By Ettore Bolisani, Meliha Handzic
This booklet celebrates the earlier, current and way forward for wisdom administration. It brings a well timed assessment of 2 many years of the collected historical past of data administration. through monitoring its beginning and conceptual improvement, this overview contributes to the enhanced knowing of the sector and is helping to evaluate the unresolved questions and open issues.
For practitioners, the booklet offers a transparent proof of worth of information administration. classes learnt from implementations in enterprise, govt and civil sectors aid to understand the sphere and achieve worthwhile reference issues. The ebook additionally offers information for destiny learn by way of drawing jointly authoritative perspectives from humans at the moment dealing with and interesting with the problem of information administration, who sign a vibrant destiny for the field.
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Additional info for Advances in Knowledge Management: Celebrating Twenty Years of Research and Practice
S. Edwards driven business strategy, that of Porter (1980). The market-driven view of strategy asserts that the main drivers for strategic choice are external to the organization. One of the main alternative views of business strategy is the resource-based view (RBV), which believes the main drivers for strategic choice are internal ones, such as an organization’s core competences. The resource-based view was proposed by Grant (1991) and developed into the knowledge-based theory which we have already mentioned.
2 KM Strategy: Personalization and Codification Almost independent of the exploration/exploitation choice is that of the KM strategy to achieve the exploring and/or exploiting. The essential work on KM strategies is by Hansen et al. (1999), which identified the two fundamental KM strategies as codification and personalization. The personalization strategy takes the “knower” viewpoint that the organization’s knowledge resides mainly in the heads of its people (and thus is tacit), and the main purpose of KM systems is to help people locate and communicate with each other.
Perhaps this is best thought of as a tacit “core” with an explicit layer surrounding it. The relative size of the tacit core will be greater for some pieces of knowledge than others. For example, there is much less tacit knowledge involved in processing an application for life insurance than in riding a bicycle. )”. The knowledge involved in building a brick wall would fall somewhere between these two examples. Alternatively, authors such as McInerney (2002) see there being a continuum of knowledge types running from fully tacit at one end to completely explicit at the other.
Advances in Knowledge Management: Celebrating Twenty Years of Research and Practice by Ettore Bolisani, Meliha Handzic