FROM DOCUMENT MANAGEMENT TO KNOWLEDGE MANAGEMENT

Documents circulating in paper form are increasingly being substituted by itselectronic equivalent in the modern office today so that any stored document can be retrievedwhenever needed later on. The office worker is already burdened with information overload, soeffective and effcient retrieval facilities become an important factor affecting worker productivity. The key thrust of this article is to analyse the benefits and importance of interaction betweendocument management and knowledge management. Information stored in text-based documentsrepresents a valuable repository for both the individual worker and the enterprise as a whole and ithas to be tapped into as part of the knowledge generation process.document management, knowledge management, Information and communication technologies

A Business Intelligence Model for SMEs Based on Tacit Knowledge

This paper proposes a specific model of business intelligence in relation with SMEs practices, culture and competitive environment. This model is based on the mobilization of corporate tacit knowledge and informal information, aiming at interpreting anticipatory environmental information and assist strategic decision making. An empirical survey assessing the existing business intelligence practices in 20 French SMEs has identified seven necessary acceptance conditions of a business intelligence project as well as a managerial tool allowing tacit knowledge traceability.business intelligence; tacit knowledge; SMEs; sense-making

A tacit health care knowledge explication info-structure using contrived knowledge acquisition and representation approaches.

Projek ini telah menghasilkan suatu Info-Struktur Pengeksplikasian Pengetahuan Kesihatan Tersirat yang mampu mempero1ehi, menyimpan dan menyebarkan pengetahuan kesihatan tersirat untuk digunakan oleh para pakar dan doktor kesihatan supaya perkhidmatan kesihatan yang berkualiti dapat diberi secara berterusan. The project has produced a Tacit Health care Knowledge Explication Info Structure that is designed to acquire, store and disseminate tacit health care knowledge to be used by health care specialists, experts and practitioners to ensure the provision and continuation of expert-quality health care services

Knowledge as Culture

Culture must not be seen as something that merely reflects an organization’s social reality: rather, it is an integral part of the process by which that reality is constructed. Knowledge management initiatives, per se, are not culture change projects; but, if culture stands in the way of what an organization needs to do, they must somehow impact

A knowledge hub to enhance the learning processes of an industrial cluster

Industrial clusters have been defined as ?networks of production of strongly interdependent firms (including specialised suppliers), knowledge producing agents (universities, research institutes, engineering companies), institutions (brokers, consultants), linked to each other in a value adding production chain? (OECD Focus Group, 1999). The industrial clusters distinctive mode of production is specialisation, based on a sophisticated division of labour, that leads to interlinked activities and need for cooperation, with the consequent emergence of communities of practice (CoPs). CoPs are here conceived as groups of people and/or organisations bound together by shared expertise and propensity towards a joint work (Wenger and Suyden, 1999). Cooperation needs closeness for just-in-time delivery, for communication, for the exchange of knowledge, especially in its tacit form. Indeed the knowledge exchanges between the CoPs specialised actors, in geographical proximity, lead to spillovers and synergies. In the digital economy landscape, the use of collaborative technologies, such as shared repositories, chat rooms and videoconferences can, when appropriately used, have a positive impact on the development of the CoP exchanges process of codified knowledge. On the other end, systems for the individuals profile management, e-learning platforms and intelligent agents can trigger also some socialisation mechanisms of tacit knowledge. In this perspective, we have set-up a model of a Knowledge Hub (KH), driven by the Information and Communication Technologies (ICT-driven), that enables the knowledge exchanges of a CoP. In order to present the model, the paper is organised in the following logical steps: - an overview of the most seminal and consolidated approaches to CoPs; - a description of the KH model, ICT-driven, conceived as a booster of the knowledge exchanges of a CoP, that adds to the economic benefits coming from geographical proximity, the advantages coming from organizational proximity, based on the ICTs; - a discussion of some preliminary results that we are obtaining during the implementation of the model.

