Group items tagged

In the cycle of accelerating computing power, we've gone from the slate to the paper, from the paper to mechanical systems, mechanical systems to the vacuum tube, vacuum tubes to silicon, and now we are moving to neurons.

"SHRM paper shared by Carlota Volhardt"

"SHRM paper shared by Carlota Volhardt"

This paper presents the outcome of a study conducted at the Royal Devon and Exeter Hospital in which a prediction market was established in order to forecast demand for services. To the researcher's knowledge, it does not appear that prediction markets have been previously utilized in a healthcare environment.

New research from Henry Siu at the University of British Columbia and Nir Jaimovich from Duke University shows just how much the world of routine work has collapsed. The economists released a paper today, published by the centrist Democratic think tank Third Way, showing that over the course of the last two recessions and recoveries, a period beginning in 2001, the economy's job growth has come entirely from nonroutine work.

This archive contains many of Turing's letters, talks, photographs and unpublished papers, as well as memoirs and obituaries written about him. It contains images of the original documents that are held in the Turing collection at King's College, Cambridge.

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.

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.

Worth downloading and reading this paper. One abstract: "The ultimate goal is to enable data scientists,business analysts and other users "to extract the most information they can out of data as quickly as possible....For the business, we need answers now. The market is fixing the pace, so we have to give the best answer we can at the right time."

"Academic paper on measuring informal innovation. The definition is "Innovation that is not explicitly planned and budgeted by identifying innovative firms that do not conduct any R&D""

"Paper recommended by Nick Milton"

" CIPD Change Agenda paper including case studies from NHS, Royal Bank of Scotland, PWC and IBM. "

Some useful papers and presentations associated with knowledge 'harvesting', or transfer, as we prefer to call it.

Link provided by Steve Robson of Lloyds Register. Paper references Wenger's CoPs as well as Blitz Games triage, featured at the KIN Knowledge Assets Roundtable on 22nd April.

This paper introduces Dervin's Sense-Making Methodology (SMM) as an approach to KM system design using Web2.0. SMM is a philosophically derived approach which allows knowledge management (KM) researchers and practitioners to more fully understand and listen to user's needs so as to inform the design of dialogic KM practices and systems to promote knowledge sharing.

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 .