Information and Knowledge Management using ArcGIS ModelBuilder

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Magdeline Mashilo and Tiko Iyamu managers and other employees acted within the University defined processes and procedures, factors such as culture and trust among individual levels influenced and impacted on how knowledge was shared in the institution. Unfortunately, performance contracts or any other techniques were not in place to monitor, manage and ensure that employees subscribed to the university’s strategy to share knowledge and information. The structure allowed managers including the employees to use their discretion (as they saw it fit) in certain areas. Even though there were rules and regulation in the University environment, this did not guarantee a positive outcome. Individual actions resulting from diverse cultural backgrounds sometime derailed activities and processes in the environment. The employees could not be forced to perform their tasks or behave in a prescriptive way. In many cases, knowledge sharing depended on the agenda of individual managers, who might coerce employees into certain modes of behaviour. Employees took advantage and exploited the environment. Some employees who were privileged shared and communicated information with colleagues of their choice, when information was supposed to be made available to the entire unit or department. The university environment played important role in terms of knowledge acquisition and sharing. The university had employees with different racial, cultural and educational backgrounds, situated in different divisions and departments who needed to use a combination of ways to acquire knowledge. Given the university’s structure and environment, diversity in areas of specialization was supposed to be a necessary condition for knowledge acquisition. Knowledge is an investment when shared among employees within the context, content and value structure of the university. Knowledge content, in context, and relevance saves the university both time and money through increased efficiency and efficacy, which will improve productivity, as well as increasing students and research output. Access to research results allows lecturers and students to benefit from the experiences of others and avoids costly duplication of efforts. While the benefits are substantial, knowledge sharing is difficult and challenging to sustain due to distractive and derailing factors such as personal interest rather than the good of the university. 7. Conclusion Some of the findings were prima facie evidences that led to the study, but there was no empirical evidence to them. This is one of the strengths of the study. Thus, the study has contributed to the body of knowledge. Knowledge sharing is critical to transformation in South African higher institutions. The study will contribute to the development of and transformation in South African higher institutions from the perspective of knowledge sharing and management. References Bagraim, J. 2007. Motivating the South African workforce. In: WERNER, A. (Ed.). Organisational behaviour : a contemporary South African perspective. Pretoria: Van Schaik: pp. 69-98. Bakker, A. B. and Schaufeli, W. B. 2008. Positive organisational behaviour: engaged employees in flourishing organizations. Journal of organizational behaviour(29): pp. 147-154. Becerra-Fernandez, I. and Sabherwal, R. 2001. Organizational knowledge management: a contingency perspective. Journal of management information systems, 18(1): pp. 23-55. Betts, S. C. 2003. Contingency theory: science or technology? Journal of business and economics research, 1(8): pp. 123-130. Blanton, J. E., Watson, H. J. and Moody, J. 1992. Toward a better understanding of information technology organization: A comparative case study MIS quarterly, 16(4): pp. 531-555. Creswell, J. W. 2007. Qualitative inquiry and research design: choosing among five approaches. 2nd ed. London: Sage. Denzin, N. K. and LINCOLN, Y. S. 2008. Collecting and interpreting qualitative materials. 3rd ed. Thousand Oaks, CA: SAGE. Donaldson, L. 2001. The contingency theory of organizations. London: SAGE. Donaldson, L., Scott, W. R., Martin, J. and Weick, K. E. 2004. Challenging the foundations of organization theory. Work, employment and society, 18(3): pp. 607–620. Dubé, L. and Paré, G. 2003. Rigor in information systems positivist case research: current practices, trends, and recommendations. MIS quarterly, 27(4): pp. 597-635. 348
Magdeline Mashilo and Tiko Iyamu Hollenbeck, J. R., Moon, H., Ellis, A. P. J., West, B. J., Ilgen, D. R., Sheppard, L., et al. 2002. Structural contingency theory and individual differences: examination of external and internal person–team fit. Journal of applied psychology, 87 (3): pp. 599–606. Hsu, I. C. 2008. Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: a preliminary test. Expert systems with applications, 35(3): pp. 1316-1326. Kang, Y.-J., Kim, S.-E. & Chang, G.-W. 2008. The impact of knowledge sharing on work performance: an empirical analysis of the public employees’ perceptions in South Korea. International journal of public administration, 31(14):1548-1568 Kidwell, J. J., Vander Linde, K. M. & Johnson, S. L. 2000. Applying corporate knowledge management practices in Higher Education. Educause quarterly, 4:28-33 Leedy, P. D. & Ormrod, J. E. 2009. Practical research: planning and design. 8th ed. Upper Saddle River: Pearson Lin, H.-F. 2007. Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. Journal of information science, 33(2):135–149. Sohail, M. S. & Daud, S. 2009. Knowledge sharing in higher education institutions: perspectives from Malaysia. The journal of information and knowledge management systems, 39(2):125-142 Yan, C. & Chen, L.-C. 2007. Can organizational knowledge capabilities affect knowledge sharing behavior? Journal of information science, 33(1):95-109 349
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Proceedings of the 5th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Cont
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Preface The 5th European Conference
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Dr Jorge Ricardo da Costa Ferreira
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LSE while working at the British St
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Minna Isomursu, PhD, is a research
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Elmarie Papageorgiou is a Senior Le
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Information and Knowledge Managemen
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João Agrela et al. So modeling bec
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João Agrela et al. ETRS 89 project
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João Agrela et al. (accidents) tha
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Figure 8: Final model João Agrela
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João Agrela et al. outputs and res
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System Integration Model Based on O
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Kamsuriah Ahmad, Azwan Mohamed and
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Kamsuriah Ahmad, Azwan Mohamed and
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Building Virtual Communities on top
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Cuneyt Gurcan Akcora, Barbara Carmi
