By Ronald Maier, Thomas Hädrich, René Peinl
Good fortune of a firm is more and more depending on its potential to create an atmosphere to enhance the productiveness of information paintings. This publication makes a speciality of the suggestions, types and applied sciences which are used to layout and enforce such an atmosphere. It develops the imaginative and prescient of a modular, but hugely built-in company wisdom infrastructure and provides a terrific structure replete with present applied sciences and platforms. an important streams of technological improvement which are coated within the ebook are computer-supported cooperative paintings, rfile and content material administration, e-learning, company portals, info lifestyles cycle administration, wisdom administration, cellular computing, and the Semantic internet. It comprises studying ambitions, routines and case examples that support the reader to simply comprehend and perform the innovations. The publication is concentrated at complicated bachelor and grasp scholars. Practitioners cash in on insights into the significance of applied sciences and structures and their software.
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Additional info for Enterprise Knowledge Infrastructures
Ever since Polanyi postulated that “we know more than we can tell” (Polanyi 1966), the tacit dimension has been popular. Many authors distinguish between tacit and explicit knowledge, however, Polanyi postulated that every knowledge has got a tacit dimension. Tacit knowledge is subconsciously understood and applied, difficult to articulate, developed from direct experience and handed on through conversation and shared experience (socialization, Nonaka 1991, 1994). , meetings, conversations, mathematical formulas, models or even documents (combination).
Differences to traditional OD Micro- and macro-structure Learning organization Organizational learning (OL). Even though OL has emerged as a field only in the 70s and 80s itself, it soon became a recognized way of looking at change processes in organizations. OL theories and approaches share the common hypothesis that phenomena of change in organizations are connected with collective or inter-personal processes of learning. The definitions of OL differ with respect to the question whether behavioral change is required for learning or whether new ways of thinking and, thus, new possibilities for action, are enough.
OM simply means that employees, written records, or data bases “contain” knowledge that is readily accessible. However, emphasis has shifted from a static to an active interpretation of memory — that parts of the OM that define what an organization pays attention to, how it chooses to act, and what it chooses to remember from its experience. The results are individual and shared mental models as well as the complex phenomena taking place when groups or organizations jointly “process” knowledge.