Preface for the Third Edition - Read

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15. Economics 577 TABLE C-54. Summary of correlations with general support of business goals area correlated variables expected sign organizational design willingness to share knowledge knowledge management systems integrative KMS functions interactive KMS functions bridging KMS functions Spearman’s rho significance formal organizational design - -0.422 0.081 18 decentral vs. central KM tasks + 0.445 0.096 15 relative KM reporting level + -0.396 0.144 15 active --------------------------------------------------- – participants participants + 0.845 0.008 8 communities--------------------------------employees + 0.866 0.333 3 inter-group OL atmosphere + -0.200 0.427 18 workspace-related OL atmosphere + 0.181 0.471 18 rewards for knowledge sharing + -0.050 0.843 18 knowledge sharing outside workspace + 0.025 0.921 18 use of KMS bought on the market - -0.383 0.116 18 extension intensity extension intensity extension intensity + + + + + + 0.276 0.070 0.019 -0.187 0.270 -0.055 0.252 0.776 0.937 0.443 0.263 0.824 contents institutionalized knowledge - -0.071 0.794 16 expertise - -0.309 0.245 16 unapproved contributions - -0.271 0.311 16 secured inventions - -0.040 0.884 16 personal content - -0.160 0.554 16 organization-specific descriptive knowledge - -0.322 0.224 16 funding --------------------------------- KMexpenses participants + 0.867 0.002 9 KMemployees -----------------------------------employees n 19 19 19 19 19 19 + 0.825 0.006 9
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Knowledge Management Systems
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Professor Dr. Ronald Maier Leopold-
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VI Preface for the Third Edition to
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VIII Preface for the First Edition
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X Contents 4.3.1 Overview and relat
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XII Contents 8.3.2 The DeLone/McLea
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XIV Contents 16 Summary and Critica
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2 A. Introduction ized as knowledge
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4 A. Introduction of international
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6 A. Introduction organization, vis
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8 A. Introduction Examples show the
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10 A. Introduction Economics: How c
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12 A. Introduction Information Syst
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14 A. Introduction assets and type
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16 A. Introduction cal study are pr
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PART B Concepts and Theories Part B
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4 Foundation 4. Foundation 21 Recen
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4. Foundation 23 Within these disci
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4. Foundation 25 ceived limitations
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4. Foundation 27 in general and—i
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4. Foundation 29 barriers, for gene
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4. Foundation 31 Due to the importa
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4. Foundation 33 same area (Shimmin
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TABLE B-1. Summary of research fiel
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4. Foundation 37 pretation of knowl
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4. Foundation 39 nizational learnin
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4. Foundation 41 Step 1: data base
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4. Foundation 43 then made physical
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4. Foundation 45 Hypothesis 3: Know
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4. Foundation 47 ICT: requires a s
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4. Foundation 49 which is to develo
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4. Foundation 51 Coordination in tr
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4. Foundation 53 the integration of
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4. Foundation 55 Example: Knowledge
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4. Foundation 57 Objects. Depending
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4. Foundation 59 Konno 1998, 40, 53
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4. Foundation 61 observation, opini
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4. Foundation 63 one of the philoso
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4. Foundation 65 knowledge is the b
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4. Foundation 67 informal support:
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TABLE B-3. Classifications of knowl
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4. Foundation 71 through joint obse
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4. Foundation 73 tion’s Intranet)
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4. Foundation 75 tive) and whether
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4. Foundation 77 dimension of knowl
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4. Foundation 79 tion’s Intranet
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4. Foundation 81 organizational pro
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4. Foundation 83 Some of these term
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4. Foundation 85 agement systems wi
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4. Foundation 87 The main differenc
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4. Foundation 89 people-finder syst
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4. Foundation 91 tive, these are se
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5 Strategy 5. Strategy 93 Consideri
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5. Strategy 95 sively pays attentio
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5. Strategy 97 a superior use of th
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organization-specific resources int
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5. Strategy 101 tion with other org
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5. Strategy 103 However, both the r
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5. Strategy 105 but knowledge diffe
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5. Strategy 107 nent process of int
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5. Strategy 109 1990, Leonard-Barto
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5. Strategy 111 Scenario 1. If an o
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5. Strategy 113 the field of active
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5. Strategy 115 manage knowledge a
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5. Strategy 117 retirement or other
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5. Strategy 119 the process of goa
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5. Strategy 121 Research and develo
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5. Strategy 123 Technological—org
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5. Strategy 125 Organizational scop
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5. Strategy 127 Customer-focused kn
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5. Strategy 129 5.2.3 Generic knowl
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5. Strategy 131 A comparison of the
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5. Strategy 133 Clear economic bene
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TABLE B-6. Importance of success fa
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5. Strategy 137 This section define
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5. Strategy 139 This definition str
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5. Strategy 141 Assessment. Identif
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5. Strategy 143 i.e. acquisition, a
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5. Strategy 145 ners’ knowledge b
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5. Strategy 147 ing. Next to the us
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5. Strategy 149 Knowledge diffusion
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5. Strategy 151 such as goals, task
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6 Organization 6. Organization 153
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6. Organization 155 to show that, a
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6. Organization 157 These three con
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6. Organization 159 requiring the d
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6. Organization 161 KTD - Knowledge
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6. Organization 163 sponsor and kno
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6. Organization 165 Staples 2003, 3
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6. Organization 167 al. 1998, 363)
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6. Organization 169 can cross-post
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6. Organization 171 1998, 21). As o
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6. Organization 173 perspective wit
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6. Organization 175 to improve the
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6. Organization 177 theme-oriented
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6. Organization 179 in order to ove
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6. Organization 181 strategic comm
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6. Organization 183 where people re
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TABLE B-9. Dimensions of communitie
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6. Organization 187 However, wherea
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6. Organization 189 Efficient instr
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6. Organization 191 and decision ma
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6. Organization 193 Trustful organi
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6. Organization 195 To sum up, it w
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TABLE B-11. Proposed instruments an
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6. Organization 199 knowledge in a
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6. Organization 201 sary for acrony
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6. Organization 203 learned instrum
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6. Organization 205 24 hours. Respo
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6. Organization 207 the ones used t
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6. Organization 209 The first categ
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6. Organization 211 Knowledge appli
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6. Organization 213 cess is a poten
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6. Organization 215 The knowledge p
