...Knowledge Management and Information Systems Strategy Table of Contents Knowledge Management and Information Systems Strategy 1 Executive Summary: 3 Three distinctive characteristics of Toyota approach to knowledge management 3 Learn local: 3 Act global, Learn local: 3 Learn local, act global: 4 British Petroleum (BP’s) approach to KM: 4 Business objectives of British Petroleum to KMS: 4 Developing better ideas: 4 Organization wide best practice: 4 Greater collaboration among entities: 5 Generating new ways: 5 Reduces cost: 5 Challenges of KMS implementation in BP: 5 Transferring best practice: 5 Train modest performing teams: 6 Management tools to avoid failure of KMS in BP: 6 Build a Case for Change Management: 6 Visionary Leadership: 6 Communication: 6 Time: 7 Deploy agents: 7 Proper performance measures: 7 Culture changes: 7 Social media in reconsidering the previous KM approach: 7 Socialization: from tacit to tacit: 7 Externalization: from tacit to explicit 8 Combination: from explicit to explicit 8 Internalization: from explicit to tacit 8 Conclusion: 8 References: 8 Executive Summary: Knowledge management is a multi-disciplined process of creation, developing, improving and disseminating the knowledge in the organization (Unc.edu, 2014). Toyota is one of the largest car manufacturing companies around the world. It produces car not only in its originated country but also different countries around the world. To be competent, Toyota puts much...
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...Applying Knowledge Management to Oil and Gas Industry Challenges Released October 2002 By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert) The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a oneworded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective. For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness. Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of...
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...Applying Knowledge Management to Oil and Gas Industry Challenges Released October 2002 By Paige Leavitt (with contributions from Cynthia Raybourn and Cindy Hubert) The oil and gas industry has taken advantage of knowledge management (KM) developments for more than a decade. In that time, the industry has experienced rapid changes and so many mergers that a oneworded petroleum company name now seems like an oddity. Throughout the rapid advance of technology, an extension of offshore drilling, numerous acquisitions, the growing reliance on foreign oil sources, and a focus on environmental issues, KM initiatives have played a part in making operations more efficient and effective. For instance, when oil and gas companies have been faced with new technology, outsourcing, new partnerships, and government regulation, their KM teams have provided support through technology and knowledge transfer, as well as asset management. When business issues involved capacity management, cost reduction, and the environment, KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness. Undeniably, KM has been proven to increase stock market valuation, assist in growth through acquisition, lead to better-developed products, and encourage intelligent leadership for tenacious early adopters. Chevron's (now ChevronTexaco's) definition of...
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...TACIT KNOWLEDGE By (student’s name) Course Professor’s name University’s name City/state Date Tacit Knowledge Introduction In recent times, many people within an organization have expressed their commercial wisdom and advanced knowledge on to the upcoming generations. For instance, they have narrated stories about their past experiences, work, and thoughts. Currently, as in the past days, they have conveyed their level of wisdom to others through face-to-face methods or hands-on interface. In management, the level of know-how is described or termed as tacit knowledge. This paper addresses the implications of tacit and explicit knowledge within organizations. Additionally, it is a summary of essential factors in knowledge management within organizational contexts. According to the investigations in this paper, written language has been relevant in documenting the explicit knowledge, which is described as a ‘know-what’. Historically, the pursuits of both the explicit and tacit knowledge are relentless, timeless and endless (Hislop 2009). For instance, in many organizations, labor, capital and raw materials are considered more important than the process of creating and applying the knowledge mentioned above. Nevertheless, the revolution of knowledge and the age of information technology have triggered challenges for many organizations and people as a block (Hislop 2009). Explicit knowledge is an academic knowledge described in an official language or electronic media. It is based...
