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
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LIST OF CONTRIBUTORS Solomon Appel Robert H. Ashton Reza Barkhi Metropolitan College of New York, New York, NY, USA Fuqua School of Business, Duke University, Durham, NC, USA Pamplin College of Business, Virginia Polytechnic Institute and State University, Blacksburg, VA, USA School of Management, University of Michigan-Dearborn, MI, USA College of Business Administration, San Diego State University, San Diego, CA, USA Department of Accounting, University of Arkansas at Little Rock, AR, USA
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Strategy: formulation of organizational missions, goals, objectives and actions plans (how the organization intends to achieve its goals Mintzberg’s 5 P’s of Strategy: i. Plan: intended course of action a firm has selected to deal with a situation ii. Purpose: consistent stream of action that sometimes are the result of a deliberate plan and sometimes the result of emergent actions based on reactions to environmental changes or shifting of assumptions iii. Ploy: specific manoeuvre at the
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2011 Employee Selection, Employee Retention, Employee Motivation, Human Resource Management, Länsförsäkringar Bergslagen. How can a firm such as Länsförsäkringar Bergslagen utilize selection and retention methods to find and keep employees that add value to the organisation? The purpose of this thesis is to describe and analyse the process of selection and retention and how it can affect organisations’ ability to select and retain staff that perform
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SDO Project (08/1501/94) Changing Management Cultures and Organisational Performance in the NHS (OC2) Research Report Produced for the National Institute for Health Research Service Delivery and Organisation programme April 2010 prepared by: Russell Mannion (University of Birmingham), Huw Davies (University of Dundee & St Andrews), Stephen Harrison (University of Manchester), Frederick Konteh (University of York), Ian Greener (University of Durham), Ruth McDonald (University of Nottingham),
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manufacturing...................12 Terms of trade driving value and volatility of the Australian dollar and structural changes in the economy – an upside to manufacturing and associated downstream industries ...................................12 Technological advances.........................................................................................................................15 Increasing skills requirements for precision, high value-add manufacturing ....................................
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Indian Health Services System Overview of Indian Health Service The Indian Health Service (IHS), a federal health system, cares for 2 million of the country's 5.2 million American Indian and Alaska Native people. This system has increasingly focused on innovative uses of health information technology and telemedicine, as well as comprehensive, locally tailored prevention and disease management programs, to promote health equity in a population facing multiple health disparities. Important recent
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APPENDIX 1 INTERGOVERNMENTAL RELATIONS IN FEDERAL SYSTEMS INTERGOVERNMENTAL RELATIONS IN FEDERAL SYSTEMS 1 Introduction 1 2 FEDERAL SYSTEMS 3 3 WHAT ARE INTERGOVERNMENTAL RELATIONS? 4 4 AUSTRALIA’S FEDERATION – HOW IS IT OPERATING? 5 5 INTERNATIONAL COMPARISONS 8 6 INTERNATIONAL FEDERAL SYSTEMS: A BRIEF OVERVIEW 9 7 7.1 7.2 7.3 7.4 7.5 PRINCIPLES OF INTERGOVERNMENTAL RELATIONS EFFECTIVENESS TRANSPARENCY
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manipulator who controls a variety of linguistic resources – from elaborate metaphors to paralinguistic features like volume, intonation, and rhythm – through which listeners can be convinced to accept a course of 87 ALESSANDRO CAPONE action (including the action of voting for the speaker). (Duranti 2006b:467) In this paper, I consider the case of an
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LEADERSHIP FOR INNOVATION LEADERSHIP FOR INNOVATION How to organize team creativity and harvest ideas JOHN ADAIR London and Philadelphia Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from
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