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evaluation
methods
http://lsmandl.emp.paed.uni-muenchen.de/forschungsprojekte/forschungprojekte_e.html
forschungsgruppen - researchgroups
kmiinov
bullying(tmr-projekt of the eu: nature and prevention of bullying )21. how to
develop a concept for a counselling telephone service (bullying-line)(in
co-operation with ikk - innungskrankenkasse; german telekom)22. virtual_seminar
"introduction to knowledge_management" in the context of the virtual
university_of_bavariaframe of the virtual university_of_bavaria(vhb)23.
virtual_seminar "empirical survey and evaluation
methods in the context of the
virtual university_of_bavaria(vhb)24. virtual_seminar "lerning in computer
networks" in the frame of the virtual university_of_bavaria(vhb)25. analogy-
training for the promotion of communication and innovation in the scope of the
knowledge_management project(cooperative project with the
corporate_knowledge_management siemens- ckm)26. violence in schools(connect uk
http://www.irma-international.org/alprog.htm
advance program
kmiinov
fleury and aline franca de abreu, federal university of santa
catarinainformation_technology for knowledge_management in china michelle w.l.
fong, victoria university_of_technologysoftware_development in developing
countries: framework analysis of quality initiatives syed zahoor hassan, lahore
university of management_science paper session 58 – portage room
information_technology evaluation methods
and management session chair – wim
van grembergen, university of antwerpservitization in the automotive sector:
creating value and competitive_advantage through service after sales sven
verstrepen and dirk deschoolmeester, vlerick leuven gent management school;
roel van den berg, baan developmentintegrating the balanced scorecard and
software measurement frameworks nancy eickelmann, nasa independent verification
organization
strategy
http://members.aol.com/iqduru/knowledge.htm
learning organizations and knowledge management
kmiinov
productive you re missing the point.this site provides an introduction to this
revolutionary notion and keepsyou up to date on what marcia conner and wayne
hodgins are up to whilepromoting the concept of learnativity."mr
communication
consultants, inc. "a communications and training consulting_firm with more
than
25 yearsof experience in designing, implementing and supporting
human_resourcedevelopment strategies for organizations
throughout north
america. ourmost recent award was in recognition of our team learning series -
a newway of learning enabling people who work together to learn together.
ourlatest release the team learning lab operationalizes the
organizationallearning theories in the fifth discipline by peter senge, with
dramaticresults."macroinnovation associates, llc "...macroinnovation
associates
http://www.excite.com/guide/business/management/knowledge_management/companies/
excite business: management: knowledge management: companies:
kmiinov
knowledge centers - information-technology consulting_firm provides an overview
of its approach to developing knowledge services for its clients. coles garratt
associates - massachusetts-based company provides consulting_services in the
fields of knowledge_management, it and engineering. check out sample projects.
collaborative_learning network - network provides a forum for people and
organizations to learn from each other. offers a
faq and a list of upcoming
programs. collaborative strategies - management
services firm in san francisco
helps businesses develop strategic services. find tips, case_studies and a list
of publications. computer adaptive technologies - cat provides
knowledge-measurement and assessment programs along with its workforce-training
and testing applications. presents its software products and industry news.
http://www.go-eol.com/products/products.htm
emergent online - products services
kmiinov
experiences to achieve organizational goals. your company s knowledge is its
competitive edge. emergent can turn your company s knowledge into assets that
help you compete better in today s turbulent global environment. emergent
builds knowledge_management systems that maximize business performance. a
successful knowledge_management engagement is the integration of an
organization s strategy,
culture and processes supported by technology. this
total collaboration is key to a successful implementation and transformation,
addressing the entire business life cycle. successful implementations of
collaboration and knowledge_management include innovation acceleration, risk
reduction, improved speed to market, and value optimization. enterprise
application development today s business world brings with it more complexity,
http://www.gutenberg.com/~demo/gkp/tensteps.htm
knowledge innovation: ten steps to success - a calibration of your strategy
kmiinov
knowledge innovation: ten steps to success - a calibration of your strategy
knowledge, innovation, knowledge_management
our mission: to enhance the prosperous sustainability of enterprises around the
world through the optimal flow of knowledge in innovation systems
knowledge innovation: ten steps to success - a calibration of your strategy
a
calibration of your strategy is your organization
making the most of its
knowledge capabilities? are you developing and leveraging your knowledge
assets? is your creativity to commercialization ratio meeting world-class
standards? if you are uncertain, or don t know then you can benefit from
entovation international s kenovation® assessment. this is an assessment is
based on our extensive research into knowledge_management and innovation, that
http://www.knowinc.com/saint-onge/hsocv.htm
hubert saint-onge: curriculum vitae
kmiinov
he has led an in-depth exercise to define the values and the vision of the firm
with the purpose of renewing the development of the organizational culture in
alignment with the strategic framework of the firm. hubert was previously the
vice-president, learning_organization and
leadership development for the
canadian imperial bank of commerce (cibc). his role at cibc was to support the
accelerated development of the capabilities the organization
required achieving
its business strategies. as part of this role, he
developed the cibc leadership
centre from concept to reality and ran it for five years. hubert and his team
at the centre created an integrated set of programmes and tools aimed at
changing the culture of the organization and at
building the strategic focus,
commitment and capabilities of people at cibc. the centre’s approach was
http://www.irma-international.org/alprog.htm
advance program
kmiinov
recovery planning by health maintenance organizations:
the role of business
impact analysis and testing kakoli bandyopadhyay, lamar universityhospital
information initiatives in the digital environment joseph van matre and donna
slovensky, university of alabama at birminghamstrategic healthcare (is3):
information strategy, information structure and
information_systems in
healthcare organizations ton a.m. spil,
university of twentemeasuring
information health: a planning and evaluation tool for irm practice daniel
moody, university of melbourne paper session 39 – lliamna room emerging
technologies management session chair – c. sophie lee, california state
university, long beacha practical approach to designing eai-enabled
applications thang n. nguyen, california state university, long beachweb based
http://www.notes.net/ls98.nsf/509b68fb19a046aa8525659300773338/ae296b98725fc6878525659300774805?opendocument
thursday digest
kmiinov
knowledge_management? knowledge_management is a discipline, not a product. it
isn t something you can plug into a serial port or buy as shrink-wrapped
software. you can use knowledge_management to leverage your intellectual assets
to generate business results. "if we knew what we knew, we d be 30 percent
more
profitable" is a quote borrowed from a vp of engineering at an auto company.