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...Know how Managing knowledge for competitive advantage An Economist Intelligence Unit white paper sponsored by Tata Consultancy Services Know how Managing knowledge for competitive advantage Acknowledgements Know how: Managing knowledge for competitive advantage is a briefing paper written by the Economist Intelligence Unit and sponsored by Tata Consultancy Services (TCS). The findings and views expressed in this white paper do not necessarily reflect the views of TCS, which has sponsored this publication in the interest of promoting informed debate. The Economist Intelligence Unit bears sole responsibility for the content of the report. The main author was Terry Ernest-Jones and the editor was Gareth Lofthouse. The findings are based on two main strands of research: ● The Economist Intelligence Unit conducted an online survey of 122 senior executives in western Europe, 68 of whom were based in the UK. Participants were selected from large organisations with over $1bn in annual sales revenue, and from a cross-section of industries, with a particular emphasis on financial services, healthcare and pharmaceuticals, telecommunications and professional services companies. ● We also interviewed several senior executives and knowledge-management practitioners on the challenges they face in managing corporate knowledge, and on the strategies they have employed to exploit business information for competitive advantage. Our sincere thanks go to all the interviewees and survey...
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...What Is Strategic Management, Really? Inductive Derivation of a Consensus Definition of the Field Rajiv Nag Department of Management WCOB468 Sam Walton College of Business University of Arkansas Fayetteville, AR, 72701 Tel: (479) 575-6650 Fax: (479) 575-3241 Email: Rnag@walton.uark.edu Donald C. Hambrick The Pennsylvania State University Smeal College of Business 414 Business Building University Park, PA 16802 (814) 863-0917 Fax: (814) 863-7261 dch14@psu.edu Ming-Jer Chen University of Virginia The Darden School Charlottesville, VA 22906-6550 (434) 924-7260 Fax: (434) 243-7678 chenm@darden.virginia.edu October 18, 2006 (Strategic Management Journal, forthcoming) Acknowledgements: The authors are indebted to all those individuals who participated in the survey. The authors thank Hao-Chieh Lin for his help in the early stages of this research. We acknowledge financial support from the Batten Institute and the Darden Foundation, University of Virginia. A note of thanks to Tim Pollock, Wenpin Tsai, and two anonymous reviewers for their extremely useful comments on earlier versions of this manuscript. Keywords: Strategic Management, Academic Communities, Linguistics. 1 What Is Strategic Management, Really? Inductive Derivation of a Consensus Definition of the Field ABSTRACT It is commonly asserted that the field of strategic management is fragmented and lacks a coherent identity. This skepticism, however, is paradoxically at odds with the great success that strategic...
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...Ch.6 Telecommunications, the internet and wireless technologies Components of a simple network: • NIC (Network Interface Card): to incorporate any laptop to an existing network. • NOS (Network Operating System): to share network resources & route communications on a LAN. • Hubs & switches help route traffic on a network to the right computing device. • Router: when 2 or more networks are connected to each other, it sends data transmissions to the correct device from the internet. Digital Networking Technologies: 3 types, 1. Client/server computing: servers connect to many clients. 2. Packet switching: method of delivering data across a local or a long distance connection, it packages data in units (packets) which identifies intended recipient. 3. TCP(Transmission Control Protocol)/IP(Internet Protocol): a set of protocols to get data from one network device to another. Signal is the transmission of data. Analog signals can be converted into digital signals by using a modem. Analog signals are replicas of sound waves that can be distorted with the noise and drop the quality of transmission. Digital signals have a faster rate of transmission. LAN (Local Area Network): the topology (place) of a LAN can vary greatly, - Star: if the host computer goes down the whole network goes down. - Bus: all computers in the network are linked with cables and treated equally. - Ring: no central host PC, if one PC goes down the rest can still process data & transactions. WAN...