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References Cuneyt Gurcan Akcora, Ba
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Karen Anderson, Göran Samuelsson a
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Developing a Model for Assessing IT
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Mohammad Abooyee Ardakan et al. Fig
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Mohammad Abooyee Ardakan et al. cor
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Investigating the Relationship of M
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Mohammad Abooyee Ardakan, Babak Soh
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Table 3: Goodness of fit indices Mo
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Evaluation of ICT Investment in Hea
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Figure 1: Search strategy for syste
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A. Arviansyah, Egon Berghout and Ch
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Managerial A. Arviansyah, Egon Berg
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The Uses of Business Outcomes for I
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Dawit Asmelash Measurability of th
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Dawit Asmelash affected business pr
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Business Units HR Sales Step 2 Iden
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Dawit Asmelash In this case, at thi
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Data Governance in Practice: The SM
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Carolyn Begg and Tom Caira Our rese
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Carolyn Begg and Tom Caira In the f
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Carolyn Begg and Tom Caira Decision
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Carolyn Begg and Tom Caira SMEs nee
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Fergal Carton et al. The language u
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Fergal Carton et al. 2008) to abstr
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Payment integration (payment produc
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Fergal Carton et al. Kim,C., Mirsob
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Walter Castelnovo devised for, have
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Walter Castelnovo the potential ris
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Walter Castelnovo allow the informa
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Walter Castelnovo Risk assessment,
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Embedding Human Values Into Informa
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Sunil Choenni, Peter van Waart and
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Evaluating the Role and Potential o
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Renata Paola Dameri For these reaso
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Final assessment and evaluation. Re
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Renata Paola Dameri STRATEGIC GOALS
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Renata Paola Dameri To clearly com
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ICT and PA: A Marriage Made in Heav
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Maria Concetta De Vivo, Alberto Pol
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Jan Devos, Hendrik Van Landeghem an
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References Jan Devos, Hendrik Van L
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Luciana Duranti and Adam Jansen Dig
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Luciana Duranti and Adam Jansen A
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References Luciana Duranti and Adam
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Kate Dymoke-Bradshaw and Ann Brown
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Graham Fletcher and Marie Cahillane
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How Open Source Software Products:
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Chiara Friso, Valentina Lenarduzzi,
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Il giornale elettronico (Trivella,
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Yuwanuch Gulatee and Barbara Combes
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Table 1: Wholly online participants
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Florian Hamel, Thomas Ph. Herz, Fal
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Martin Hill, John Salt and Graham F
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Transforming Information to Knowled
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Vered Holzmann and Ben Holzmann Tot
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Vered Holzmann and Ben Holzmann kno
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Vered Holzmann and Ben Holzmann Prz
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Grant Howard and Sam Lubbe High-lev
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3. Theoretical discussion 3.1 Green
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Grant Howard and Sam Lubbe 3.6 Envi
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Grant Howard and Sam Lubbe Easterbr
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Evaluating ICT Based Services for O
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Minna Isomursu and Marja Harjumaa t
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4.2 Challenges with research method
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Minna Isomursu and Marja Harjumaa b
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The Geography of Criminality - Info
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Intelligence Paulo João, Jorge Fer
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4.1 Crime hot-spots Paulo João, Jo
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Paulo João, Jorge Ferreira and Jos
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Mobile Virtual Network Operator Inf
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Hallur Leivsgarð Joensen and Torbe
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Björn Johansson and Linda Bergkvis
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A Fair Partnership Model by Sharing
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Ghassan Kbar 2. Partnership and VC
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Ghassan Kbar Entering state of the
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Ghassan Kbar Saudi-chamber, (2011)
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Ghassan Kbar and Abdul Aziz AlDusar
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Dong-Hyun Kim and Hyun-Joo Kim We i
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Dong-Hyun Kim and Hyun-Joo Kim As a
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Dong-Hyun Kim and Hyun-Joo Kim We m
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Erdem Kirkbesoglu and Gizem Ogutcu
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Portfolio Management in Non-Profit
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Why is an IS Project Late? - A Case
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2. The project 2.1 Background and r
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Juha Kontio Phase In stallation Ope
