Process Improvement and Knowledge Communication

2002 ◽  
pp. 50-62 ◽  
Author(s):  
Ned Kock
Keyword(s):  
Information Processing ◽  
Process Improvement ◽  
Shared Knowledge ◽  
Collective Knowledge ◽  
Organizational Processes ◽  
Team Members ◽  
Efficiency And Effectiveness ◽  
Automated Procedures ◽  
Knowledge Communication

Given the prominent role that information processing seems to play in organizational processes, and the assumption that information processing relies heavily on knowledge, the frequent claims that the collective knowledge held by organizations is the single most important factor defining their competitiveness do not seem unreasonable. The amount of relevant shared knowledge among individuals in process teams has been linked to the efficiency and effectiveness of such teams (Boland and Tenkasi, 1995; Nelson and Cooprider, 1996; Nosek and McNeese, 1997). Shared team knowledge has been equated to higher flexibility of organizational processes, as it can reduce the need for bureaucratic and automated procedures to mechanize and standardize procedures (Davidow and Malone, 1992). That is, more shared knowledge among team members may reduce the need for workflow control and automation.

Using MetaProi to Improve Business Processes

2011 ◽  
pp. 175-212
Author(s):  
Ned Kock
Keyword(s):  
Organizational Learning ◽  
Process Improvement ◽  
Business Process ◽  
Business Processes ◽  
Organizational Processes ◽  
Business Process Improvement ◽  
Knowledge Communication

In my earlier discussion in this book about business process improvement and organizational learning, I have shown that business process improvement has the potential to foster interfunctional knowledge communication and, consequently, organizational learning. In previous chapters of this book, I have analyzed business process improvement efforts that led to levels of knowledge communication not normally seen in routine organizational processes. Those business process improvement efforts have all been carried out through business process improvement groups.

FEATURES OF THE FUNCTIONING OF A PROJECT-ORIENTED ENTERPRISE IN MODERN CONDITIONS

2017 ◽  
Author(s):  
Inna Chaikovska ◽  
Keyword(s):  
Full Time ◽  
Team Members ◽  
Management Standards ◽  
Efficiency And Effectiveness ◽  
Strategic Goals ◽  
Close Cooperation ◽  
Industry Affiliation ◽  
Operational Activities ◽  
Management Approaches ◽  
The Relationship

The paper summarizes the features of the project-oriented enterprise in modern conditions. A model of operation of a project-oriented enterprise has also been built. It is established that each enterprise goes through different stages of its transformation into project-oriented, which must take into account the strategic goals of the enterprise. When transforming into a project- oriented enterprise should take into account the industry affiliation of the enterprise and the peculiarities of its activities. Usually the company has a linear organizational structure, and project-oriented - matrix or project. The main criteria that affect the process of transformation of the enterprise into a project-oriented are knowledge, technology, processes, communications, project management, standards and norms. For a project-oriented enterprise is characterized by both operational (permanent) activities and project (temporary). The relationship between operational and project activities and their interaction depends on the stage of transformation of the enterprise into project-oriented. Different management approaches are used for each activity. Operational activities are performed by full-time employees of the enterprise, who are employees of the company's departments, and project activities - the project team, which may consist of employees of the enterprise, as well as may involve external team members. Operational and project activities should be in close cooperation, which will achieve a positive synergistic effect, which will affect the efficiency and effectiveness of the enterprise, as well as its competitiveness. Innovative development of the enterprise is carried out with the help of implemented projects, and its results have a significant impact on operating activities. The activities of a project-oriented enterprise are closely connected with the external environment. The knowledge management system is the most important component of the process of transforming an enterprise into a project-oriented one.

scholarly journals Cultivate, assess, advocate, implement, and sustain

2017 ◽  
Vol 33 (2) ◽  
pp. 100-116 ◽  
Author(s):  
Sara Mannheimer ◽  
Conor Cote
Keyword(s):  
Cost Savings ◽  
Digital Preservation ◽  
Shared Vision ◽  
Limited Resources ◽  
Shared Knowledge ◽  
Collective Knowledge ◽  
Content Type ◽  
The Cost ◽  
Ongoing Support