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...|CONTENTS | |KNOWLEDGE AND INFORMATION AND DECISION |2 | |ASSESSING KNOWLEDGE AND INFORMATION NEEDS |3 | |INTERNAL AND EXTERNAL SOURCES OF INFORMATION |6 | |RECOMMENDATIONS |7 | |DECISION MAKING PROCESS |9 | |STAKE HOLDERS AND DECISION MAKING PROCESS |9 | |STRATEGIES FOR IMPROVEMENTS |12 | |COMMUNICATION |13 | |THE COMMUNICATION PROCESS |13 | |COMMUNICATION PROCESS WITHIN AN ORGANIZATION...
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...MANAGEMENT Leading & Collaborating in a Competitive World Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make...
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...Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their...
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...Exam Name___________________________________ MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 1) The six important business objectives of information technology are new products, services, and business models; customer and supplier intimacy; survival; competitive advantage; operational excellence; and: 1) _______ A) improved decision making. B) improved business practices. C) improved efficiency. D) improved flexibility. 2) Which of the following choices may lead to competitive advantage (1) new products, services, and business models; (2) charging less for superior products; (3) responding to customers in real time? 2) _______ A) 1 only B) 1 and 2 C) 2 and 3 D) 1, 2, and 3 3) An information system can be defined technically as a set of interrelated components that collect (or retrieve), process, store, and distribute information to support: 3) _______ A) decision making and control in an organization. B) the creation of new products and services. C) communications and data flow. D) managers analyzing the organization's raw data. 4) The three activities in an information system that produce the information organizations use to control operations are: 4) _______ A) information retrieval, research, and analysis. B) input, processing, and output. C) input, output, and feedback...
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...Century: The Role of Strategic Leadership Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/ info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol. 19, No. 4 maintaining Achieving and the in ...
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...Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes...
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...Text Book: Laudon & Laudon, Essentials of Business Information Systems, 7th Edition, Pearson (Prentice Hall), 2007 Chapter 1 Business Information Systems in Your Career Multiple Choice Questions 1. One of the recent critical challenges facing Major League Baseball was: a. b. c. d. poor coordination between local and national sales channels. poorly managed sales channels. outdated information systems. decreasing ticket sales. Answer: d 2. improved flexibility. improved decision making. improved business practices. improved efficiency. Answer: b Difficulty: Easy Reference: p. 6 Dell Computer’s use of information systems to improve efficiency and implement “mass customization” techniques to maintain consistent profitability and an industry lead illustrates which business objective? a. b. c. d. Improved flexibility Improved business practices Competitive advantage Survival Answer: c 4. Reference: p. 3 The six important business objectives of information technology are new products, services, and business models; customer and supplier intimacy; survival; competitive advantage, operational excellence, and: a. b. c. d. 3. Difficulty: Medium Difficulty: Hard Reference: p. 8 The use of information systems because of necessity is: a. b. c. d. survival improved business practices competitive advantage improved flexibility Answer: a Difficulty: Medium Reference: p. 9 5. (Analysis) ...
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...Essential of MIS (9th edition) Chapter 1 1) As discussed in the chapter opening case, the Yankees' use of information systems in their new stadium can be seen as an effort to achieve which of the primary business objectives? A) Operational excellence B) Survival C) Customer and supplier intimacy D) Improved decision making 2) Journalist Thomas Friedman's description of the world as "flat" referred to: A) the flattening of economic and cultural advantages of developed countries. B) the use of the Internet and technology for instantaneous communication. C) the reduction in travel times and the ubiquity of global exchange and travel. D) the growth of globalization. 3) The six important business objectives of information technology are: new products, services, and business models; customer and supplier intimacy; improved decision-making; competitive advantage; operational excellence, and: A) flexibility. B) survival. C) improved business practices. D) improved efficiency. 4) The use of information systems because of necessity describes the business objective of: A) survival. B) improved business practices. C) competitive advantage. D) improved flexibility. 5) Which of the following choices may lead to competitive advantage (1) new products, services, and business models; (2) charging less for superior products; (3) responding to customers in real-time? A) 1 only B) 1 and 2 C) 2 and 3 D) 1, 2, and 3 6) Verizon's implementation of a Web-based...
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