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Overcoming the Cultural Barriers to Sharing Knowledge |
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| 100 % |
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Here is a summary of an APQC study about organizational culture that supports knowledge sharing. The study’s central finding is that however strong your commitment and approach to knowledge management, your culture is stronger. Companies successful in promoting a strong knowledge-sharing culture do not try to change their culture to fit their knowledge management approach. They build their knowledge management approach to fit their culture. As a result, there is not one right way to get people to share, but many different ways depending on the values and style of the organization.
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Organizational culture | Knowledge sharing |
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How Culture Sharing Affects Sharing Information in an Organization |
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| 78 % |
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Here is an article from Maribeth Achterberg in November 30 issue of DM Direct. Knowing the culture of the organization is an indicator of corporate personality. Collectively, the organization's personality dictates how it will adapt to a change in its environment. The synergy experienced by a free flow of relevant information has great impact on your organization's ability to leverage its information assets: the organization gains a competitive advantage.
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Organizational culture |
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KMWORLD 2001 Presentations |
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| 66 % |
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This page from Infotoday features links to Web sites, PowerPoint slideshows, and other electronic resources used in support of presentations at KMWorld 2001, held on October 29 - November 1, 2001 in California. The main themes of this year edition were: KM Strategies, processes and models; KM Tools and technology; KM and Content Management; Culture and KM; E-Business, E-Government and KM.
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Organizational culture | Content management | Software & tools | Knowledge management strategy |
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Role of Commitment and Motivation in Knowledge Management Systems Implementation: Theory, Conceptualization, and Measurement of Antecedents of Success |
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| 63 % |
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This paper by Yogesh Malhotra and Denis F. Galletta proposes a theoretical framework for understanding how knowledge worker’s commitment and motivation affect the use of knowledge management systems (KMS) and resulting organizational performance of the KMS.
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Organizational culture | Content management | Chief knowledge officer | Knowledge sharing | Knowledge management strategy |
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Overcoming Resistance to Content Management. Reasons Why Web Team Members Might Not Want It |
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| 50 % |
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There are many reasons why a content management system (CMS) would be useful for your Web site, but there are also many reasons why people might not want it. If you can recognize the issues and reasons why people might not find CMS valuable, you can be prepared to address them. Knowing the strengths and weaknesses of CMS as well as some of the objections people might have will help you create a strong case for implementing it in your organization.
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Organizational culture | Content management | Intelligence planning |
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Power Issues in Knowledge Management |
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| 46 % |
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This working paper by Hamid Ekbia and Rob Kling adopt a sociological approach, and reexamines issues of knowledge management, especially as they relate to power relationships inside and outside organizations. The authors state that power relationships can systematically influence the statements about the social world that functions as true. In the latter part of the paper, the authors study the implications of this observation for the theory and practice of knowledge management.
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Organizational culture | Knowledge management strategy |
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Portrait of Success : Collaborative Tools Ease Communications, Build Knowledge |
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| 46 % |
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Collaboration is a motivational tool for organizations, and software that eases the collaborative process is sought by companies to enrich their business procedures, as well as their businesses. Many corporations are finding that collaborative technology tools enhance the processes that are essential to them--such as new product development, human resources functions and other tasks that are routinely performed in companies. They enhance communication within and outside the organization. Here are some case studies.
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Analysis & assessment | Organizational culture | Software & tools | Knowledge sharing |
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Socializing Knowledge Management |
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| 46 % |
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This article from the American Productivity and Quality Centre (APQC) explains why the socialization of KM is an important part of enabling an organization's employees to understand the basics of knowledge sharing. As it is said in the article, a key ingredient in a properly implemented knowledge management (KM) program is socializing the KM concept to eliminate misconceptions and introduce KM in the proper context. One of the first steps in the process must be helping the organization's employees understand what knowledge sharing is about and why it can be benefit to them.
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Organizational culture | Knowledge management strategy |
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The Human Factor |
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| 44 % |
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Interview with Nick Bontis, director of the Institute for Intellectual Capital Research Inc., realized by Chuleenan Svetvilas for the webzine IntelligentKM. The main issues of this interviews are the actual state of knowledge management in companies, progress engendered by CKO's hiring, use of tools to acquire knowledge with the perfection of search engine, the resistance of the employees to shared knowledge and main obstacles to be surmounted to lead eventually a good strategy of management of knowledge.
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Organizational culture | Chief knowledge officer | Software & tools | Knowledge sharing | Knowledge management strategy | Intellectual capital |
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