Purpose For libraries with limited resources, digital preservation can seem like a daunting responsibility. Forming partnerships can help build collective knowledge and maximize combined resources to achieve digital preservation goals. This paper aims to provide guidance to help libraries with limited resources achieve digital preservation goals by forming partnerships to build collective knowledge and maximize combined resources. Design/methodology/approach In 2015, librarians from four Montana institutions formed the Digital Preservation Working Group (DPWG), a collaboration to increase digital preservation efforts statewide. The group’s immediate goals were to promote digital preservation best-practices at each individual institution, and to learn about and support each other’s work. The group’s long-term goal was to implement a shared digital preservation service that would fill gaps in existing digital preservation efforts. Findings Beyond the cost savings gained by sharing a digital preservation service, the members of DPWG benefitted from shared knowledge and expertise gained during the partnership. The group also functioned as a sounding board as each institution built its digital preservation program, and it became a system of support when challenges arose. Practical/implications This paper proposes a five-point plan for creating digital preservation partnerships: cultivate a foundation of knowledge and identify a shared vision; assess the current digital preservation landscape at each institution; advocate for the value of digital preservation activities; implement shared digital preservation services; and sustain group activities and establish structures for ongoing support. Originality/value The activities of DPWG provide a model for institutions seeking to collaborate to meet digital preservation challenges. This paper shows that by implementing a structured plan, institutions can build and sustain digital preservation partnerships, thus positioning themselves to achieve digital preservation success.

Abstract WP442: Process Improvement for Stroke/Cardiovascular Risk Factor Screening

Stroke ◽  
2020 ◽  
Vol 51 (Suppl_1) ◽  
Author(s):  
Margie Campbell ◽  
Jessica Lee ◽  
Tammy Watts
Keyword(s):  
Risk Factor ◽  
Process Improvement ◽  
Team Approach ◽  
Heart Team ◽  
Factor Screening ◽  
Team Members ◽  
Heart Institute ◽  
Risk Factor Screening ◽  
Stroke Team ◽  
Institute Staff

Background and Purpose: Despite advances in the acute treatment of stroke, many patients are delayed in seeking care. While many factors contribute to delays, the principle factor continues to be a lack of public knowledge regarding stroke signs and symptoms. For several years, our Comprehensive Stroke team had been completing community stroke screenings independent of our CV team partners. As the risk factors for Stroke and myocardial infarction (MI) are very similar, we explored the possibility of combining our resources with our Neurological Institute staff and the Heart Institute staff. The purpose behind our process improvement project was to improve collaboration, enhance utilization of resources, and provide more comprehensive risk factor assessment and risk factor education for our participants. An additional goal included teaching the participants the signs/symptoms of Stroke and MI and the importance of calling 911 immediately. Methods: The first step was to create a team that included Neurological Institute and Heart Institute team members. We developed educational materials to be used during the events, including a comprehensive Stroke and Cardiovascular disease booklet, a Risk Factor Scorecard and other visual aids. As the project progressed, additional team members were added to meet the expanded needs identified during the screenings completed. Physician referral was incorporated for appropriate patients. Results: In 2017, the Stroke team completed 3 events and screened 180 participants with a total of 14 volunteers. In 2018, the Neurological/Heart teams completed 5 events with 180 participants screened by 57 volunteers. Thus far in 2019, the Neurological/Heart team has completed 5 events with 333 participants screened and 38 volunteers participating. Conclusions: An interdisciplinary team approach resulted in more comprehensive risk factor screening for participants, increased number of events and greater community outreach. In addition, 4 participants were referred for Cardiology appointments.

EP.TU.672Privacy and security in surgical communication: Is Signal app the future?

