Knowl Inf Syst (2012) 31:171–192 DOI 10.1007/s10115-011-0414-4 REGULAR PAPER Enterprise knowledge management model: a knowledge tower Ercan Oztemel · Seher Arslankaya Received: 2 February 2009 / Accepted: 7 May 2011 / Published online: 22 May 2011 © Springer-Verlag London Limited 2011 Abstract One of the most important aspects of knowledge management (KM) is to create a system that is capable of providing mechanisms and methodologies allowing the right knowledge to be at the right place
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direct measurements of the individuals’ contributions to value creation are rarely possible, firms have to look for measurement and control alternatives. A commonly cited management axiom is: what you measure is what you get. This axiom works in practice because performance measures are linked to any of a number of incentives that employees value. Employees respond to these incentives. The measures, then, play valuable motivational, or decision influencing, roles. But what performance measure (or
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measures of true importance to an enterprise.1 The two key elements of the BSC are: (a) Clustering of similar types of measures into groups (perspectives); (b) Limiting the measures and linking their values to improve clarity, allow for transparent communication throughout the organisation, and effectively manage change. 5 An earlier and compact version of this paper was presented at the IEEE International Engineering Management Conference, St John’s College, Cambridge, August 18–20, 2002. Ã Corresponding
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and Organisational Behaviour • Individual and Group Behaviour in Organisations • Decision- making and Communications in Organisations • Leadership, Organisational Structure & Environment • Power and Politics • Organisational Culture • Organisational Change • Conflict and Negotiations ii TABLE OF CONTENTS 1 Introduction......................................................................................................................... 2 Structure of the Course............................
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asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do
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Week 4 Print A | Given that people make the difference in how well organizations perform, assess how an understanding of organizational behavior concepts and theories is a useful knowledge base for career success and for improving an organization's effectiveness. | Key Concepts * Define organizational behavior and describe why is it important. * Analyze what organizations are like as work settings. B | Given the influence of factors such as values, attitudes, beliefs, feelings, and
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accessibility of patients, especially the aging population in these areas. Telemedicine has provided the way of accessing technology and reaching out to a new strategy of practical medicine. In this research we will discuss many of the value added approaches of telemedicine and how it has affected the change in healthcare. There are three main areas of focus that will be considered. As stated, we will discuss and assess the technology currently being used to provide telemedicine services. This technology
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a uNIVERSITY iNITIATIVE TO Integrate Safety and Sustainability in Course Development David NEWLANDS Senior Assistant Professor International School of Management ~ IESEG, Lille, France d.newlands@ieseg.fr David S. HARRISON Dean - School of Business Administration Chair in Global Business University of South Carolina Aiken Aiken, South Carolina – USA 29801 davidh@usca.edu Michael JARA Assistant Chancellor for Facilities University of South Carolina Aiken Aiken, South Carolina
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Executive Summery Most of the South Asian economies (e.g. India, Pakistan and Bangladesh) have made significant economic progress in the last two decades and are well on track to becoming major regional or even world economic powerhouses. In the recent years, many MNCs are increasingly putting more attention to the emerging. Asian countries for competitive advantage. One classic example is China. With a population of more than 1.3 billion China is predicted to be the largest economy in the
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Subject: Management Concepts and Organizational Behaviour Subject: Management Concepts and Organizational Behaviour ------------------------------------------------- Subject Code: MC-101 Author: Dr. Karam Pal ------------------------------------------------- Lesson No: 01 Vetter: Prof. Harbhajan Bansal ------------------------------------------------- Subject Code: MC-101 Author: Dr. Karam Pal ------------------------------------------------- Lesson No: 01 Vetter: Prof. Harbhajan
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