The IntelCities e-Learning Platform, Knowledge Management System and Digital Library for Semantically-Rich e-Governance Services

2007 ◽  
Vol 2 (8) ◽  
pp. 31-38 ◽  
Author(s):  
Mark Deakin ◽  
Sam Allwinkle ◽  
Fiona Campbell ◽  
Jose Prabhu Jesurethnam
Keyword(s):  
Knowledge Management ◽  
Digital Library ◽  
Management System ◽  
Knowledge Management System ◽  
Learning Platform ◽  
E Learning

The IntelCities Community of Practice

2010 ◽  
pp. 263-284 ◽  
Author(s):  
Mark Deakin
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Community Of Practice ◽  
Digital Library ◽  
Integrated Model ◽  
Knowledge Management System ◽  
Learning Platform ◽  
Front End ◽  
E Learning ◽  
Back Office

The chapter examines the IntelCities Community of Practice (CoP) supporting the development of the organization’s e-Learning platform, knowledge management system (KMS) and digital library for eGov services. It begins by outlining the IntelCities CoP and goes on to set out the integrated model of electronically enhanced government (eGov) services developed by the CoP to meet the front-end needs, middleware requirements and back-office commitments of the IntelCities e-Learning platform, KMS and digital library. The chapter goes on to examine the information technology (IT) adopted by the CoP to develop the IntelCities e-Learning platform, KMS and digital library as a set of semanticallyinteroperable eGov services supporting the crime, safety and security initiatives of socially-inclusive and participatory urban regeneration programs.

The IntelCities Community of Practice

2009 ◽  
pp. 83-104 ◽  
Author(s):  
Mark Deakin
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Community Of Practice ◽  
Digital Library ◽  
Integrated Model ◽  
Knowledge Management System ◽  
Learning Platform ◽  
Front End ◽  
E Learning ◽  
Back Office

The chapter examines the IntelCities Community of Practice (CoP) supporting the development of the organization’s e-Learning platform, knowledge management system (KMS) and digital library for eGov services. It begins by outlining the IntelCities CoP and goes on to set out the integrated model of electronically enhanced government (eGov) services developed by the CoP to meet the front-end needs, middleware requirements and back-office commitments of the IntelCities e-Learning platform, KMS and digital library. The chapter goes on to examine the information technology (IT) adopted by the CoP to develop the IntelCities e-Learning platform, KMS and digital library as a set of semanticallyinteroperable eGov services supporting the crime, safety and security initiatives of socially-inclusive and participatory urban regeneration programs.

scholarly journals Can Online Learning Lead to Better Results of Knowledge Acquisition?

2021 ◽  
Author(s):  
Maria-Mădălina Tabarcia ◽  
◽  
Ionel-Sorinel Vasilica ◽  
Madlena Nen ◽  
Mihail Bărănescu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Public Service ◽  
Management System ◽  
Knowledge Management System ◽  
Traditional Learning ◽  
The Public ◽  
Use Of Technology ◽  
E Learning

Implementing a performant knowledge management system in military institutions involves emphasizing the role of the organizational dimension that promotes learning, increasing the quality of employees' work and consolidating managers in these institutions as leaders who encourage learning at all levels. The objectives of knowledge acquisition must be defined in such a way as to improve performance and support the trust of the beneficiary of the public service provided. The development of organizational culture within the institution allows people to adopt new values, attitudes and behaviors. Investing in an efficient knowledge management system involves the development of training and education programs that contribute to improving the skills of employees and knowledge sharing both vertically and horizontally, in order to provide quality public service and create value within the community. Knowledge management can be implemented more efficiently and beneficially in the context of the increasing use of technology in educational activities. Thus, integration of e-learning in knowledge management systems allows the removal of space and time barriers from learning. The question is whether current e-learning systems meet the requirements of knowledge management and provide results comparable to those obtained through traditional learning.

The Impact of Manager Influence Tactics on Innovation Implementation of a Knowledge Management System

2014 ◽  
Vol 6 (4) ◽  
pp. 185-204 ◽  
Author(s):  
Holly Chiu ◽  
Joshua Fogel
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Employee Attitudes ◽  
Influence Tactics ◽  
Learning System ◽  
Knowledge Management System ◽  
Innovation Implementation ◽  
Implementation Phase ◽  
E Learning ◽  
The Impact

Innovations can bring desired benefits to organizations if implemented successfully. Managers are a critical factor for influencing employee attitudes and behavior for adoption of innovations. We study employee (n=237) attitudes and behaviors for 13 different manager influence tactics in the innovation implementation phase of an e-learning system, which is regarded as the knowledge management system, in a manufacturing company in Taiwan. With regard to attitudes toward using the e-learning system, the influence tactics of apprising and collaboration were significantly associated with increased attitudes, while exchange and pressure were significantly associated with decreased attitudes. With regard to two separate behavior outcomes of the number of e-learning courses taken and the number of times online, the influence tactics of coalition, collaboration, and pressure all had significant increased associations; while ingratiation, inspirational appeals, legitimating, and rational persuasion all had significant decreased associations. Also, the influence tactics of apprising and persistence had significant increased associations only for the number of e-learning courses taken. Managers attempting to adopt innovative practices should consider the importance of influence tactics when adopting innovative practices in the corporate workplace.

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