Knowledge management and information management: A tale of two siblings

2020 ◽  
Vol 37 (2) ◽  
pp. 69-77
Author(s):  
Judy Payne ◽  
Jonathan Fryer
Keyword(s):  
Knowledge Management ◽  
Adverse Effects ◽  
Tacit Knowledge ◽  
Information Management ◽  
Future Development ◽  
Codified Knowledge ◽  
Current State ◽  
The Difference ◽  
The Way

Confusion has long existed between knowledge management (KM) and information management (IM). To the uninitiated, the difference between KM and IM is unclear – largely because there are no universally accepted definitions of ‘knowledge’ and ‘information’. But the confusion is not limited to the uninitiated. KM and IM specialists argue over the meaning of explicit and tacit knowledge, over the difference between information and data, and over the difference between codified knowledge and information. Why? And does any of this matter? This article explores the confusion between KM and IM by reflecting on the origins, development and current state of the two disciplines. The words we use to think and talk about KM and IM directly influence the way we practise KM and IM: and in some contexts, confusion between KM and IM has serious adverse effects on understanding and practice. The solution might lie in closer future development of the two disciplines – as long as practitioners appreciate that KM and IM are distinct but complementary, we talk to each other, and we pay attention to the words we use.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

Characteristics of Education and the Current State of Teacher Effectiveness in Japan

2021 ◽  
pp. 148-171
Author(s):  
Takeshi Miyazaki ◽  
Hideki Watanabe ◽  
Emiko Furukawa ◽  
Masako Nezu ◽  
Shigeki Ohono ◽  
...  
Keyword(s):  
Elementary Schools ◽  
Teacher Effectiveness ◽  
Real World ◽  
Educational Policies ◽  
Postwar Period ◽  
Positive Role ◽  
Current State ◽  
The Difference ◽  
Positive Results ◽  
The Way

This chapter analyzed how Japanese teachers' qualifications and abilities, as well as educational policies, have been promoted since the postwar period to the present day and summarized these results. There are discrepancies between the needs of students' families and the real world and the ideas and contents required by the Course of Study. Teachers have tried to play a positive role in bridging the gap and in merging the reality and the ideals. In order to bridge the “difference” faced by school sites, it is necessary to start by examining the contents of the reforms required from the bottom and reforms required from the top. As an initiative from below, in most elementary schools in Japan, groups of teachers have voluntarily gathered, and “Jugyo-Kenkyu” have been conducted for many years to analyze the challenges of their own school's students as a team. Although Jugyo-Kenkyu has achieved some positive results, the way to measure the effectiveness of the research is still an issue.

Portals for Knowledge Management

2011 ◽  
pp. 795-800
Author(s):  
Lorna Uden ◽  
Marja Naaranoja
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Business Processes ◽  
Explicit Knowledge ◽  
Economic Resource ◽  
Meaningful Information ◽  
Personal Belief ◽  
Embedded Knowledge ◽  
The Difference ◽  
E Mail

Knowledge is often defined to be meaningful information. Knowledge is derived from information. What makes the difference between data and information is their organisation, and what makes the difference between information and knowledge is their interpretation (Bhatt, 2001). It is defined as a dynamic human process of justifying personal belief towards the truth (Nonaka & Takeuchi, 1995). Knowledge can also be defined as know-why, know-how, and know-who, or an intangible economic resource from which future resources will be derived (Rennie, 1999). Knowledge is built from data, which is first processed into information (i.e., relevant associations and patterns). Information becomes knowledge when it enters the system and when it is validated (collectively or individually) as a relevant and useful piece of knowledge to implement in the system (Carrillo, Anumba, & Kanara, 2000). There are three types of knowledge within any organization, individual, group, and enterprise, and that knowledge can be generally classified along the lines of being explicit, embedded, and tacit. Explicit knowledge is knowledge represented in documents, books, e-mail, and databases. Embedded knowledge is organizational knowledge found in business processes, products, and services. Tacit knowledge is undocumented knowledge that is captured during business processes by knowledge workers.

scholarly journals Gestão da informação e gestão do conhecimento na prática organizacional: análise de estudos de casos Information management and knowledge management in the organizational practice: cases’ studies analysis

2011 ◽  
Vol 8 (2) ◽  
pp. 1 ◽  
Author(s):  
Fabiana Borelli Amorim ◽  
Maria Inês Tomaél
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Information Management ◽  
Management Practices ◽  
Organizational Practice ◽  
Corporate University ◽  
Management Knowledge ◽  
The Difference ◽  
Book Knowledge

Estudos sobre gestão de conhecimento (GC) e gestão da informação (GI) vêm sendo apresentados em profusão na literatura. Diversas discussões emergem a respeito das principais divergências e convergências destes conceitos, mas na prática a distinção ainda é bastante confusa. Desta forma, a proposta deste estudo é identificar as principais características de GC e de GI, por meio da literatura e pela análise de estudos de caso de empresas brasileiras apresentados no livro Gestão do Conhecimento no Brasil, organizado por Angeloni (2008). Os resultados demonstram e exemplificam a adoção de várias práticas de gestão como: lista de discussões, universidade corporativa, compartilhamento de conhecimento e experiências, entre outras, que em alguns casos culminaram na Gestão do Conhecimento.AbstractStudies about knowledge management (KM) and information management (IM) have been presented in great quantity in the literature nowadays. There are several discussions regarding the main divergences and convergences of these concepts, but in practice the difference is still quite confused. This way, the proposal of this study is to identify the main characteristics of KM and IM, through the literature review and by analysis of compared Brazilian companies’ casse presented in the book Knowledge Management in Brazil, organized by Angeloni (2008). The results demonstrate and exemplify the adoption of several management practices like: list of discussions, corporate university, knowledge and experiences sharing, among others, that in some cases resulted in Knowledge Management.Keywords: Information management; Knowledge management; Organizational practice

