TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management

TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management

TEN STEPS TO INCREASE THE KNOWLEDGE FOR AN EFFICIENT MANAGEMENT OF THE INTELLECTUAL CAPITAL IN THE ENTERPRISE BUSINESS INTELLIGENCE

In order to develop intelligent business for become competitive, the enterprises must increase the quality and technologic level of products and services conform with applicable codes and standards, to have permanent new products or to make old products bettering, to respect the market rules, the applicable laws and to have a good price politic. These activities request a large amount of date, information and knowledge collecting from all sources and then transferring at each enterprise level. This work analyses the state of the art of the knowledge management and it propose a methodological model, based on the occurrence of conversion types of the knowledge to be used during the product development process.Business intelligence, knowledge transfer, knowledge applications, knowledge capitalization, knowledge management

Organizational Knowledge Management practices for better Library and Information Services

Abstract Library and Information unit of any organization, as profession within profession, runs independently, is managed separately, and serves information universally. Its management is unique and universal, which forms its identity although attached to any organization. The entire process of management of library goes parallel to the management of the parent organization, but not conflicting with it. Library receives information from the organization and contributes knowledge to the organization for its better services and products. The library management unit has to act independently, think separately, show effectiveness, and manage the unit as a small organization within a large organization. Organizational Knowledge is the knowledge specific to the organization; it is generally gained by being attached to the organization. When group knowledge from several sub-units or groups is combined and used to create new knowledge, can be called as organizational knowledge. Organizational Knowledge Management is managing the organization’s knowledge through systematically acquiring, organizing, sustaining, applying, sharing and renewing both the tacit and explicit knowledge of employees to enhance organizational performance. Knowledge Management must manage organizational knowledge storage and retrieval capabilities, and create an environment conducive to learning and knowledge sharing. It is about making sure that an organization can learn, and that it will be able to retrieve and use its knowledge assets in current applications as they are needed. Library as a sub-part of the organization should determine the knowledge necessary for the operation of processes for products and services of the parent organization. The Information services and products of the library, which are the outcome of its internal Knowledge Management system, are used as information inputs for the Organizational Knowledge Management System of the whole organization. The basic goal of knowledge management within libraries is to leverage the available knowledge that may help librarians to carry out their tasks more efficiently and effectively. Knowledge management is a viable means in which libraries could improve their services in the present knowledge era and can help transform the library into a more efficient, knowledge sharing organization. Most knowledge management practices in use are; partnerships with other libraries, consortium formation, knowledge sharing, collaborative work, team creation, regular staff interaction, promotion of organization culture, motivation of staff for innovations, ICT applications, etc. This paper aims to give an outline of Organizational Knowledge Management and its role in libraries and relevance for Library and Information Science professionals. The paper is able to demonstrate that Organizational Knowledge Management is a key driver of library performance

Evaluation, Learning and Change in Research and Development Organizations: Concepts, Experiences, and Implications for the CGIAR

learning, Evaluation, Change, ISNAR, research, CGIAR, development, Agricultural and Food Policy, Food Security and Poverty, Research and Development/Tech Change/Emerging Technologies,

Research Naval Postgraduate School, v. 2. no. 6, March 2010

NPS Research is published by the Research and Sponsored Programs, Office of the Vice President and Dean of Research, in accordance with NAVSOP-35. Views and opinions expressed are not necessarily those of the Department of the Navy.Approved for public release; distribution is unlimited

VOICE OF THE CUSTOMER THROUGH CUSTOMER COCREATION: THE CASE OF FUJI XEROX JAPAN

Nowadays, many companies collect Voice of the Customer (VOC) in order to understand more about customers and the way they think about the companies or products/services. Many collection methods are being used to capture those valuable resources. This paper introduces “VOC 3.0”, a new Voice of the Customer (VOC) collection method through customer co-creation. This new method is aiming to create value with customers through co-creation activities and exploit knowledge residing both in customers and company. This study identifies the differences of VOC 3.0 from other traditional VOC collection methods. We also propose a theoretical framework for VOC 3.0 and introduce the case of Fuji Xerox’s Customer Co-creation laboratory’s open laboratory as an example of a successful company with VOC 3.0. From this case study, key activities of the collection method are listed by using Process-Workplace-Tool framework. Findings in this study also show the examples of process, workplace and tool that might be key activities in VOC 3.0