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6. Organization 217 bined assignmen
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6. Organization 219 The continuous
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6. Organization 221 ment, human res
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6. Organization 223 Cultural change
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6. Organization 225 2. Family cultu
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6. Organization 227 The compromise
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6. Organization 229 ficient social
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6. Organization 231 needed (see Hil
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6. Organization 233 training of emp
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6. Organization 235 they will be wo
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6. Organization 237 During the pilo
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6. Organization 239 provide occasio
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6. Organization 241 ment business p
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6. Organization 243 ization, extern
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6. Organization 245 edge browser. T
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6. Organization 247 els a portion o
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production planner plan work order
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6. Organization 251 to-many relatio
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6. Organization 253 Business proces
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6. Organization 255 defined sequenc
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6. Organization 257 gest to documen
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6. Organization 259 machine-readabl
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6. Organization 261 ontology is bro
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6. Organization 263 implicit by ob
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6. Organization 265 holds basic kno
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6. Organization 267 Students have a
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6. Organization 269 1. Potential fo
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6. Organization 271 subject matter
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7 Systems 7. Systems 273 KMS were d
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7. Systems 275 cess of imaging whic
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7. Systems 277 use with business in
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7. Systems 279 have found their way
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7. Systems 281 and classify documen
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7. Systems 283 classification acco
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7. Systems 285 organize individual
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7. Systems 287 a contribution to a
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7. Systems 289 communities. The cho
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7. Systems 291 Knowledge thus can b
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7. Systems 293 knowledge. These inf
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7. Systems 295 Figure B-50 reviews
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7. Systems 297 Also, organizations
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7. Systems 299 The structure and or
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7. Systems 301 functions and layers
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7. Systems 303 see also (Alonso 200
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7. Systems 305 (Puschmann/Alt 2005)
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7. Systems 307 functions. Events sp
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7. Systems 309 vices to actual, “
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7. Systems 311 which comprise a pro
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7. Systems 313 integrative knowled
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Real-time News Feeds Corporate Docu
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7. Systems 317 architectures manife
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7. Systems 319 to the services orga
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7. Systems 321 needed to manage met
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7. Systems 323 ments or persons. Th
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7. Systems 325 (citation score), or
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2. Knowledge organization: 7. Syste
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7. Systems 329 newsgroups 530 which
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7. Systems 331 used simultaneously
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7. Systems 333 7.4.7 Personalizatio
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7. Systems 335 services in the KMS
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discovery full text search, reports
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7. Systems 339 can only be accessed
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7. Systems 341 on co-authoring and
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7. Systems 343 solid gray lines. Th
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7. Systems 345 ture, taxonomy and r
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7. Systems 347 edge that a subject
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7. Systems 349 7.5.3 Example: Infot
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7. Systems 351 location: any geogr
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7. Systems 353 Multi-dimensional vi
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7. Systems 355 information attached
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7. Systems 357 in documents that ty
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7. Systems 359 within organizationa
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7. Systems 361 project staffing or
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classifications on the basis of def
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Zack (1999a, 50), distinguishes sys
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In the Competence Center Business K
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7. Systems 369 ICT platforms. Corpo
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7. Systems 371 e.g., organizational
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7. Systems 373 asset management as
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7. Systems 375 have to be semantica
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7. Systems 377 against. The XML Sch
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7. Systems 379 assertion starting f
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7. Systems 381 MPEG-7 is a standard
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7. Systems 383 structured sequence
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7. Systems 385 ferred due to their
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7. Systems 387 ontology management
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7. Systems 389 riences with this ph
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7. Systems 391 can be stored using
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7. Systems 393 Knowledge interactio
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8 Economics 8. Economics 395 The de
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8. Economics 397 to measure intelle
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8. Economics 399 Software. In this
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8. Economics 401 the Balanced Scor
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8. Economics 403 measurement is sel
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8. Economics 405 The technical leve
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8. Economics 407 of the six categor
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8. Economics 409 contrary to the re
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8. Economics 411 Moreover, communic
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8. Economics 413 8.4.1 System quali
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8. Economics 415 project, an import
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8. Economics 417 In the case of int
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8. Economics 419 (type of) contents
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8. Economics 421 In the case of int
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8. Economics 423 knowledge can be a
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8. Economics 425 cially in communit
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8. Economics 427 companies have alr
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8. Economics 429 Rate of participat
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8. Economics 431 Centralization and
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8. Economics 433 Telephone and dire
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9. Summary and Critical Reflection
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PART C State of Practice Part C is
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10 Related Empirical Studies 10.1 S
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10. Related Empirical Studies 441 p
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10. Related Empirical Studies 443 1
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10. Related Empirical Studies 445 1
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10.2 Case studies 10. Related Empir
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10. Related Empirical Studies 449 S
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11. Research Design 451 The researc
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11.2 Methods, procedure and sample
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11. Research Design 455 Follow-up c
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11. Research Design 457 Hypothesis
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11. Research Design 463 In some cas
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11. Research Design 465 phase, wher
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11. Research Design 467 prove “co
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12. Strategy and Environment 469 ee
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12. Strategy and Environment 471 12
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12. Strategy and Environment 473 th
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12. Strategy and Environment 475 12
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12. Strategy and Environment 477 Th
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12. Strategy and Environment 479 th
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12. Strategy and Environment 481 So
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13. Organization 483 management (e.
