Knowledge Technologies Stages

2011 ◽  
pp. 49-69
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Stage Model ◽  
Organizational Evolution ◽  
Organizational Processes ◽  
Multistage Model ◽  
Storage And Retrieval ◽  
Management Technology ◽  
It Applications ◽  
Over Time

Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications to support and enhance the organizational processes of knowledge creation, storage and retrieval, transfer, and application (Alavi & Leidner, 2001). The knowledge management technology stage model presented in this chapter is a multistage model proposed for organizational evolution over time. Stages of knowledge management technology is a relative concept concerned with IT’s ability to process information for knowledge work. The knowledge management technology stage model consists of four stages (Gottschalk, 2005). When applied to law enforcement in the following chapters, the stages are labeled officer-to-technology, officer-to-officer, officer-to-information, and officer-to-application.

Stages of Knowledge Management Systems

2007 ◽  
pp. 71-93
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Stage Model ◽  
Organizational Evolution ◽  
Multistage Model ◽  
Storage And Retrieval ◽  
Management Technology ◽  
It Applications

Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications to support and enhance the organizational processes of knowledge creation, storage and retrieval, transfer, and application (Alavi & Leidner, 2001). The knowledge management technology stage model presented in this chapter is a multistage model proposed for organizational evolution over time. Stages of knowledge management technology are a relative concept concerned with IT’s ability to process information for knowledge work. The knowledge management technology stage model consists of four stages (Gottschalk, 2005). When applied to law enforcement in the following chapters, the stages are labeled officer-to-technology, officer-to-officer, officer-to-information, and officer-to-application.

Stages of Knowledge Management Systems

2011 ◽  
pp. 525-540
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Stage Model ◽  
Organizational Evolution ◽  
Multistage Model ◽  
Storage And Retrieval ◽  
Management Technology ◽  
It Applications

Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications to support and enhance the organizational processes of knowledge creation, storage and retrieval, transfer, and application (Alavi & Leidner, 2001). The knowledge management technology stage model presented in this chapter is a multistage model proposed for organizational evolution over time. Stages of knowledge management technology are a relative concept concerned with IT’s ability to process information for knowledge work. The knowledge management technology stage model consists of four stages (Gottschalk, 2005). When applied to law enforcement in the following chapters, the stages are labeled officer-to-technology, officer-to-officer, officer-to-information, and officer-to-application.

Sharing and Managing Knowledge through Portals

2011 ◽  
pp. 924-926
Author(s):  
Teemu Paavola
Keyword(s):  
Knowledge Management ◽  
Knowledge Work ◽  
Information Processes ◽  
Starting Point ◽  
Positioning Device ◽  
It Applications ◽  
Definition Of ◽  
Almost All ◽  
Implicit And Explicit ◽  
The Relationship

Any attempt to develop IT applications to manage information processes in a knowledge work setting will inevitably encounter the work of Ikujiro Nonaka (1991) on the importance of knowledge management in organizations. Almost all work can nowadays be loosely defined as knowledge work, since even ditch digging, for example, may involve the use of a GPS positioning device. Unwittingly establishing a doctrine of knowledge management, Nonaka took Polanyi’s (1958, 1966) old definition of tacit knowledge as the starting point in his theory, and went on to describe the relationship between implicit and explicit (communicable) knowledge, and their importance within an organization.

When I Seem More Important than T in IT

2010 ◽  
Vol 1 (1) ◽  
pp. 8-22
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Growth Model ◽  
Knowledge Work ◽  
Stages Of Growth ◽  
Management Technology

It has long been argued that information (I) is more important than technology (T) in information technology (IT). Thus in this case study, we will focus on information. The case is concerned with intelligence, which is the kind of information needed to prevent crime. This article starts by describing police intelligence, the case of U.S. intelligence strategy, and intelligence sources. Intelligence supports knowledge work as classified in the knowledge matrix. Next, technology is introduced in terms of the stages of growth model for knowledge management technology, since police intelligence work is conceptualized as knowledge work in this article.

Dualities, Dialectics, and Paradoxes in Organizational Life

2018 ◽  
Keyword(s):  
Dynamic Systems ◽  
Empirical Studies ◽  
Organizational Studies ◽  
Organizational Life ◽  
Organizational Processes ◽  
Organization Studies ◽  
Process Studies ◽  
Convergence And Divergence ◽  
Insight Into ◽  
Over Time

Organizational contradictions and process studies offer interwoven and complementary insights. Studies of dialectics, paradox, and dualities depict organizational contradictions that are oppositional as well as interrelated such that they persistently morph and shift over time. Studies of process often examine how contradictions fuel emergent, dynamic systems and stimulate novelty, adaptation, and transformation. Drawing from rich conversations at the Eighth International Symposium on Process Organization Studies, the contributors to this volume unpack these relationships in more depth. The chapters explore three main, connected themes through both conceptual and empirical studies, including (1) offering insight into how process theorizing advances understandings of organizational contradictions; (2) shedding light on how dialectics, paradoxes, and dualities fuel organizational processes that affect persistence and transformation; and (3) exploring the convergence and divergence of dialectics, paradox, and dualities lenses. Taken together, this book offers key insights in order to inform persistent, contradictory dynamics in organizations and organizational studies.

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.

“Pure Milk Is Better Than Purified Milk”

2007 ◽  
Vol 31 (3) ◽  
pp. 411-433 ◽  
Author(s):  
Alan Czaplicki
Keyword(s):  
Interest Groups ◽  
Political Interest ◽  
The Political ◽  
Organizational Practices ◽  
Policy And Practice ◽  
Organizational Processes ◽  
Political Interests ◽  
Pure Milk ◽  
Over Time ◽  
Better Than

This article explains how pasteurization—with few outspoken political supporters during this period—first became a primary milk purification strategy in Chicago and why eight years passed between pasteurization’s initial introduction into law and the city’s adoption of full mandatory pasteurization. It expands the current focus on the political agreement to pasteurize to include the organizational processes involved in incorporating pasteurization into both policy and practice. It shows that the decision to pasteurize did not occur at a clearly defined point but instead evolved over time as a consequence of the interplay of political interest groups, state-municipal legal relations, and the merging of different organizational practices. Such an approach considerably complicates and expands existing accounts of how political interests and agreements shaped pasteurization and milk purification policies and practice.

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