ASTERIX and 2.0 Knowledge Management : exploring the appropriation of 2.0 KMS via the Myth of the Gaulish village

International audienceKnowledge Management Systems (KMS) in companies have profoundly changed in recent years. They have become KMS 2.0 that aim to transform the firm and are driven by a new relationship to knowledge in line with 2.0 organisations. These 2.0 KMS have implemented modes of organisation that disrupt those that previously guided firms’ performance. This can sometimes lead to paradoxical organizational dysfunctions as witnessed by the difficulties faced by some traditionally hierarchical French companies. Through a case study of Constructor and a theoretical background on IS appropriation in organizations and myths in management, we show how the Asterix myth contributes to understanding how 2.0. KMS are appropriated in such companies. We find evidence of similarities regarding knowledge and Knowledge Management between the Asterix’ myth and the behaviours and practices concerning knowledge management within Constructor. As a result, the Asterix’ myth may be a relevant perspective for understanding the obstacles, advantages and appropriations of 2.0. KMS within French organizations

Measurement of ZZ production in leptonic final states at {\surd}s of 1.96 TeV at CDF

In this paper we present a precise measurement of the total ZZ production cross section in pp collisions at {\surd}s= 1.96 TeV, using data collected with the CDF II detector corresponding to an integrated luminosity of approximately 6 fb-1. The result is obtained by combining separate measurements in the four-charged (lll'l'), and two-charged-lepton and two-neutral-lepton (llvv) decay modes of the Z. The combined measured cross section for pp {\to} ZZ is 1.64^(+0.44)_(-0.38) pb. This is the most precise measurement of the ZZ production cross section in 1.96 TeV pp collisions to date.Comment: submitted to Phys. Rev. Let

Valor prognóstico do quimerismo após transplante de progenitores hematopoéticos Prognostic value of chimerism after hematopoietic progenitors transplantation

IT portfolio management and the related planning decisions for IT-dependent initiatives are critical to organizational performance. Building on the logic of appropriateness theoretical framework, we define an important characteristic of decision rules used during IT portfolio planning; rule appropriateness with regards to the risk-taking criterion. We propose that rule appropriateness will be an important factor explaining the evolution of rules over time. Using an inductive learning methodology, we analyze a unique dataset of actual IT portfolio planning decisions spanning two consecutive years within one organization. We present systematic comparative analysis of the evolution of rules used in planning over two years to validate our research proposition. We find that rules that were inappropriate in the first year are being redefined to design appropriate rules for use in the second year. Our work provides empirical evidence demonstrating organizational learning and improvements in IT portfolio planning capabilities. © 2009 Springer Berlin Heidelberg.Link_to_subscribed_fulltex