Knowledge-Based Support Environment

2005 ◽  
pp. 1788-1792
Author(s):  
Karen Neville ◽  
Philip Powell
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Social Aspect ◽  
World Knowledge ◽  
Academic World ◽  
Business World ◽  
Knowledge Based ◽  
Distinct Area ◽  
Area Of Study ◽  
The Way

No company has ever existed or will ever exist without knowledge. Still, it was only recently that knowledge started being heralded as the way forward (Drucker, 1993; Itami, 1987; Toffler, 1990). This may explain why in the business world, knowledge management (KM) is still perceived in two substantially different senses: (a) as synonymous to information management (e.g., Dempsey, 1999; Vernon, 1999) and (b) as a distinct area of study and practice dealing with the management of knowledge (e.g., Newing, 1999; Zack, 2003). In contrast, the academic world sees knowledge and information as related but fundamentally distinct. Furthermore, the vast majority of both of these communities has focused on the managerial or social aspect of KM (see, for example, Birkinshaw & Sheehan, 2002; Davenport & Glaser, 2002; Davenport, Thomas, & Cantrell, 2002; Gupta & Govindarjan, 2000). The nature of knowledge and its implications for management have been largely ignored.

scholarly journals Analysis of the application of modern concepts in the automotive industry

Tehnika ◽  
2021 ◽  
Vol 76 (5) ◽  
pp. 647-653
Author(s):  
Borivoj Novaković ◽  
Sanja Stanisavljev ◽  
Mila Kavalić ◽  
Žolt Vaštag
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Automotive Industry ◽  
Current Situation ◽  
Basic Principles ◽  
Current State ◽  
Research Task ◽  
A Company ◽  
Production Conditions ◽  
The Way

The research task of this paper is focused on the analysis of factors that use the efficiency of knowledge management programs. The authors of the paper based on the examination of segments related to knowledge management and organizational culture within a company belonging to the automotive industry, and the goal is certainly aimed at gaining a clear picture and key answers about the way in which the basic principles of knowledge management and organizational culture are implemented on the example of the company "Novares Serbia". Based on precisely set hypotheses and questions, answers were achieved that resulted in knowledge of the current situation within the company, the way in which the current state of organizational culture can be improved, in order to achieve the ultimate goal, that is, the improvement of production conditions within the company itself

J. M. Keynes as the Last Economist of Mainstream and a Precursor of Theoretical and Methodological Pluralism

2008 ◽  
pp. 120-130 ◽  
Author(s):  
N. Shapiro
Keyword(s):  
Economic Science ◽  
Methodological Pluralism ◽  
Current State ◽  
Science In Russia ◽  
The Difference

The article shows the methodological ambiguity of Keynes’ ideas. The simplified treatment of his views on the part of his followers is criticized. The author shows the difference between Keynes’ methodological disputes with classics and his debate with mathematical economists and econometricians, in particular with J. Tinbergen. It is shown that methodological discussions of 1930-1940 are actual for the assessment of the current state of economic science in Russia.

Review of the Current State and Future Development in Standardising Artificial Lighting

2019 ◽  
pp. 4-44 ◽  
Author(s):  
Peter Thorns
Keyword(s):  
Internet Of Things ◽  
Future Development ◽  
Best Practice ◽  
The Internet ◽  
Artificial Lighting ◽  
Current State ◽  
Internal Structures ◽  
European Regulations ◽  
The Internet Of Things

This paper discusses the organisations involved in the development of application standards, European regulations and best practice guides, their scope of work and internal structures. It considers their respective visions for the requirements for future standardisation work and considers in more detail those areas where these overlap, namely human centric or integrative lighting, connectivity and the Internet of Things, inclusivity and sustainability.

Remedies for Breach of Contract: The Future Development of Scots Law in its European and International Context

1997 ◽  
Vol 1 (2) ◽  
pp. 200-226 ◽  
Author(s):  
Hector L MacQueen
Keyword(s):  
Future Development ◽  
European Contract ◽  
Breach Of Contract ◽  
International Context ◽  
The United Kingdom ◽  
Current State ◽  
The Future ◽  
University Of Edinburgh ◽  
International Conventions ◽  
Law Commission

This paper,first presented on 21 October 1995 at ajoint seminar ofthe Scottish Law Commission and the Faculty of Law, University of Edinburgh, on the subject of breach of contract, considers the future development of the law in this area, first by considering its history and current state in comparative terms and drawing the conclusion that it is characterised by a mixture of Civilian and Common Law elements; second, by comparing Scots law with the provisions on breach contained in recently published proposals for a harmonised law of contract (the UNIDROIT Principles of International Commercial Contracts, the Principles of European Contract Law prepared by the Lando Commission, and the draft “code”for the United Kingdom prepared on behalf of the English Law Commission by Harvey McGregor in the late 1960s) and in international conventions on the sale of goods. Although Scots law emerges reasonably wellfrom this exercise, there are a number of points to be taken on board in any future reform, as well as some insights into important underlying principles.

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