By Ronald Maier
Knowledge administration offers options and tools that aid businesses help wisdom construction, sharing and alertness. This publication deals a finished account of the various points, recommendations and theories that experience stimulated wisdom administration and integrates them right into a framework which includes approach, association, structures and economics guiding the layout of profitable tasks. The 3rd variation extends assurance of the 2 pillars of imposing wisdom administration tasks, association and systems.
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Extra info for Knowledge Management Systems: Information and Communication Technologies for Knowledge Management
Example text
The growing number of success stories from organizations applying KM in general and adequately designed ICT in particular have fueled the interest in the topic. Information and communication technology is one, if not the enabling factor for an improved way of handling knowledge in organizations which can support organizations to deal with the problem of how to implement changes prescribed by organizational learning or knowledge management concepts effectively and especially efficiently into organizational practice.
As a consequence information was understood as a production factor which had to be managed like other production factors (capital, labor). Thus, the scope of the. information resource management was a much broader one as compared to data management. The most important aspects were the extension from the management of syntactic and semantic to pragmatic aspects of information understood as an instrument for preparing decisions and actions, information logistics, the contingency approach to information-the different interpretation of information in different situations-and the perspective-based approach to information which means that different groups of users might interpret the same data differently.
OL and KM approaches tend to use a decentralized approach to personnel development with an emphasis on individual members of the organization and collectives. Examples for collectives are work groups, teams as well as networks and communities in which members learn on the job, share knowledge and thus learn from each other. At least in a more centralized implementation of KM strategies, a systematic, methodical planning of education and training measures will still be a necessity and thus require traditional HRM in an institutionalized sense (Drumm 2000, 414f).