Usage of TB in Practice

2018 ◽  
pp. 149-165
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Open Source ◽  
Information Management ◽  
Information Technologies ◽  
Business Administration ◽  
Management Framework ◽  
Time Bank ◽  
Open Source Communities ◽  
Generic Time

This chapter compares the universal TB model with the previous TB interpretation discussed in the first half of the book. Special attention is devoted to 19 selected TB properties ranging from adaptability to universality. Furthermore, tangible results follow in form of potential implications to business administration. Namely, information and knowledge management and information technologies are considered. In the area of information management, a generic time bank information management framework is outlined. In the scope of knowledge management, the function of TB is compared with the phenomenon known as communities of practice. Finally, co-productive behavior of the TB related to open source communities are depicted in the area of information technologies.

Three New Directions for Time Banking Research

2018 ◽  
pp. 123-139
Author(s):  
Lukas Valek
Keyword(s):  
Knowledge Management ◽  
Open Source ◽  
Information Management ◽  
Open Source Software ◽  
Economic Systems ◽  
Core Concept ◽  
New Directions ◽  
Time Bank ◽  
Economy System

This chapter aims to highlight three viable fields of research within the domain of time banking (TB), a time-currency-based complementary economy system that has been implemented in various frameworks now for more than three decades. The areas of information management (IM), knowledge management (KM), and open source software (OSS) are almost totally unexplored within time banking. In information management, attention has mainly been devoted to IM frameworks. One link (among others) between knowledge management and open source software has been found in a core concept of the time bank called co-production. Finally, all three of these fields can be related directly to time banking and should have a place in further research, the results of which could also have applications in the field of complementary economic systems in general.

Three New Directions for Time Banking Research

2018 ◽  
pp. 324-340 ◽  
Author(s):  
Lukas Valek
Keyword(s):  
Knowledge Management ◽  
Open Source ◽  
Information Management ◽  
Open Source Software ◽  
Economic Systems ◽  
Core Concept ◽  
New Directions ◽  
Time Bank ◽  
Economy System

This chapter aims to highlight three viable fields of research within the domain of time banking (TB), a time-currency-based complementary economy system that has been implemented in various frameworks now for more than three decades. The areas of information management (IM), knowledge management (KM), and open source software (OSS) are almost totally unexplored within time banking. In information management, attention has mainly been devoted to IM frameworks. One link (among others) between knowledge management and open source software has been found in a core concept of the time bank called co-production. Finally, all three of these fields can be related directly to time banking and should have a place in further research, the results of which could also have applications in the field of complementary economic systems in general.

Knowledge Management in Virtual Enterprises

2008 ◽  
pp. 302-324
Author(s):  
Stavros T. Ponis ◽  
George Vagenas ◽  
Ilias P. Tatsiopoulos
Keyword(s):  
Knowledge Management ◽  
Information Technologies ◽  
Business Environment ◽  
Virtual Enterprises ◽  
Management Support ◽  
Semantic Web Technologies ◽  
Management Framework ◽  
Web Technologies ◽  
Knowledge Requirements

The new globalized and demanding business environment of the 21st century has created a shift from traditional organizations to more loose and flexible business schemes shaped in the form of Virtual Enterprises. This transformation would never have been successful without the support of Information Technologies and particularly the Web. Internet, in the last decade, has become the universal medium of interactions between distributed entities. In this chapter, the issue of Knowledge Management support for Virtual Enterprises is discussed. Building upon the current state of the art, this chapter aims to identify the major knowledge requirements of VEs, in an effort to provide a roadmap towards a holistic Knowledge Management framework that will satisfy the excessive knowledge needs of Virtual Enterprises at the interorganizational level. In that context, the role of supporting Web and Semantic Web technologies for the enactment of KM in VEs is described in detail.

Virtual Communities of Practice

2005 ◽  
pp. 2991-2995 ◽  
Author(s):  
Chris Kimble ◽  
Paul Hildreth
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Information Management ◽  
Virtual World ◽  
Virtual Communities ◽  
Business Environment ◽  
Types Of Knowledge ◽  
Innovative Solution ◽  
Virtual Communities Of Practice

When knowledge management (KM) began to emerge in the 1990s it was seen as an innovative solution to the problems of managing knowledge in a competitive and increasingly internationalised business environment. However, in practice it was often little more than information management re-badged (Wilson, 2002). More recently, there has been recognition of the importance of more subtle, softer types of knowledge that need to be shared. This raises the question as to how this sort of knowledge might be managed. Communities of practice (CoPs) have been identified as means by which this type of knowledge can be nurtured, shared and sustained (Hildreth & Kimble, 2002). Do CoPs offer a means of managing the softer aspects of knowledge and, if they do, are they applicable to today’s increasingly “virtual” world?