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Table 2: Identified reason of the p
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Juha Kontio There are also reasons
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2. Performance review model for NDP
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Misoo Kwon Among the review indicat
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Type Average time saved Misoo Kwon
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Luigi Lavazza In conclusion, when a
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Shabnam Pasandide, Abbas Toloie Esh
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Shabnam Pasandide, Abbas Toloie Esh
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Can eGovernment Systems Bridge the
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Higher quality of services Elias Pi
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Elias Pimenidis, Lazaros Iliadis, a
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Contributions to the Measurement an
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Rui Alexandre Pires and Maria do C
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assessment Rui Alexandre Pires and
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Rozilawati Razali and Mahamsiatus K
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Figure 1: Research design 3.2 Phase
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David Sammon, Tadhg Nagle and John
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Teresa Santos, Ségio Freire and Jo
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Reflections on the Role of the Lect
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3. Reflective practice Elsje Scott,
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Elsje Scott, Peter Weimann and Nata
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Elena Serova traditional ERP manage
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Elena Serova Increase in percentag
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9. Conclusion Elena Serova At prese
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Sharina Tajul Urus, Alemayehu Molla
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4.2 Description of feral systems Sh
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Sharina Tajul Urus, Alemayehu Molla
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Type Sharina Tajul Urus, Alemayehu
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Open Source Disease Control Softwar
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Jose Teixeira and Reima Suomi do no
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Jose Teixeira and Reima Suomi from
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Jose Teixeira and Reima Suomi Futur
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Value of Knowledge Management Syste
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Nelly Todorova Human capital repres
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Nelly Todorova IT value from pure f
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Nelly Todorova unique and inimitabl
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Accountability and the Reconstructi
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Geert-Jan van Bussel cluding the pr
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Geert-Jan van Bussel complementary,
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The Question of Selecting Appropria
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Bartosz Wachnik We can discern two
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Bartosz Wachnik Table 1: Criteria o
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Tasks in an ERP implementation proj
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Bartosz Wachnik Tests’ recapitul
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PhD Research Papers 501
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Information Systems for Production
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Denisa Ferenčíková 3. Correctly
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Denisa Ferenčíková method requir
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1.2 Service oriented architecture A
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Hesbon Nyagowa, Dennis Ocholla and
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The Specification of Competency Que
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Michal Pivnička to (Collis 2008),
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Figure 2: List of scorecards window
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Michal Pivnička A Custom view (fig
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Michal Pivnička necessary calculat
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Michal Pivnička combines two or mo
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Michal Pivnička When any informati
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Challenges in Business Case Develop
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Bart-Jan van Putten, Franziska Brec
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Bart-Jan van Putten and Markus Schi
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Mohamad Norzamani Sahroni and Marya
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Table 1: Type of medical error Moha
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Mohamad Norzamani Sahroni and Marya
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Non Academic Papers 577
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Management of Waiting List for Surg
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Rita Cristóvão and Pedro Gomes In
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Figure 4: Circuit of the patient in
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Rita Cristóvão and Pedro Gomes ne
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Rita Cristóvão and Pedro Gomes T
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Work in Progress Papers with Poster
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Information Management Enabling Col
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Maria Bergenstjerna Data will be co
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2. Methodology Giovanni Camponovo R
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Giovanni Camponovo separate concept
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Giovanni Camponovo A graphical summ
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Giovanni Camponovo 3.5 Motivations
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Giovanni Camponovo Butler, B., Spro
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An Enterprise Ontology Approach for
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Bernardo Gomes, André Vasconcelos
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Soudabeh Khodambashi and Maryati Mo
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National ICT Strategy and its Imple
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Ermelinda Kordha and As. Kozeta Sev
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João Soares, José Tribolet and An
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João Soares, José Tribolet and An
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