Knowledge Management Systems

Knowledge Management Systems

Petter Gottschalk (Norwegian School of Management, Norway)
Copyright: © 2007 |Pages: 22
DOI: 10.4018/978-1-59904-060-8.ch003
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Abstract

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization – people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001). Information technology can play an important role in successful knowledge management initiatives. However, the concept of coding and transmitting knowledge in organizations is not new: training and employee development programs, organizational policies, routines, procedures, reports, and manuals have served this function for many years. What is new and exciting in the knowledge management area is the potential for using modern information technology (e.g., the Internet, intranets, extranets, browsers, data warehouses, data filters, software agents, expert systems) to support knowledge creation, sharing and exchange in an organization and between organizations. Modern information technology can collect, systematize, structure, store, combine, distribute and present information of value to knowledge workers (Nahapiet & Ghoshal, 1998).

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Table of Contents
Foreword
Geoff Dean
Preface
Petter Gottschalk
Chapter 1
Petter Gottschalk
To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts... Sample PDF
Value Shop Configuration
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Chapter 2
Knowledge Management  (pages 10-26)
Petter Gottschalk
Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the... Sample PDF
Knowledge Management
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Chapter 3
Petter Gottschalk
As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of... Sample PDF
Knowledge Management Systems
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Chapter 4
Petter Gottschalk
Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications... Sample PDF
Knowledge Technologies Stages
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Chapter 5
E-Business Knowledge  (pages 70-112)
Petter Gottschalk
This chapter documents some of the links between e-business and knowledge management systems that might be explored in future empirical research.... Sample PDF
E-Business Knowledge
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Chapter 6
Outsourcing Knowledge  (pages 113-191)
Petter Gottschalk
With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the... Sample PDF
Outsourcing Knowledge
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Chapter 7
Insourcing Knowledge  (pages 192-215)
Petter Gottschalk
The term outsourcing can be studied further by using the opposite term of insourcing. Hirschheim and Lacity (2000) define insourcing as the practice... Sample PDF
Insourcing Knowledge
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Chapter 8
Governance Knowledge  (pages 216-254)
Petter Gottschalk
In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive... Sample PDF
Governance Knowledge
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Chapter 9
Petter Gottschalk
Governments have become increasingly focused upon the setting of targets in efforts to improve the efficacy of police performance. However... Sample PDF
Police Investigation Knowledge
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Chapter 10
Law Firm Knowledge  (pages 288-318)
Petter Gottschalk
A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge... Sample PDF
Law Firm Knowledge
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