2021 ◽  
Vol 108 (Supplement_7) ◽  
Author(s):  
Hock Ping Cheah ◽  
Samantha Quah ◽  
Kenneth Wong
Keyword(s):  
Clinical Care ◽  
Good Alternative ◽  
Security And Privacy ◽  
Junior Doctors ◽  
Patient Privacy ◽  
User Privacy ◽  
Main Method ◽  
Team Members ◽  
Private Data ◽  
Efficiency And Effectiveness

Abstract Aims Electronic communication amongst surgical team members improves the team's ability to care for patients. Security and privacy of patient data are significant concerns. Recent controversy involving private data collection with WhatsApp has led to many users changing to other forms of messaging apps to protect user privacy. The aim of this study is the analyse the efficiency and effectiveness of the Signal messaging app in a research setting in Australia. Methods Members of our research group comprising three junior doctors and a supervising consultant surgeon used the Signal app as our main method of communication to discuss matters relating to our various research projects. No patient details were discussed in the messaging app. Results A total of 234 personal and 148 group messages were sent during the study period in a group and personal message setting. Most messages including picture files sent were received within one minute by the recipient. We did encounter a 24 hour period where Signal encountered some technical difficulties and some messages did not go through. Conclusion Signal messaging app is a good alternative to WhatsApp messaging app with better user privacy protection. With more user uptake on Signal app, it has the potential to be used for clinical care as Signal also provides end-to-end encryption to protect patient privacy.

Social Information Processing Theory (SIPT)

2012 ◽  
pp. 45-65 ◽  
Author(s):  
Bolanle A. Olaniran ◽  
Natasha Rodriguez ◽  
Indi M. Williams
Keyword(s):  
Information Processing ◽  
Social Information Processing ◽  
Social Information ◽  
Virtual Team ◽  
Information Processing Theory ◽  
Team Members ◽  
Social Information Processing Theory ◽  
Communicative Behavior ◽  
Processing Theory ◽  
The Social

The Social Information Processing Theory (SIPT) proposes that given time and opportunity to interact, relationships between individuals can form in online environments. Although not an overt assumption of the SIPT, it is essential to understand how cultural factors are important components of any CMC interaction. The power of the SIPT lies within its ability to foster communication between individuals through communicative behavior that is valued by the other’s culture. Therefore, Social Information Processing has the potential to aid the development of trust between virtual team members, establishing group cohesion, and accentuating cross-communication within international work groups.

Virtual Teams and Knowledge Communication

2014 ◽  
Vol 6 (3) ◽  
pp. 1-25
Author(s):  
Miikka J. Lehtonen ◽  
Constance E. Kampf
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Cross Cultural ◽  
Team Members ◽  
Support Teams ◽  
Cross Cultural Communication ◽  
Communication Processes ◽  
Nuanced Understanding ◽  
Semiotic Perspective ◽  
Knowledge Communication

How does culture affect virtual teams and the knowledge communication processes in which they engage? As virtual spaces are increasingly used to support teams and establish collaboration in cross-cultural projects, the notion of cross-cultural communication can be understood as shifting from contextual perspective to a semiotic perspective. That is to say, although the team members are using the same vocabulary they might attach different meanings to and have different knowledge about them thus highlighting the importance of approaching virtual teams and collaboration from a semiotic perspective. To look at how knowledge about virtual work is established in a multinational context, the authors interviewed members of a team that connects Finland and India. Results reveal five objects shared between the team members with varying knowledge about them. By making these differences in knowledge visible through semiotics the authors are calling for a more nuanced understanding of cross-cultural collaboration that draws on and extends the existing body of knowledge on virtual teams and collaboration.

Stimulating learning by empowering leadership

2016 ◽  
Vol 37 (8) ◽  
pp. 1168-1186 ◽  
Author(s):  
Mingze Li ◽  
Pengcheng Zhang
Keyword(s):  
Information Processing ◽  
Team Learning ◽  
Hierarchical Linear Model ◽  
Hierarchical Regression ◽  
Empowering Leadership ◽  
Content Type ◽  
Team Members ◽  
Section Data ◽  
Multi Level ◽  
Different Levels