From Information Management to Knowledge Management: Beyond the "Hi-Tech Hidebound" Systems

2001 ◽  
pp. 115-134 ◽  
Author(s):  
Yogesh Malhotra
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Information Technologies ◽  
Meaning Making ◽  
Knowledge Management Systems ◽  
Human Beings ◽  
Discontinuous Change ◽  
Organizational Environments ◽  
New Information ◽  
Current Thinking

Most extant knowledge management systems are constrained by their overly rational, static and a contextual view of knowledge. Effectiveness of such systems is constrained by the rapid and discontinuous change that characterizes new organizational environments. The prevailing knowledge management paradigm limits itself by its emphasis on convergence and consensus-oriented processing of information. Strategy experts have underscored that the focus of organizational knowledge management should shift from 'prediction of future' [that cannot be computed] to 'anticipation of surprise.' Such systems may be enabled by leveraging the divergent interpretations of information based upon the meaning-making capability of human beings. By underscoring the need for synergy between innovation and creativity of humans and the advanced capabilities of new information technologies, this chapter advances current thinking about knowledge management.

Virtual Communities of Practice

2011 ◽  
pp. 3981-3985
Author(s):  
Chris Kimble ◽  
Paul Hildreth
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Information Management ◽  
Virtual World ◽  
Virtual Communities ◽  
Business Environment ◽  
Types Of Knowledge ◽  
Innovative Solution ◽  
Virtual Communities Of Practice

When knowledge management (KM) began to emerge in the 1990s it was seen as an innovative solution to the problems of managing knowledge in a competitive and increasingly internationalised business environment. However, in practice it was often little more than information management re-badged (Wilson, 2002). More recently, there has been recognition of the importance of more subtle, softer types of knowledge that need to be shared. This raises the question as to how this sort of knowledge might be managed. Communities of practice (CoPs) have been identified as means by which this type of knowledge can be nurtured, shared and sustained (Hildreth & Kimble, 2002). Do CoPs offer a means of managing the softer aspects of knowledge and, if they do, are they applicable to today’s increasingly “virtual” world?

Changing Scenario From Information Management to Knowledge Management

2018 ◽  
pp. 224-254
Author(s):  
R. Natarajan
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Information Technologies ◽  
Meaning Making ◽  
Knowledge Management Systems ◽  
Human Beings ◽  
Discontinuous Change ◽  
Organizational Environments ◽  
New Information ◽  
Current Thinking

Most extant knowledge management systems are constrained by their overly rational, static and a contextual view of knowledge. Effectiveness of such systems is constrained by the rapid and discontinuous change that characterizes new organizational environments. The prevailing knowledge management paradigm limits itself by its emphasis on convergence and consensus-oriented processing of information. Strategy experts have underscored that the focus of organizational knowledge management should shift from ‘prediction of future' (that cannot be computed) to ‘anticipation of surprise.' Such systems may be enabled by leveraging the divergent interpretations of information based upon the meaning-making capability of human beings. By underscoring the need for synergy between innovation and creativity of humans and the advanced capabilities of new information technologies, this article advances current thinking about knowledge management.

Creating Knowledge-Based Communities of Practice

2000 ◽  
pp. 321-332 ◽  
Author(s):  
Susan Hanley ◽  
Christine Dawson
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Current Knowledge ◽  
Management Program ◽  
Lessons Learned ◽  
Management Systems ◽  
Management Framework ◽  
Knowledge Based

This chapter is a case study of how American Management Systems (AMS) established its current knowledge management program, and the lessons learned during the process. The chapter gives a background on the need for knowledge management at AMS, discusses the challenges of implementation and the AMS Knowledge Management framework, describes the AMS Knowledge Centers (communities of practice), and explains five key lessons learned. Finally, it outlines the results of the knowledge management program for AMS from both internal and external perspectives.

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