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13. Organization 485 the number of
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13. Organization 487 employees. Tab
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13. Organization 489 pares the aver
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13. Organization 491 they used (21
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13. Organization 493 26.9%). Six or
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13. Organization 495 Thus, the rela
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13. Organization 497 The FH Cologne
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13. Organization 499 ing organizati
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13. Organization 501 knowledge repo
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13. Organization 503 The data point
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13. Organization 505 Again, the dat
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13. Organization 507 Also, organiza
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13. Organization 509 whether his or
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13. Organization 511 To sum up, the
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13. Organization 513 however, state
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13. Organization 515 ascending stan
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13. Organization 517 one or multipl
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13. Organization 519 KMS. Thus, the
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13. Organization 521 cated the same
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13. Organization 523 the workspace
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14. Systems 525 14.1.1 Groupware pl
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14. Systems 527 Additionally, funct
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14. Systems 529 Also, the number of
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14. Systems 531 of the organization
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14. Systems 533 cial, formal docume
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14. Systems 535 zations that report
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14. Systems 537 cation in their KMS
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14. Systems 539 The sixth and last
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14. Systems 541 base system. Howeve
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14. Systems 543 ments and in about
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14. Systems 545 the knowledge struc
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14. Systems 547 edge areas, reporte
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14. Systems 549 number of participa
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Page 1134: 14. Systems 555 Of the tools suppor
Page 1138: 14. Systems 557 (function presentat
Page 1142: 14. Systems 559 advanced tele-learn
Page 1146: 14. Systems 561 relationships were
Page 1150: 14. Systems 563 Even in the case of
Page 1154: 15. Economics 565 out these figures
Page 1158: 15. Economics 567 Table C-52 compar
Page 1162: 15. Economics 569 able general supp
Page 1166: 15. Economics 571 est returns with
Page 1170: 15. Economics 573 (67.7%) were the
Page 1174: 15. Economics 575 knowledge about
Page 1180: 578 C. State of Practice A higher r
Page 1184: 580 C. State of Practice Apart from
Page 1188: 582 C. State of Practice TABLE C-55
Page 1192: 584 C. State of Practice integrated
Page 1196: 586 C. State of Practice of the pro
Page 1200: 588 C. State of Practice the first
Page 1204: 590 C. State of Practice 20.The org
Page 1208: 592 D. Conclusion and Outlook 17 Sc
Page 1212: 594 D. Conclusion and Outlook moder
Page 1216: 596 D. Conclusion and Outlook The
Page 1220: 598 D. Conclusion and Outlook Strat
Page 1224: 600 D. Conclusion and Outlook TABLE
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602 D. Conclusion and Outlook Strat
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604 D. Conclusion and Outlook edge
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606 D. Conclusion and Outlook exist
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608 D. Conclusion and Outlook They
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610 D. Conclusion and Outlook from
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612 D. Conclusion and Outlook Addit
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614 D. Conclusion and Outlook stren
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616 D. Conclusion and Outlook the p
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618 D. Conclusion and Outlook Conce
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620 D. Conclusion and Outlook The n
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622 D. Conclusion and Outlook acti
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624 D. Conclusion and Outlook stanc
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626 D. Conclusion and Outlook tions
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628 D. Conclusion and Outlook syste
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630 D. Conclusion and Outlook secur
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632 List of Figures FIGURE B-20. Ch
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634 List of Figures FIGURE C-8. Mod
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636 List of Tables TABLE B-20. Exam
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638 List of Tables TABLE C-54. Summ
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640 Bibliography and On-line Resour
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Index A access services 320 acquisi
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empiricism 62 encryption 377 end to
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knowledge process redesign 112, 593
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public relations 176 push-oriented
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