The innovativeness of rural Europe: A contribution to the concept of innovation

Rural Europe faces new challenges in an increasingly globalized economy. There are problems of cost competition, outmigration, an ageing population, dispersed settlements, lack of proximity services and employment opportunities. On the other hand opportunities emerge from new demands of the information society, like a healthy environment and typical products of high quality, or space for creative leisure and learning activities, or like a new look to cultural traditions in agriculture and craftsmanship. At the same time the notion of distance has considerably changed due to new telecommunication technologies. The LEADER community initiative is supporting around 800 local action groups (LAG), especially in Objective 1 or 5b rural areas all around Europe; LAG are public-private, public or more rarely private partnerships carrying ou their specific development programme for a smaller region (between 5000 and 100000 inhabitants). The work group on innovation studied and analysed a large number of innovative actions within, but also outside these LEADER areas. The features of the processes revealed that innovation takes place to an astounding extent, and that their specific character even contributes to a better understanding and further development of the concept of innovation. It can be shown that ? Innovation is not a single action, but does have a global character. The whole cycle of action which it comprises over time, sometimes contain quite ?banal" things, carried out step by step, following the logic of trial and error. The innovation lies in the interlinkages and connections which are created between resources, actors, activities and between the local and the external world. ? A cycle of actions is innovative, if it emerges out of a given context and makes this context irreversibly more complex, more dynamic; it creates more alternatives of action and responses than had been disposable before. ? Innovation has a deeply social character. It is fuelled by ?energetic differentials", resulting from different ?speeds" of the local and the global (in terms of productivity, quality requirements, migration flows, nature degradation,...); it really starts, when local actors start to perceive this differential in a new way. During the process new ways of collective learning and of conflict negotiation arise. Finally new common references, values, visions, attitudes or forms of organisation take shape. ? According to the stage of the process, three types of innovation can be distinguished. The first type relates to the mobilisation of people?s energies in the place. It is not directly creating new jobs and wealth, but prepares the soil for their later emergence. They can be characterized as innovations in facilitation and animation. The second type of innovation channels the energies in order to prepare the field for new, coherent and value adding activities. They deal with village renewal, the establishment of quality charts and organisational restructuring of formerly individually squandering actors. The third type of innovation deals with the creation of filieres in the value adding chain of local resources, moreover with the diversifcaton of the local economy and with creating synergies between formerly separate strands of activities. These innovations consolidate new links to the global and consolidate a new position in the economic competition between regions. These and more facts will be delivered by representatives of the work group on the base of selected case studies. Contribution to Theme A: Regional Economics in Transition: Institutional Development and Socio-Economic Change

Framework for collaborative knowledge management in organizations

Nowadays organizations have been pushed to speed up the rate of industrial transformation to high value products and services. The capability to agilely respond to new market demands became a strategic pillar for innovation, and knowledge management could support organizations to achieve that goal. However, current knowledge management approaches tend to be over complex or too academic, with interfaces difficult to manage, even more if cooperative handling is required. Nevertheless, in an ideal framework, both tacit and explicit knowledge management should be addressed to achieve knowledge handling with precise and semantically meaningful definitions. Moreover, with the increase of Internet usage, the amount of available information explodes. It leads to the observed progress in the creation of mechanisms to retrieve useful knowledge from the huge existent amount of information sources. However, a same knowledge representation of a thing could mean differently to different people and applications. Contributing towards this direction, this thesis proposes a framework capable of gathering the knowledge held by domain experts and domain sources through a knowledge management system and transform it into explicit ontologies. This enables to build tools with advanced reasoning capacities with the aim to support enterprises decision-making processes. The author also intends to address the problem of knowledge transference within an among organizations. This will be done through a module (part of the proposed framework) for domain’s lexicon establishment which purpose is to represent and unify the understanding of the domain’s used semantic

The challenge of management of multidimensional enterprises analysed from a logo-poietic perspective

The challenge to multidimensional farm management is analysed and discussed from the perspective of the farm enterprise, explored within a logo-poietic framework as a self-organising system/network. In conclusion, development of management of multidimensional farming takes: a reconstruction of the values, ideas, and meaning around which the farm enterprises are organised, a new way of increase of nonredundant complexity, shifting from dimension reduction to contextualisation, and a development of interactive relationships that facilitate network building of multidimensional farming

Three Postulates That Change Knowledge Management Paradigm

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