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Article
Publication date: 1 February 1998

A session at December's Online Information 97 Meeting was held on the theme ‘Knowledge management — the technological solution’. Knowledge management has become a key issue in…

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Abstract

A session at December's Online Information 97 Meeting was held on the theme ‘Knowledge management — the technological solution’. Knowledge management has become a key issue in recent years: so much so that it is already in danger of being dismissed as a fad. The speakers all accepted that it is more than this but still requires handling properly, with a sensible technological approach that is merged properly with the human factor

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Online and CD-Rom Review, vol. 22 no. 2
Type: Research Article
ISSN: 1353-2642

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Article
Publication date: 1 January 1990

David J. Skyrme

Marketing departments spend endless time andenergy on marketing the company and its productsto the outside world, yet they often overlook theimportance of their models and…

411

Abstract

Marketing departments spend endless time and energy on marketing the company and its products to the outside world, yet they often overlook the importance of their models and expertise to internal services within the company. The author describes the setting up of a market intelligence function within the UK subsidiary of a multinational computer company, using marketing techniques to research and “sell” the service to other departments within the company. The value‐activities of marketing – market understanding, strategy formulation, detailed planning and marketing operations are discussed, and how each of these informed the establishment and development of the market intelligence function is considered. Having established market intelligence in the company, the author discusses the management of the service, particularly the need for constant evaluation and adjustment, and the importance of computer systems which meet the user′s needs.

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Management Decision, vol. 28 no. 1
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 January 1998

David J. Skyrme and Debra M. Amidon

Anyone can argue that great knowledge management benefits the business. But how do you measure the results?

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Abstract

Anyone can argue that great knowledge management benefits the business. But how do you measure the results?

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Journal of Business Strategy, vol. 19 no. 1
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 January 1989

David J. Skyrme

A case study of the development of a successful market intelligencefunction is presented. How the principles of marketing intelligence andplanning can themselves be applied in…

2885

Abstract

A case study of the development of a successful market intelligence function is presented. How the principles of marketing intelligence and planning can themselves be applied in this situation is demonstrated. Each element of the marketing process is illustrated by the practice the author developed initially and followed over the three years that he managed the market intelligence function for the UK subsidiary of a multinational computer company. It is argued that success depends to a large degree on the continuing reappraisal of key factors. Just as one segments the external market, creates a market position and promotes one′s products and services, it is equally important to carry out corresponding activities internally. No market intelligence function today can be fully effective without exploiting computer‐based systems. The way in which these have been used to support and enhance marketing professionals is described.

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Marketing Intelligence & Planning, vol. 7 no. 1/2
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 March 1999

Zhouying Jin

The world has entered the Knowledge Age. Numerous events provide evidence that traditional organizational systems are finding it difficult to maintain their competitiveness in…

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Abstract

The world has entered the Knowledge Age. Numerous events provide evidence that traditional organizational systems are finding it difficult to maintain their competitiveness in this unpredictable world. The “organization” itself has become the most important factor of competition.Organizational revolution is the first item on the agenda. This paper examines traditional Chinese research organizations and concludes that organizational innovation is a precondition for creation and innovation. The author discusses a new type of reserach organization ‐ the virtual institute (VI), its background and significance. The author also looks at the organizational change in China and offers examples of VIs both in the USA and in China. The experiences of implementing VIs in China indicate that the VI is an inevitable trend for the future. Finally, the author discusses the outlook and challenges of VI.

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Journal of Knowledge Management, vol. 3 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 June 1998

Debra M. Amidon

This paper argues that the foundation for a new economic order has been laid. It is one that rests on the value of human potential and how it might be systematically leveraged for…

1950

Abstract

This paper argues that the foundation for a new economic order has been laid. It is one that rests on the value of human potential and how it might be systematically leveraged for the benefit of mankind. The challenge is to determine the integral linkage between human potential and economic performance. This will be accomplished by creating a worldwide innovation vision and culture, supported by innovation tools, techniques and metrics.

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Journal of Knowledge Management, vol. 2 no. 1
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 12 June 2015

Denise A. D. Bedford, Jennifer K. Donley and Nancy Lensenmayer

The transformation from an industrial to a knowledge economy and society are underway. In the knowledge economy, the knowledge of people and organizations—their intellectual…

Abstract

The transformation from an industrial to a knowledge economy and society are underway. In the knowledge economy, the knowledge of people and organizations—their intellectual capital assets—are the primary factors of production and the source of wealth. This is in contrast to other kinds of capital that fueled the industrial and the agricultural economies. Librarians have understood the knowledge society as one characterized by an increased focus on digital resources and an expanded use of virtual channels to deliver those resources. However, the nature of the knowledge society and economy is far more expansive than a digital environment. A knowledge society is one in which all members of a society engage in knowledge transactions—in the business environment, in the social sphere, in civic activities, and in everyday environmental actions. This view of the knowledge society presents new opportunities for librarians to leverage their intellectual capital. This chapter profiles the intellectual capital assets of librarians, considers how they align with professional competencies, and presents use cases that illustrate the value of these assets. Future scenarios illustrate how traditional functional competencies might shift in the knowledge economy. These also suggest contexts which highlight undervalued or new competencies. Seven observations describe how librarians might prepare for expanded roles in the knowledge society.

