IS/IT Strategy for Knowledge Management

2011 ◽  
pp. 216-269
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Resource Development ◽  
It Strategy ◽  
Electronic Information ◽  
Daily Work ◽  
Business Goals ◽  
Organization Strategy

Developing an IS/IT strategy for knowledge management is taken to mean thinking strategically and planning for the effective long-term application and optimal impact of electronic information to support knowledge management in the organization. Strategy can simply be defined as principles, a broad based formula to be applied in order to achieve a purpose. These principles are general guidelines guiding the daily work to reach business goals. Strategy is the pattern of resource development and application decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them.

Strategic Planning for Alignment

2010 ◽  
pp. 148-167
Author(s):  
Petter Gottschalk ◽  
Hans Solli-Saether
Keyword(s):  
Strategic Planning ◽  
Service Provision ◽  
Knowledge Work ◽  
Resource Development ◽  
Government Agencies ◽  
Electronic Information ◽  
Daily Work ◽  
Business Goals

Developing a strategy for E-Government interoperability is taken to mean thinking strategically and planning for the effective long-term application and optimal impact of electronic information to support knowledge work and service provision in government agencies. Strategy can simply be defined as principles, a broad based formula, to be applied in order to achieve a purpose. These principles are general guidelines guiding the daily work to reach business goals. Strategy is the pattern of resource development and application decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them.

IS/IT Strategy Work

2006 ◽  
pp. 54-74
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Resource Allocation ◽  
Information Systems ◽  
Business Strategy ◽  
It Governance ◽  
It Strategy ◽  
Daily Work ◽  
Business Goals ◽  
Allocation Decisions ◽  
Resource Allocation Decisions

Strategy can be defined simply as principles, a broad based formula, applied in order to achieve a purpose. These principles are general guidelines guiding the daily work to reach business goals. Strategy is the pattern of resource allocation decisions made throughout the organization. These encapsulate both desired goals and beliefs about what are acceptable and, most critically, unacceptable means for achieving them. While the business strategy is the broadest pattern of resource allocation decisions, decisions that are more specific are related to information systems and information technology. IS must be seen both in a business and an IT context. IS is in the middle because IS supports the business while using IT. This will be discussed later in this book in terms of IT governance as strategic alignment.

Enhancing Human Resource Development and Practices in Industry 4.0 With Charismatic and Transformational Leadership

2021 ◽  
pp. 78-91
Author(s):  
Mandy Mok Kim Man
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Industry 4.0 ◽  
Resource Development ◽  
Public And Private ◽  
Daily Work ◽  
Management And Development

In the Industry 4.0 arena, human resource management and development are important tasks for public and private sectors to prepare adequate skilled human resources for organizations' daily work, company operations, and agencies' management and administration activities. Long-term investment on an organization's employees to upgrade their knowledge, abilities, and skills will in turn increase their productivity and the organization's performance. Employees with new technological knowledge and technical skills will be able to contribute to their organization and hence to the nation to boost its economy. This chapter discusses charismatic and transformational leadership that can enhance human resource development and practices and proposes some recommendations to overcome the challenges faced in human resource development.

Semantic Desktop for the End-UserSemantic Desktop für Anwender

i-com ◽  
2009 ◽  
Vol 8 (3) ◽  
pp. 25-32 ◽  
Author(s):  
Gunnar Aastrand Grimnes ◽  
Benjamin Adrian ◽  
Sven Schwarz ◽  
Heiko Maus ◽  
Kinga Schumacher ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Personal Knowledge ◽  
Term Study ◽  
The Core ◽  
Personal Knowledge Management ◽  
Long Term Study ◽  
Core Components

AbstractThis article describes the Semantic Desktop. We give insights into the core services that aim to improve personal knowledge management on the desktop. We describe these core components of our Semantic Desktop system and give evaluation results. Results of a long-term study reveal effects of using the Semantic Desktop on personal knowledge work.