The Relationship Between Human Resource Management Practices, Affective Commitment, And Knowledge Sharing Behavior

Kajian ini mempunyai dua objektif. Pertama, kajian ini adalah untuk menentukan hubungan antara persepsi pekerja tentang amalan pengurusan sumber manusia (PSM) dan gelagat perkongsian ilmu mereka. The objective of this study was twofold. First, the study was to examine the relationship between HRM practices and employees knowledge sharing behavior

From Social Data Mining to Forecasting Socio-Economic Crisis

Socio-economic data mining has a great potential in terms of gaining a better understanding of problems that our economy and society are facing, such as financial instability, shortages of resources, or conflicts. Without large-scale data mining, progress in these areas seems hard or impossible. Therefore, a suitable, distributed data mining infrastructure and research centers should be built in Europe. It also appears appropriate to build a network of Crisis Observatories. They can be imagined as laboratories devoted to the gathering and processing of enormous volumes of data on both natural systems such as the Earth and its ecosystem, as well as on human techno-socio-economic systems, so as to gain early warnings of impending events. Reality mining provides the chance to adapt more quickly and more accurately to changing situations. Further opportunities arise by individually customized services, which however should be provided in a privacy-respecting way. This requires the development of novel ICT (such as a self- organizing Web), but most likely new legal regulations and suitable institutions as well. As long as such regulations are lacking on a world-wide scale, it is in the public interest that scientists explore what can be done with the huge data available. Big data do have the potential to change or even threaten democratic societies. The same applies to sudden and large-scale failures of ICT systems. Therefore, dealing with data must be done with a large degree of responsibility and care. Self-interests of individuals, companies or institutions have limits, where the public interest is affected, and public interest is not a sufficient justification to violate human rights of individuals. Privacy is a high good, as confidentiality is, and damaging it would have serious side effects for society.Comment: 65 pages, 1 figure, Visioneer White Paper, see http://www.visioneer.ethz.c

Development of a knowledge management system for the NOMAD instrument onboard the ExoMars TGO spacecraft

Purpose This paper aims to describe the development of a knowledge management system (KMS) for the Nadir and Occultation for Mars Discovery (NOMAD) instrument on board the ESA/Roscosmos 2016 ExoMars Trace Gas Orbiter (TGO) spacecraft. The KMS collects knowledge acquired during the engineering process that involved over 30 project partners. In addition to the documentation and technical data (explicit knowledge), a dedicated effort was made to collect the gained experience (tacit knowledge) that is crucial for the operational phase of the TGO mission and also for future projects. The system is now in service and provides valuable information for the scientists and engineers working with NOMAD Design/methodology/approach The NOMAD KMS was built around six areas: official documentation, technical specifications and test results, lessons learned, management data (proposals, deliverables, progress reports and minutes of meetings), picture files and movie files. Today, the KMS contains 110 GB of data spread over 11,000 documents and more than 13,000 media files. A computer-aided design (CAD) library contains a model of the full instrument as well as exported sub-parts in different formats. A context search engine for both documents and media files was implemented. Findings The conceived KMS design is basic, flexible and very robust. It can be adapted to future projects of a similar size. Practical implications The paper provides practical guidelines on how to retain the knowledge from a larger aerospace project. The KMS tool presented here works offline, requires no maintenance and conforms to data protection standards. Originality/value This paper shows how knowledge management requirements for space missions can be fulfilled. The paper demonstrates how to transform the large collection of project data into a useful tool and how to address usability aspects