Information and Knowledge Management using ArcGIS ModelBuilder

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Nelly Todorova knowledge. This link between tacit and explicit knowledge implies that only individuals with sufficient common knowledge base can exchange knowledge, understand each other and correctly interpret the exchanged knowledge. This view limits the impact of IT on knowledge sharing (Alavi and Leidner 2001). Based on these main assumptions the social view concludes that knowledge sharing requires a mutual understanding of tacit assumptions, immersion in practice and social interaction. It places strong emphasis on management and leadership practices to support social interaction and trust. While technology can still play a role, it is focused more on connection people to people rather than people to explicit knowledge. KM strategies and initiatives Different perspectives of knowledge define different approaches to knowledge management. When knowledge is viewed as an object the focus of KM initiatives is on building knowledge stocks and providing access to them. When knowledge is viewed as a process, the focus of KM is on knowledge flows and supporting the creation and sharing of knowledge. Finally, when knowledge is considered as a capability, KM initiatives aim to build competences, gain strategic advantage from know-how and create intellectual capital (Alavi and Leidner, 2001). KM strategies can be divided into two main categories – personalization and codification strategies (Hansen et al 1999). Companies using the codification strategy concentrate primarily on transfer and reuse of explicit knowledge. The objective is to capture and codify knowledge for broader access within the organization. Such initiatives focus on the design and use of searchable repositories of explicit knowledge using technologies such as intranets, groupware and document management systems. Knowledge repositories typically contain best practices, lessons learned from past experiences, knowledge about products, services and customers. Some companies include within their knowledge management activities projects and systems that aim to transform data into usable information through data mining and statistical analysis. Personalization strategies assume that a lot of important knowledge is tacit and the main mode of knowledge transfer is through personal interaction. KM initiatives focus on improving social processes to facilitate knowledge sharing between individuals. Some of these initiatives rely on the support of IT to bring people together. For example, organizations work on creation of corporate directories of internal expertise to connect people to the right experts within the organization; creation of knowledge networks which allow people to communicate virtually or face to face. Other initiatives may not use technology at all and concentrate on the creation of organizational culture which motivates people to share their knowledge and on providing regular social interactions between employees. Value of KM systems The studies on KM value are very fragmented. If we consider the value models from the previous sections, these studies focus on only one part of the models- outcomes, resources or capabilities in terms of enabling sharing and retrieval. It is very important to consider KM value in the context of KM, IT and other organizational resources required to derive value from KM initiatives and the paths that are taken to produce this value. Based on the review of the literature on value creation and IT business value, a preliminary model is presented to transfer some of the findings to the context of KM initiatives (Fig 3). It maps out possible resources, outcomes and capabilities. 5. Conclusions Knowledge management is an emerging field which draws on theories established in different disciplines such as information systems, organizational behaviour, economics and human resources. Research in the field is fragmented as researchers represent the individual perspectives of their discipline. Current research recognizes the need for integration of these perspectives and of creating unified definitions and frameworks (Green, Stankosky, & Vandergriff, 2010; Laverne&Earl, 2006). The aim of knowledge management is to leverage knowledge as a strategic asset to gain and sustain strategic advantage and to create value for organizations. There are many different approaches to knowledge management on the continuum between strong technocratic to predominantly humanistic approaches. There is considerable variety of objectives. Based on the definition of knowledge as a 480
Nelly Todorova unique and inimitable resource most studies in KM start with the assumption that KM projects and initiatives create value. However, there is concern that KM has generated a lot of interest and investment but no real value (Davenport&Prusak, 1998; Spender 2006). Therefore, there is a need for identifying the value of KM initiatives to provide organizations with a basis for decisions on KM investments. Capabilities Capabilities Envirnoment Envirnoment Impacts Impacts Community Community involvement involvement Taxes Taxes Skills Skills Personality Personality attributes attributes Tacit Tacit knowledge knowledge Society Society Human Human KM value Cognitive Cognitive Beliefs Norms Norms Relational Relational Social Social Social responsibility Economic Exchange Exchange value value Consumer Consumer value value Use Use value value Structural Structural Networks Networks Trust Trust Intellectual Intellectual Shareholder Shareholder value value Explicit Explicit knowledge knowledge Technology Technology Human Human resources resources Commercializable Commercializable assets assets Customer‐related assets Structure‐related Structure‐related assets assets Figure 3: Preliminary KM value model The subject of value is very complex due to its subjective nature, multiple levels of sources and users and a multitude of underpinning disciplines and perspectives. Current research has called for the need for integration of these perspectives and greater understanding of the value dimensions at different levels. This paper presents a preliminary holistic framework of value dimensions in order to gain better understanding of the value created from KM initiatives from multiple perspectives at organizational level. This framework can be used to map out specific value priorities for organizations and align them with measurements that are set for evaluation of KM initiatives. The preliminary KM value model needs to be validated using qualitative and quantitative data. Some dimensions may not be relevant in the context of Km initiatives and others may emerge as more important. In addition, the dimensions need to be better defined in the context of KM. References Boisot, M. (1998). Knowledge assets: Securing competitive advantage in the information economy. Oxford: Oxford University Press. Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1-15. Bowman, C., & Swart, J. (2007). Whose Human Capital? The Challenge of Value Capture When Capital is Embedded. The Journal of Management Studies, 44(4), 488. Davenport, T., & Prusak, L. (1998). Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press. Drucker, P. (2000). Knowledge-worker productivity: the biggest challenge. In J. Cortada & J. Woods (Eds.), The Knowledge Management Yearbook 2000-2001 (pp. 267-283). Boston: Butterworth-Heinemann. Fischer, N., Hertlein, M., Smolnik, S. & Jennex, M. (2011). Measuring value of knowledge-based initiativesevaluation of exiasting models and development of a new measurement framework, Proceedings of the 44 th Hawaii International Conference on System Sciences. 481
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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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Bert Kleersnijder and Egon Berghout
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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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Luigi Lavazza The former can be de
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Luigi Lavazza For each process, we
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6. Conclusions Luigi Lavazza When e
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eBusiness Model Design and Evaluati
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Monika Magnusson categories of busi
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Monika Magnusson Business Model Ele
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5.2 Guiding questions Monika Magnus
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Monika Magnusson Hay, M. and Kamsha
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Monika Magnusson and Marie-Therese
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4.3 Goals at the project level Moni
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Alignment in Enterprise Architectur
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Thanos Magoulas, Aida Hadzic, Ted S
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3.4 Infological alignment Thanos Ma
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Panagiotis Manolitzas et al. to Gov
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Panagiotis Manolitzas et al. Anothe
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Table 1: Criteria weights and satis
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Panagiotis Manolitzas et al. Satisf
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Understanding the Impact of Knowled
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Magdeline Mashilo and Tiko Iyamu Ac
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Magdeline Mashilo and Tiko Iyamu Cu
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Magdeline Mashilo and Tiko Iyamu Th
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Magdeline Mashilo and Tiko Iyamu Ho
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2. Literature review 2.1 The Batik
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Nor Laila Md Noor and Ariza Nordin
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Nor Laila Md Noor and Ariza Nordin
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Isolated Strategies Nor Laila Md No
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HOT-fit Evaluation Framework: Valid
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Maryati Mohd Yusof In order to vali
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Maryati Mohd Yusof Further framewor
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Maryati Mohd Yusof Kaplan, B., and
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Gunilla Myreteg social context (Orl
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Gunilla Myreteg needed routine. Ano
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Gunilla Myreteg used, which in turn
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Environmental Scanning Practice of
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Roslina Othman and Siti Rohimi Hame
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5. Conclusion Roslina Othman and Si
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Understanding Financial and non-Fin
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Elmarie Papageorgiou and Herman de
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Type of non-financial information a
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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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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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Page 445 and 446: David Sammon, Tadhg Nagle and John
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Page 471 and 472: Elena Serova Increase in percentag
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The Specification of Competency Que
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Yadary Ortega-González et al. Figu
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Yadary Ortega-González et al. merg
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Yadary Ortega-González et al. Comp
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Yadary Ortega-González et al. Lysa
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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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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 Fi
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Rita Cristóvão and Pedro Gomes ne
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Rita Cristóvão and Pedro Gomes Fi
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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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João Soares, José Tribolet and An
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João Soares, José Tribolet and An
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