The GLP is a quantitative measure of underlying demand for legal services in the UK, comprised of 250 individual metrics which serve as proxies for legal activity. The article outlines the methodology and sources used to build the GLP; headline findings for Q2 2020 YTD; and provides suggestions for how firm leaders and knowledge professionals could use the information in their work. The GLP Q2 model found that demand for legal activity has declined by 7% since the start of 2020.

scholarly journals Assessment of Linearization Approaches for Multibody Dynamics Formulations

2017 ◽  
Vol 12 (4) ◽  
Author(s):  
Francisco González ◽  
Pierangelo Masarati ◽  
Javier Cuadrado ◽  
Miguel A. Naya
Keyword(s):  
Mechanical System ◽  
Multibody Dynamics ◽  
Equations Of Motion ◽  
Differential Algebraic Equations ◽  
Algebraic Equations ◽  
Practical Applications ◽  
Linearization Methods ◽  
Highly Nonlinear ◽  
Wide Range ◽  
The Way

Formulating the dynamics equations of a mechanical system following a multibody dynamics approach often leads to a set of highly nonlinear differential-algebraic equations (DAEs). While this form of the equations of motion is suitable for a wide range of practical applications, in some cases it is necessary to have access to the linearized system dynamics. This is the case when stability and modal analyses are to be carried out; the definition of plant and system models for certain control algorithms and state estimators also requires a linear expression of the dynamics. A number of methods for the linearization of multibody dynamics can be found in the literature. They differ in both the approach that they follow to handle the equations of motion and the way in which they deliver their results, which in turn are determined by the selection of the generalized coordinates used to describe the mechanical system. This selection is closely related to the way in which the kinematic constraints of the system are treated. Three major approaches can be distinguished and used to categorize most of the linearization methods published so far. In this work, we demonstrate the properties of each approach in the linearization of systems in static equilibrium, illustrating them with the study of two representative examples.

Knowledge Management: Case Studies in SMEs and Evaluation of an Integrated Approach

2005 ◽  
Vol 04 (02) ◽  
pp. 95-111 ◽  
Author(s):  
Kuan Yew Wong ◽  
Elaine Aspinwall
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Small And Medium Enterprises ◽  
Integrated Approach ◽  
Business Sector ◽  
Integrated Framework ◽  
Implementation Effort ◽  
Medium Enterprises ◽  
The Way

To date, very few publications have been found that describe how small and medium enterprises (SMEs) are adopting knowledge management (KM). The same is true concerning attempts to develop a framework to help them implement it. To redress this, this paper presents the results of four case studies conducted in UK SMEs to examine their KM implementation effort. In addition, a new integrated framework developed by the authors was evaluated to determine its applicability in this business sector. The methodology employed to conduct the studies is described and each of the cases is then presented. The results are analysed and key lessons or findings gathered from the companies are highlighted. Comments received from the companies with respect to the integrated framework were positive and favourable. It is hoped that the information accrued from the case studies, together with the integrated framework, will help to pave the way for SMEs to accomplish KM.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

scholarly journals Strategies for knowledge management in law firms in Botswana

2009 ◽  
Vol 11 (2) ◽  
Author(s):  
M.C. Fombad ◽  
J.A. Boon ◽  
T.J.D. Bothma
Keyword(s):  
Knowledge Management ◽  
Developed Countries ◽  
Law Firms ◽  
Legal Environment ◽  
Traditional Methods ◽  
Competitive Edge ◽  
Cost Efficient ◽  
Knowledge Intensive

This article formulates a route map on how law firms in Botswana may utilise knowledge management to enhance their competitive edge amidst the changing legal environment. It draws from the multiple definitions and perspectives of knowledge management, several frameworks and models together with the empirical findings to recommend a strategy for knowledge management in law firms in Botswana. It underscores the fact that knowledge management is becoming an imperative for the survival of law firms as knowledge intensive organisations. Law firms in Botswana can no longer afford to rely on the traditional methods of managing knowledge because there is a need for the 'best minds' and the best knowledge in their area of practice. It is recommended that lawyers should be proactive, adaptive, innovative, effective and competitive in the provision of outstanding, cost-efficient and effective services to clients. Most previous studies in this area have been carried out in developed countries with large law firms.

Thorium oxide dissolution in HNO3-HF mixture: kinetics and mechanism

2019 ◽  
Vol 107 (4) ◽  
pp. 289-297 ◽  
Author(s):  
Marie Simonnet ◽  
Nicole Barré ◽  
Romuald Drot ◽  
Claire Le Naour ◽  
Vladimir Sladkov ◽  
...  
Keyword(s):  
Experimental Data ◽  
Dissolution Rate ◽  
Hydrofluoric Acid ◽  
Kinetics And Mechanism ◽  
Dissolution Mechanism ◽  
Oxide Dissolution ◽  
Thorium Oxide ◽  
Specific Focus ◽  
Acid Effect ◽  
Wide Range

Abstract This paper is an attempt to find out thorium oxide dissolution mechanism in HNO3-HF mixture. In a previous paper, several parameters effects on thorium oxide dissolution have been described, with specific focus on hydrofluoric acid effect, which can lead to an increase of the dissolution rate if present in small amount, but precipitates as ThF4 at higher content. Based on this previous study, experimental data were fitted using several dissolution models in order to find out the best one. Finally, a revisited model based on literature and considering the ThF4 formation was proposed. It describes the main steps of dissolution and is able to fit the experimental data for a wide range of solution compositions. This point is crucial since it allows considering an extrapolation of the established model to not-yet-studied conditions.

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