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From Knowledge Management to Knowledge Corporation

机译:从知识管理到知识公司

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From an individual to organizations there has been a surge of interest in knowledge management, though it becomes more valuable when it is tied to an enterprise-wide strategy. Developing appropriate strategies for enterprise-wide knowledge management initiatives requires a clear understanding of the needs of an organization from a variety of perspectives that could be business imperatives, organizational culture and of course information technology. It is essential for an organization or an enterprise to know its core competencies and have a deep understanding of how it creates value for its customers. Failure to do this means we are complicating the existing problems by putting a layer of knowledge management on top of existing inefficiencies. Though knowledge is not a tangible asset but today it has become a part of the product commodity and unlike other resources that get depleted with use and follow the law of diminishing returns, the knowledge bank gets constantly renewed and enriched with use by knowledge workers.rnKnowledge Management has enabled many organizations of worldwide repute to comprehensively change their approach, both towards internal employee community and external stakeholders. Today many multinationals are focusing on the task of building the organizational memory. All global corporations are now appointing Chief Knowledge Officers (CKOs) and evaluating methods to derive competitive advantage through knowledge management, and it is expected that in the days to come the CKOs might supercede the position of CEOs in reputed organizations.rnIn this paper a practical framework and methodologies that are easy to understand, usable and provide a practical approach to implement knowledge management in any organization is discussed. Problems like identifying the sources of knowledge that exist within the organization and significance of sharing and disseminating knowledge across the enterprise to establish a Knowledge Corporation are also reviewed. Enter abstract not more than 200 words.
机译:从个人到组织,人们对知识管理的兴趣激增,尽管当它与企业范围的战略联系在一起时,它变得更加有价值。为企业范围的知识管理计划制定适当的策略,需要从多种角度清晰地了解组织的需求,这些观点可能是业务要务,组织文化以及信息技术。对于组织或企业来说,了解其核心竞争力并深刻理解其如何为客户创造价值至关重要。未能做到这一点意味着我们要通过在现有低效率的基础上增加一层知识管理来使现有问题复杂化。尽管知识不是有形资产,但如今它已成为产品商品的一部分,不像其他资源被消耗use尽并遵循收益递减法则,知识库不断得到更新,并被知识工作者的使用所充实。管理层已使许多享誉全球的组织能够全面改变其内部员工社区和外部利益相关者的方法。今天,许多跨国公司都将重点放在建立组织记忆的任务上。现在,所有全球公司都在任命首席知识官(CKO)并评估通过知识管理获得竞争优势的方法,并且预计在未来的日子里,这些CKO可能会取代知名组织中CEO的职位。讨论了易于理解,可用并提供在任何组织中实施知识管理的实用方法的框架和方法。还讨论了诸如识别组织内存在的知识源以及在企业范围内共享和传播知识以建立知识公司的重要性等问题。输入摘要不超过200个字。

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