Emerging role of Knowledge Management with special reference to educational sector Chitranshi Verma Research Scholar & Faculty in Centre of Management Studies, G.S.College of Commerce & Economics,Jabalpur(chitranshi.verma@gmail.com) Purpose of the study: To find the effective
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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
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Knowledge management and organizational performance: Theoretical Study 1. Introduction Knowledge is an asset that needs to be effectively managed. Interest in knowledge management (KM) has grown dramatically in the recent years, as more researchers and practitioners have become aware of the knowledge potential to drive innovation and improve performance. For an organization to remain competitive, it must effectively practice the activities of creating, acquiring, documenting, transferring, and
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Technology and Investment, 2013, 4, 92-100 http://dx.doi.org/10.4236/ti.2013.42011 Published Online May 2013 (http://www.scirp.org/journal/ti) Case Study on Tacit Knowledge Management Systems within X Company* Jiangping Wan1,2, Ming Zeng1, Yahui Zhu1 2 School of Business Administration, South China University of Technology, Guangzhou, China Institute of Emerging Industrialization Development, South China University of Technology, Guangzhou, China Email: scutjsp@126.com, zm656690@qq.com, zhuyahui0819@qq
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How much of one’s knowledge depends on interaction with other knowers? Most of a person’s knowledge comes from and depends upon the interaction with others. We simply cannot have knowledge if you are isolated from others. Take the example that you are alone, in a room, with no windows. In this situation the person in the room cannot possibly have any understanding of the outside world. They would also not know the most basic of information. Would one know that one was human or that there are other
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Network Structure and Inter-organizational Knowledge Sharing Capability ABSTRACT This paper examines how the structure of a supply network can affect the inter-organizational knowledge sharing capability, which is expressed by absorptive capacity and shared identity. The supply network structure is analyzed by two dimensions – formality and centrality. Propositions about the relationships between network structure and knowledge sharing capability are suggested at the end. Subject Areas: Supply chain
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MANAGEMEN THOUGHT Critical Review Attitude Towards Knowledge Sharing Behavior Lenny Martini ‐ 29006014 MSM ITB ‐ 2006 Attitude Towards Knowledge Sharing Behavior : A Critical Review 1..O Source VERVIEW OF THE PAPER Title of the Paper “ Attitude Towards Knowledge Sharing Behavior” The Journal of Computer Information Systems; Winter 2005/2006; pg.45-51 Writers • • Sai Ho Kwok – California State University, Long Beach, California Sheng Gao – The Hong Kong University of Science
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Malaysian Journal of Library & Information Science, Vol. 10, no.2, Dec 2005: 37-50 KNOWLEDGE MANAGEMENT: WHY DO WE NEED IT FOR CORPORATES Bhojaraju G. Librarian-Knowledge Management ICICI OneSource, Bangalore - 560011. India. e-mail: bhojaraju.g@icicionesource.com ABSTRACT This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the
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issue This case discrbed the development process of McKinsey&Compay from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate knowledge among its 3,800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension of the
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TOK “Knowledge gives us a sense of who we are.” To what extent is this true in the Human Sciences and Ethics? Socrates once said, “To know, is to know that you know nothing. That is the meaning of true knowledge” [1]. In similar vein, Ralph Waldo Emerson once said, “Knowledge is knowing that we cannot know” [1]. A great Indian master, Nisargadatta Maharaj once quoted, “To know what you are, you must first investigate and know what you are not” [2]. What were Socrates, Emerson, Nisargadatta hinting
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