Knowledge Management: From Brain to Business (PDF 5.5 - Asian ...

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-o- Conference Rapporteur-Editor: Dr. Serafin D. Talisayon Professor University of the Philippines Dr. Talisayon teaches Knowledge Management, Innovative Processes and Information Technology and Organizational Change at the University of the Philippines. He wrote a book entitled 99 Paradigm Shifts for Survival in the Knowledge Economy: a Knowledge Management Reader. He is a co-founder and Chairman of the Knowledge Management Association of the Philippines, and Vice-Chairman of the Society of Knowledge Management Practitioners of the Philippines. In 1999, he co-founded a non-profit, non-government organization, CCLFI.Philippines, which has become a leading knowledge management service provider in the Philippines. Among its clients are the UN Development Programme, Shell Malampaya MMT, PNOC Energy Development Corporation, United Laboratories, Asian Development Bank, AusAID PAHRDF, Baganuur JSC in Mongolia and the World Health Organization. CCLFI.Philippines offers online mentoring courses in knowledge management through its kMentor website. Dr. Talisayon has been appointed Chief Expert by the Asian Productivity Organization, to lead its project on survey of knowledge management experiences and good practices in nine selected APO member-countries. He has served as knowledge management consultant for the World Bank, House of Representatives of the Republic of the Philippines, Asian Development Bank, CIDA, WHO Western Pacific Regional Office and the NPO of the Philippines, and the Development Academy of the Philippines. Page 109
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From: Knowledge Management: From Br
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Proceedings of the International Pr
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WELCOME ADDRESS Dr. Phanit Laosirir
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WELCOME ADDRESS Mr. Shigeo Takenaka
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as the theme for IPC 2007 to commem
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our daily practices. Every employee
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Strategy as Distributed Phronesis:
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knowledge is converted into explici
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The model starts with a “vision.
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Every year I go to Finland. The bes
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Ability to Share Contexts with Othe
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Souichiro Honda argues, Action with
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Figure 6: Multilayered Ba at Seven-
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Collaborative Enterprise- Wide Know
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place across the organization. Simi
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Figure 5: Fred or Fredricka This is
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set training standards that are nec
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important but it is something that
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As the leadership of the organizati
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• Total market capitalization: $4
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Phase 2: 2000-2001 • Knowledge co
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So what Tata Chemicals did was to c
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ole and responsibilities they have
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YouTube; just imagine how they mana
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several tools a like document manag
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upgrade from Windows XP to Vista,)
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outside. So it is very difficult fo
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Knowledge Transfer Department. The
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visible artifacts in place. So in k
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anything about what they have—I t
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Question: Is it true that we can ca
Page 64 and 65: Eight knowledge performance criteri
Page 66 and 67: wealth or some similar form of weal
Page 68 and 69: As the table shows, when we complet
Page 70 and 71: 3M Apple Computer Caterpillar Fluor
Page 72 and 73: and development and innovation. The
Page 74 and 75: I think in terms of measurements, o
Page 76 and 77: From Knowledge Management to Operat
Page 78 and 79: The next step is to identify the kn
Page 80 and 81: Project Profile Debriefing Reports
Page 82 and 83: 5. Community of Practice A “commu
Page 84 and 85: Reporting Figure 7 The goals of any
Page 86 and 87: Integration of Knowledge Management
Page 88 and 89: invention; it could be small or eve
Page 90 and 91: irregular basis. We had to study, d
Page 92 and 93: set of products that when put into
Page 94 and 95: Figure 6: Knowledge Management Work
Page 96 and 97: Case Study: SCG Paper SCG Paper is
Page 98 and 99: knowledge that they want to keep an
Page 100 and 101: and with other units of SCG, we org
Page 102 and 103: Question: What is the driver of new
Page 104 and 105: Chaovalit Ekabut: I agree with the
Page 106 and 107: Chaovalit Ekabut: May I elaborate a
Page 108 and 109: together with competitors to move t
Page 110 and 111: knowledge-sharing network, helping
Page 112 and 113: Dirk holds a diploma degree in Busi
Page 116: Published by ASIAN PRODUCTIVITY ORG
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