there can be a lot that an organization knows,
but is unable to discover for
lack of a knowledge_management strategy to do so.
when people come into an
organization, they learn how to integrate its
processes and practices, but
often that knowledge is never applied to the structure and strategies
of the
corporation. we can learn a lot by the social and cultural issues that arise
when people are asked to share "what they know." often, employees
worry that
http://www.notes.net/ls98.nsf/509b68fb19a046aa8525659300773338/ae296b98725fc6878525659300774805?opendocument
thursday digest
kmiinov
documents, tracking their interests, experience and roles, and providing
filters for incoming news and alerts. considering the hype surrounding
knowledge_management in 1998, this presentation emphasized that notes is
already a powerful tool for knowledge_management applications. although the
infrastructure will be extended for r5, there is no need for an organization
to
wait until then. those organizations leveraging
their notes application
strategy in 4.6 will be the ones best positioned
to get the jump with the new
knowledge_management tools of r5. about this site | feedback | privacy iris
home | lotus home | ibm home © copyright iris associates inc.
http://www.personal.psu.edu/staff/s/s/ssq100/professional.html
professional sites
kmiinov
world_wide_web, but finding management consulting information isnot easy...a
good one stop shop is the management consulting network internationalsite."
the
site includes top stories, expert finding, publications, andresearch
information on management consulting.http://www.towers.com/ this site
represents a global management consulting_firm (towers perrin)that helps
organizations execute their business strategies
through innovation,cost
effective approaches to managing people, performance, and risk. home page
http://www.pim.com.pk/faq.htm
strategic management
kmiinov
circumstances, andconsists of the following three elements: formulation of the
organization sfuture mission in light of changing
external factors such as
regulation,competition, technology, and customers development of a competitive
strategy toachieve the mission creation of an
organizational structure which
will deployresources to successfully carry out its competitive strategy.
strategicmanagement is adaptive and keeps an organization
relevant. in these
dynamictimes it is more likely to succeed than the traditional approach of
"if
itain t broke, don t fix it." top of category what strategic_planning is
not!everything said above to describe what strategic_planning is can also
provide anunderstanding of what it is not. for example, it is about fundamental
decisionsand actions, but it does not attempt to make future decisions
kmiinov350.htm
http://www.pim.com.pk/faq.htm
strategic management
kmiinov
at their destination, as long as they stay on track! top of category what is a
strategic_plan? instrategic_planning it is critical to formally consider how
your organizationwill accomplish its goals. the answer to this question is a
strategy. there area variety of formal
definitions for strategies, but everyone
fundamentallyagrees that a strategy is the answer
to the question, "how?"
"strategies are simply a set of actions that
enable an organization toachieve
results." map for nonprofits, st. paul, mn. "strategy
is a way of comparing
your organization s strengths with thechanging
environment in order to get an
idea of how best to complete or serveclient needs." jim fisk robert barron,
the
official mba handbook. essentially, there are three differentcategories of
strategies: organizational, programmatic, and
functional. thedifference among
http://www.richmond.edu/~mlbrown/gsuabstract.html
untitled document
kmiinov
approaches. building on earlier knowledge-basedtheories of innovation (cohen
levinthal, 1990; crossan,lane white, 1999; march, 1991; nonaka, 1994), we seek
toexpand our understanding of enabling conditions that organizationsshould
create in order to be well positioned for it innovationto flourish. drawing
upon literature and data from an in-depthcase study of large insurance
organization, dr. brown will presentevolving work
on a model of 9 enabling
conditions against whichvarious knowledge_management strategies
can be
assessed. selected references boynton, a.c., zmud, r.w. jacobs,j.c. (1994)
"the
influence of it management practices onit use in large organizations",
mis
quarterly, vol. 18(3),pp. 299-318. crossan, m.m., lane, h.w., white,r.e. (1999)
"an organizational_learning framework: from intuitionto institution",
academy
http://www.skyrme.com/pubs/kmcons.htm
knowledge management: the next steps (international consultants' guide)
kmiinov
knowledge-based business - have spawned numerous corporate_knowledge
initiatives and a corresponding development in news lines of business for many
management consultancies. the net result is that today, according to studies
such askpmg’s annual knowledge_management survey, less than five percent of
managerbelieve that knowledge_management is a fad, compared with some
two-thirds twoto three years ago. as a result many organizations
are now
realizing thefundamental role of knowledge in their business strategies
and
operations. but how exactly does knowledge contribute to business strategies?
what is the current state of management practice, and how is it likely ot
evolve in future?background the knowledge economy is, in the late 1990s,
developing strongly. some of the world s fastest growing industriy sectors are
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