Purpose The purpose of this paper is to answer the theoretical and practical calls for an examination of the multi-level effects of empowering leadership on creativity. In addition, it attempts to link empowering leadership to creativity from the perspective of information processing, which is different from traditional mechanisms of psychology. Design/methodology/approach Based on the perspective of information processing, the authors tested how and why different levels of empowering leadership may relate to team and individual creativity. Multi-source data were collected from 62 team leaders and 295 team members. Statistical methods, such as the hierarchical linear model, hierarchical regression analysis, and bootstrapping tests, were used to analyze the data. Findings The results show that team and individual learning mediate the effects of empowering leadership on creativity at the team and individual levels. Interestingly, the authors also found that team learning negatively moderates the indirect and positive effect of individual empowering leadership on individual creativity. Research limitations/implications The main limitation of this study is that the authors used cross-section data instead of longitudinal data to analyze the causal relationship. As such, the results may not truly reveal the causality. Practical implications The findings indicate that empowering leadership is important for stimulating both individual and team learning; thus, it benefits different levels of creativity. In addition, the results also suggest that there are interplay between different level mechanisms, and empowering team leader should trade-off individual and team learning effects in order to promote both team and individual creativity effectively. Originality/value This study contributes to the existing literature by providing a multi-level and cross-level analysis of empowering leadership and creativity. It clarifies how empowering leadership stimulates individual and team creativity at different levels simultaneously.

scholarly journals Improving Initiation and Tracking of Research Projects at an Academic Health Center: A Case Study

2016 ◽  
Vol 40 (3) ◽  
pp. 372-379 ◽  
Author(s):  
Susanne Schmidt ◽  
Martin Goros ◽  
Helen M. Parsons ◽  
Can Saygin ◽  
Hung-Da Wan ◽  
...  
Keyword(s):  
Research Design ◽  
Process Improvement ◽  
Lean Six Sigma ◽  
Academic Health ◽  
Workflow System ◽  
Efficiency And Effectiveness ◽  
Increasing Demand ◽  
Tracking Time ◽  
And Control

Research service cores at academic health centers are important in driving translational advancements. Specifically, biostatistics and research design units provide services and training in data analytics, biostatistics, and study design. However, the increasing demand and complexity of assigning appropriate personnel to time-sensitive projects strains existing resources, potentially decreasing productivity and increasing costs. Improving processes for project initiation, assigning appropriate personnel, and tracking time-sensitive projects can eliminate bottlenecks and utilize resources more efficiently. In this case study, we describe our application of lean six sigma principles to our biostatistics unit to establish a systematic continual process improvement cycle for intake, allocation, and tracking of research design and data analysis projects. The define, measure, analyze, improve, and control methodology was used to guide the process improvement. Our goal was to assess and improve the efficiency and effectiveness of operations by objectively measuring outcomes, automating processes, and reducing bottlenecks. As a result, we developed a web-based dashboard application to capture, track, categorize, streamline, and automate project flow. Our workflow system resulted in improved transparency, efficiency, and workload allocation. Using the dashboard application, we reduced the average study intake time from 18 to 6 days, a 66.7% reduction over 12 months (January to December 2015).

scholarly journals 418 PB 095 WHOLE FARM CASE STUDIES OF HORTICULTURAL PRODUCERS IN WESTERN OREGON AND WASHINGTON

HortScience ◽  
1994 ◽  
Vol 29 (5) ◽  
pp. 490g-491
Author(s):  
Helene Murray ◽  
Richard P. Dick ◽  
Daniel Green-McGrath ◽  
Larry S. Lev
Keyword(s):  
Case Studies ◽  
Interdisciplinary Team ◽  
Research Process ◽  
State Universities ◽  
Extension Programs ◽  
Collective Knowledge ◽  
Team Members ◽  
New Information ◽  
Small Fruit ◽  
Time Required

Calls for increased farmer involvement in research and extension programs have been numerous and well supported. One approach to integrate the collective knowledge and experience of scientists and farmers is through whole farm case studies (WFCS). An interdisciplinary team of 34 research and extension personnel at Oregon and Washington State Universities conducted WFCS of 16 vegetable and small fruit farms. The WFCS process proved useful in developing an interdisciplinary team, and the vast majority of team members stated they would consider using the WFCS approach again; but the primary constraint cited was the amount of time required. Team members gained a better understanding of the complexity of farms and identified areas requiring further research. Farmers stated they enjoyed participating and discovered new information that will assist them in managing their fanning systems. Farmer-developed innovations were identified that are useful to other farmers and to the research process.

Sign in / Sign up

Export Citation Format

Share Document