A Law Firm Librarian's Guide to KM

2016 ◽  
Vol 16 (3) ◽  
pp. 131-137 ◽  
Author(s):  
Hélène Russell
Keyword(s):  
Knowledge Management ◽  
Information Management ◽  
Law Firm ◽  
Business Goals ◽  
Information Professionals

AbstractThis article is written by Hélène Russell, author and teacher in the field of legal sector Knowledge Management. It presents an easy to read foundation level guide to legal sector Knowledge Management for law firm Information Professionals. It explains what Knowledge is, what Knowledge Management (KM) is, how it differs from Information Management (IM) and how law firm Information Professionals can expand their roles to help their organisations meet business goals through strategic KM as well as IM, or manage an imposed transition from IM to IM+KM.

scholarly journals Learning for Teaching: Building Professional Knowledge on a National Scale

2009 ◽  
Vol 35 (1) ◽  
Author(s):  
Elizabeth Hartnell-Young
Keyword(s):  
Present Article ◽  
Large Scale ◽  
National Scale ◽  
Daily Work ◽  
School Communities ◽  
National Quality ◽  
Working Together ◽  
Structure Sociale ◽  
Under Performing

This paper takes a large-scale social perspective in describing a national project in Australia that was premised on local school communities working together and contributing ideas for the benefit of their students, and potentially, the whole country. The project was intended to improve schools’ capacity for educating boys, and in the long-term, the learning outcomes of under-performing boys, using evidence-based and action research methods. It was supported by the web spaces and tools of the National Quality Schooling Framework and Think.com. This paper emphasises the structures and processes teachers engaged in while building knowledge through their daily work, where the resulting ideas became the property of the whole community. Analyses focus on the extent to which an underlying social structure for knowledge building developed in various parts of the nation during the project, making it possible to characterize a process for innovations in education with commitment to continual idea improvement. Résumé Le présent article adopte une perspective sociale à grande échelle pour décrire un projet national en Australie fondé sur la collaboration des communautés scolaires locales et leur contribution d’idées au bénéfice de leurs élèves et, éventuellement, de l’ensemble du pays. Le projet avait pour but de rendre les écoles plus aptes à éduquer les garçons et, à long terme, d’améliorer les résultats d’apprentissage des garçons qui sous-performent à l’aide de méthodes de recherche-action fondées sur des données probantes. Il a bénéficié du soutien des espaces et des outils Web du National Quality Schooling Framework et de Think.com. Le présent article met l’accent sur les structures et les processus que les enseignants ont utilisés dans leur travail quotidien pour la coélaboration de connaissances; les idées qui en ont résulté sont par la suite devenues la propriété de l’ensemble de la communauté. Les analyses portent principalement sur la mesure dans laquelle une structure sociale sous-jacente de coélaboration des connaissances s’est développée en différents endroits de la nation au cours du projet, ce qui rend possible la caractérisation d’un processus d’innovation en éducation avec un engagement envers l’amélioration continue.

Teams Interactions Hindering Short-Term and Long-Term Business Goals

2014 ◽  
pp. 51-65 ◽  
Author(s):  
Antonio Martini ◽  
Lars Pareto ◽  
Jan Bosch
Keyword(s):  
Short Term ◽  
Business Goals

ARCHAEOLOGISTS M.P. GRYAZNOV, V.I. MATYUSHCHENKO AND THE STATE HERMITAGE MUSEUM

2021 ◽  
Vol 27 ◽  
pp. 62-69
Author(s):  
MARSADOLOV L. ◽  
Keyword(s):  
Bronze Age ◽  
The State ◽  
Daily Work ◽  
History Of ◽  
The Bronze Age

Many decades the life and work of Mikhail Petrovich Gryaznov (1902-1984) was connected with the State Hermitage museum. Long-term friendship bound him with Vladimir Ivanovich Matyushchenko (1928-2005). These archaeologists were lucky in the excavations in the field and in the office behind a desk that was reached by stressful daily work. The most valuable materials from the excavations of M.P. Gryaznov were transferred to the Hermitage (Pazyryk-1, Arzhan-1), and in the museum's funds he taught a course in tracology for students of LSU. Archaeologists are well aware of the scientific works of VI. Matyushchenko on the history of Siberian archaeology, materials from excavations of the Bronze Age sites in the Tomsk and Omsk regions (Elovka, Rostovka and others), and the mounds of the Xiongnu era in Sidorovka. This article briefly discusses the main stages of M.P. Gryaznov's work in the Hermitage and his further relations with this museum. The author of the article was familiar with M.P. Gryaznov and VI. Matyushchenko, studied archaeology with them, gained experience and repeatedly helped them, both in the Hermitage and beyond. Keywords: M.P Gryaznov, V.I. Matyushchenko, hermitage, Pazyryk, Arzhan, state award

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