Group items tagged

"Going green" has become a topic of increased attention lately, but it's nothing new to knowledge management. By its nature, knowledge management promotes efficiency and optimal use of resources, which often reduces the amount of energy required to achieve a given goal. What has changed is the heightened awareness of those benefits. That awareness is creating new interest in KM solutions that can improve business performance while reducing environmental effects. Knowledge management also plays a role in the software tools that help companies improve their energy management, embedding expertise in algorithms to optimize use of office equipment and energy in buildings.

Nowadays organizations have realized the importance of knowledge and knowledge management.  The organizations know that machines, equipments, and building cannot count as the most important properties of the organization. It is clear that the most important property of every organization is organizational knowledge and correct management of it will cause core competencies for the organization and also victory against the competitors. Of course knowledge and knowledge management both are important for an organization, but are all knowledge management efforts in the organizations successful? If knowledge management efforts fail in an organization, what are the main failure factors of this phenomenon? This paper attempts to answer this question by analyzing a failed case study in implementing a knowledge management system .

The Management 2.0 Hackathon, a joint collaborative effort by the MIX, Saba, and the Enterprise 2.0 Conference, was inspired by hacakathons in the world of software development. A management hackathon is a short, intense, coordinated effort to develop useful hacks-innovative ideas or solutions-that can be implemented by organizations to overcome barriers to progress and innovation.

The Center for Evidence-Based Management (CEBMa) is a non-profit member organization dedicated to promoting evidence-based practice in the field of management. We provide support and resources to managers, consultants, organizations, teachers, academics and others interested in learning more about evidence-based management.

"Gareth Morgan (Porthcawl, Wales, 22 December, 1943) is a British / Canadian [organizational theorist]], management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of the "organisational metaphor" concept and writer of the bestsellers Images of Organization.[1], Imaginization: New Mindsets for Seeing, Organizing and Managing, Riding the Waves of Change and other books on management. He is also well known for his writings on social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis (written with Gibson Burrell)and Beyond Method: Strategies for Social Research. The common theme uniting his work is that of challenging assumptions - to help develop new ways of thinking in social research, organization and management theory and practice, and, by implication, in everyday life."

Last year, we undertook a massive overhaul of the technology and approach we use for knowledge management, moving from a centrally managed, linear, taxonomy- and repository-based system to one that leverages the best of Web 2.0, including social software, user participation, and key market-driven concepts like sponsored links. We see this as a shift from "knowledge management" to "knowledge sharing."

The State of Community Management (SOCM) 2013 report is now available. This looks at ongoing research into the standards, trends and opportunities for community management.     This is one of several reports that will be released by The Community Roundtable. This one explores the role of community managers and their impact on organisations.

You may need to be a member of the Linked In Group http://www.linkedin.com/groups?home=&gid=138655&trk=anet_ug_hm to see this

Victor Newman says.... Just as managers make sure that we do things right, leaders are responsible for ensuring that we do the right thing. Similarly, knowledge management helps us do things better, but strategic knowledge management (SKM) makes sure we invest in doing the right things for the right reasons.....

Knowledge Management Consultant, Chris Collison defines knowledge management, and explains the breadth of tools and techniques which underpin this discipline.

" Report of recent US survey of HR Managers reveals lack of preparation for demographic changes and lack of knowledge strategies to address them… "In the USA only 12% of HR Managers see Knowledge Retention as a priority despite the fact that 20% of the workforce will be eligible for retirement over the next few years…""

In this paper, we survey a number of different knowledge management strategies and a range of driving forces for knowledge management activities. We synthesise these using an extended version of an existing "KM spectrum"; apply a knowledge engineering approach to provide further guidance for the KM spectrum; and then describe a simple classification approach that links the driving forces to KM strategies, using a number of published heuristics. Finally, a case study is presented in which we apply our approach and discuss its usefulness.

Mentioned by British Council ----- Whether you are upgrading from SharePoint 2003 or 2007 to SharePoint 2010, moving between SharePoint servers, or re-organizing your SharePoint content, Migration Manager for SharePoint, formerly SharePoint Site Migration Manager, is an easy-to-use and convenient way of moving your SharePoint data. With its familiar copy-and-paste-style user interface, you can quickly migrate all SharePoint sites, libraries, lists, web parts and permissions between servers.

Amongst other things, this page contains an excellent definition of (and explanation of) Knowldege Management

"Through the effective and appropriate management of records held in all formats we can operate more efficiently, better serve our stakeholders and protect our legal interests."

APQC's Knowledge Management (KM) Capability Assessment Tool is a diagnostic that lets KM practitioners measure every aspect of their KM programs, from strategy and business case development to specific processes and technologies, and find out how they stack up against the competition. This white paper describes the assessment tool, the 12 categories in which participating organizations are measured, and how knowledge managers can leverage the assessment results to improve their strategic decision making.

"To truly embed innovation and agility, we have to be able to collaborate, work across boundaries within and between organizations, to bring together disparate experiences and perspectives, and to properly empower people to come up with ideas and make change happen. In other words, we have to build different corporate cultures and ways of working". Peter Cheese, CEO Chartered institute of Personnel and Development (CIPD) These elements are the "softer" side of agility. But they are also the most critical enablers of change and adaptation, and they are harder to understand and to put into effect, which is why they are so often underestimated or misunderstood.

Article on senior managers' 'Personal Knowledge Infrastructure'. Davide Nicolini, Prof of Organizational Studies at Warwick Business School and Director of KIN

Most intranets are an absolute and utter joke. Enterprise search is pathetic. Why? Because today's management culture has no interest in making the work lives of -particularly its knowledge workers - easier and more productive. In fact, management practice often heaps more complexity and awful, unusable systems on top of frustrated, overwhelmed employees.

"the Daphne-dilemma - facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential."

as the stock market bounced along on the bottom, I leavened the gloom by speaking with Chris Meyer, a keynote speaker at APQC's upcoming 2009 knowledge management conference. With a background in economics and innovation, Chris's job as chief executive of Monitor Networks is to suggest new ways to sense and think about complex--and sometimes alarming--situations.