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Current Issues in Libraries, Information Science and Related Fields
Type: Book
ISBN: 978-1-78441-637-9

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Article
Publication date: 1 November 1999

Brendan Loughridge

This paper reviews some recent professional and academic publications on aspects of the theory and practice of knowledge management, with particular reference to the curriculum of…

3825

Abstract

This paper reviews some recent professional and academic publications on aspects of the theory and practice of knowledge management, with particular reference to the curriculum of professional education for library and information management and the career roles and prospects of information professionals. Some commentators dismiss knowledge management as a fad; others view it as a major paradigm shift in the management and exploitation of “intellectual capital”. It is concluded that many aspects of knowledge management practice bear a close resemblance to well‐established practices in librarianship and information management. However, the emphasis by knowledge management theorists and practitioners on the importance of knowledge elicitation and knowledge creation, groupwork and team work, greater involvement in organisational strategy development and support and IT may require greater attention to the personality, motivation and career aspirations of potential entrants to the profession in order to prepare them better for wider‐ranging, multi‐role careers.

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New Library World, vol. 100 no. 6
Type: Research Article
ISSN: 0307-4803

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Article
Publication date: 21 October 2013

Mohamed A.F. Ragab and Amr Arisha

Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge

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Abstract

Purpose

Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge management (KM) has spurred an exponential increase in publications covering a broad spectrum of diverse and overlapping research areas. The purpose of this paper is to provide a literature review and categorised analysis of the rapidly growing number of KM publications, and offer a comprehensive reference for new-comers embarking on research in the field with a particular focus on the area of knowledge measurement.

Design/methodology/approach

A total of 350 articles published in peer-reviewed journals over the last decade are carefully reviewed, analysed and categorised according to their specific subject matter in the KM context.

Findings

KM research tends to fall in one of five categories: Ontology of Knowledge and KM, Knowledge Management Systems, Role of Information Technology, Managerial and Social issues, and Knowledge Measurement. Despite the accumulation of extensive publication efforts in some areas, a series of disagreements and a theory-practice gap are revealed as challenging issues that need to be addressed.

Research limitations/implications

The scope of this study does not cover KM research in its entirety due to the vast nature of the research field.

Originality/value

This paper presents a new birds-eye view of the KM landscape through a novel taxonomy of KM research providing researchers with new insights for future applied research, and offers a comprehensive critical review of major knowledge measurement frameworks.

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Journal of Knowledge Management, vol. 17 no. 6
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 March 2005

Cevat Celep and Buket Çetin

This research aims to find out teachers' perception about the behaviors of their school leaders with regard to knowledge management, and the changes in teachers' opinion…

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Abstract

Purpose

This research aims to find out teachers' perception about the behaviors of their school leaders with regard to knowledge management, and the changes in teachers' opinion considering their sex, age, educational level, experiment and tenure.

Design/methodology/approach

The sample of the research is primary schools teachers in Edirne, Turkey. A total of 430 questionnaires were evaluated. The scale developed to identify elementary school teachers' perception about knowledge management practices at their schools is based on four other different scales: “Know‐all 50: Knowledge Management Assessment”, “Knowledge Management Framework Assessment Exercise”, “Assessing Readiness for Managing Knowledge Assets”, and “Working with Knowledge”.

Findings

Findings of the research suggest that there are seven existing sub‐dimensions of knowledge management at schools in Turkey, namely: leadership, cultural structure, knowledge hubs and centers, tacit knowledge, explicit knowledge, knowledge vision, and learning culture. In addition to this, there is a significant relationship between the different sub‐dimensions of knowledge management and whether teachers have e‐mail addresses of their own, their schools have internet connection (for external knowledge), web site, computer network (for internal knowledge) and whether the school has a subscription to professional publications.

Originality/value

The researches in different countries show that knowledge management has nine sub‐dimensions but in Turkey there are seven. This scale needs to be applied to different organizational settings in order to be validated nationwide.

Details

International Journal of Educational Management, vol. 19 no. 2
Type: Research Article
ISSN: 0951-354X

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