1. Knowledge Management https://store.theartofservice.com/The Knowledge Management Toolkit.html

2. Knowledge management 1 Knowledge management (KM) comprises a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences.[not in citation given] Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisations as processes or practices https://store.theartofservice.com/The Knowledge Management Toolkit.html

3. Knowledge management 1 Many large companies and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their business strategy, information technology, or human resource management departments. Several consulting companies also exist that provide strategy and advice regarding KM to these organisations. https://store.theartofservice.com/The Knowledge Management Toolkit.html

4. Knowledge management 1 Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation https://store.theartofservice.com/The Knowledge Management Toolkit.html

5. Knowledge management History 1 KM efforts have a long history, to include on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs https://store.theartofservice.com/The Knowledge Management Toolkit.html

6. Knowledge management History 1 In 1999, the term personal knowledge management was introduced which refers to the management of knowledge at the individual level. https://store.theartofservice.com/The Knowledge Management Toolkit.html

7. Knowledge management History 1 In short, knowledge management programs can yield impressive benefits to individuals and organisations if they are purposeful, concrete, and action-oriented. https://store.theartofservice.com/The Knowledge Management Toolkit.html

8. Knowledge management History 1 More recently with the advent of the Web 2.0, the concept of Knowledge Management has evolved towards a vision more based on people participation and emergence. This line of evolution is termed Enterprise 2.0. However, there is an ongoing debate and discussions as to whether Enterprise 2.0 is just a fad that does not bring anything new or useful or whether it is, indeed, the future of knowledge management. https://store.theartofservice.com/The Knowledge Management Toolkit.html

9. Knowledge management Research 1 KM emerged as a scientific discipline in the earlier 1990s https://store.theartofservice.com/The Knowledge Management Toolkit.html

10. Knowledge management Research 1 A broad range of thoughts on the KM discipline exist; approaches vary by author and school. As the discipline matures, academic debates have increased regarding both the theory and practice of KM, to include the following perspectives: https://store.theartofservice.com/The Knowledge Management Toolkit.html

11. Knowledge management Research 1 Techno-centric with a focus on technology, ideally those that enhance knowledge sharing and creation. https://store.theartofservice.com/The Knowledge Management Toolkit.html

12. Knowledge management Research 1 Organisational with a focus on how an organisation can be designed to facilitate knowledge processes best. https://store.theartofservice.com/The Knowledge Management Toolkit.html

13. Knowledge management Research 1 Ecological with a focus on the interaction of people, identity, knowledge, and environmental factors as a complex adaptive system akin to a natural ecosystem. https://store.theartofservice.com/The Knowledge Management Toolkit.html

14. Knowledge management Research 1 Regardless of the school of thought, core components of KM include people, processes, technology (or) culture, structure, technology, depending on the specific perspective (Spender & Scherer 2007). Different KM schools of thought include various lenses through which KM can be viewed and explained, to include: https://store.theartofservice.com/The Knowledge Management Toolkit.html

15. Knowledge management Research 1 community of practice https://store.theartofservice.com/The Knowledge Management Toolkit.html

16. Knowledge management Research 1 The practical relevance of academic research in KM has been questioned (Ferguson 2005) with action research suggested as having more relevance (Andriessen 2004) and the need to translate the findings presented in academic journals to a practice (Booker, Bontis & Serenko 2008). https://store.theartofservice.com/The Knowledge Management Toolkit.html

17. Knowledge management Dimensions 1 Similarly, Hayes and Walsham (2003) describe content and relational perspectives of knowledge and knowledge management as two fundamentally different epistemological perspectives https://store.theartofservice.com/The Knowledge Management Toolkit.html

18. Knowledge management Dimensions 1 Early research suggested that a successful KM effort needs to convert internalized tacit knowledge into explicit knowledge in order to share it, but the same effort must also permit individuals to internalize and make personally meaningful any codified knowledge retrieved from the KM effort https://store.theartofservice.com/The Knowledge Management Toolkit.html

19. Knowledge management Dimensions 1 A second proposed framework for categorizing the dimensions of knowledge distinguishes between embedded knowledge of a system outside of a human individual (e.g., an information system may have knowledge embedded into its design) and embodied knowledge representing a learned capability of a human body’s nervous and endocrine systems (Sensky 2002). https://store.theartofservice.com/The Knowledge Management Toolkit.html

20. Knowledge management Dimensions 1 A third proposed framework for categorizing the dimensions of knowledge distinguishes between the exploratory creation of "new knowledge" (i.e., innovation) vs. the transfer or exploitation of "established knowledge" within a group, organisation, or community. Collaborative environments such as communities of practice or the use of social computing tools can be used for both knowledge creation and transfer. https://store.theartofservice.com/The Knowledge Management Toolkit.html

21. Knowledge management Strategies 1 Knowledge may be accessed at three stages: before, during, or after KM-related activities. Different organisations have tried various knowledge capture incentives, including making content submission mandatory and incorporating rewards into performance measurement plans. Considerable controversy exists over whether incentives work or not in this field and no consensus has emerged. https://store.theartofservice.com/The Knowledge Management Toolkit.html

22. Knowledge management Strategies 1 One strategy to KM involves actively managing knowledge (push strategy). In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a database, as well as retrieving knowledge they need that other individuals have provided to the repository. This is also commonly known as the Codification approach to KM. https://store.theartofservice.com/The Knowledge Management Toolkit.html

23. Knowledge management Strategies 1 Another strategy to KM involves individuals making knowledge requests of experts associated with a particular subject on an Ad Hoc basis (pull strategy). In such an instance, expert individual(s) can provide their insights to the particular person or people needing this (Snowden 2002). This is also commonly known as the Personalisation approach to KM. https://store.theartofservice.com/The Knowledge Management Toolkit.html

24. Knowledge management Strategies 1 Hansen et al https://store.theartofservice.com/The Knowledge Management Toolkit.html

25. Knowledge management Strategies 1 Other knowledge management strategies and instruments for companies include: https://store.theartofservice.com/The Knowledge Management Toolkit.html

26. Knowledge management Strategies 1 Competence management (systematic evaluation and planning of competences of individual organisation members) https://store.theartofservice.com/The Knowledge Management Toolkit.html

27. Knowledge management Strategies 1 Proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing) https://store.theartofservice.com/The Knowledge Management Toolkit.html

28. Knowledge management Strategies 1 Collaborative technologies (groupware, etc.) https://store.theartofservice.com/The Knowledge Management Toolkit.html

29. Knowledge management Strategies 1 Measuring and reporting intellectual capital (a way of making explicit knowledge for companies) https://store.theartofservice.com/The Knowledge Management Toolkit.html

30. Knowledge management Strategies 1 Knowledge brokers (some organisational members take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject) https://store.theartofservice.com/The Knowledge Management Toolkit.html

31. Knowledge management Motivations 1 A number of claims exist as to the motivations leading organisations to undertake a KM effort. Typical considerations driving a KM effort include: https://store.theartofservice.com/The Knowledge Management Toolkit.html

32. Knowledge management Motivations 1 Making available increased knowledge content in the development and provision of products and services https://store.theartofservice.com/The Knowledge Management Toolkit.html

33. Knowledge management Motivations 1 Achieving shorter new product development cycles https://store.theartofservice.com/The Knowledge Management Toolkit.html

34. Knowledge management Motivations 1 Increasing network connectivity between internal and external individuals https://store.theartofservice.com/The Knowledge Management Toolkit.html

35. Knowledge management Motivations 1 Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work https://store.theartofservice.com/The Knowledge Management Toolkit.html

36. Knowledge management Motivations 1 Managing intellectual capital and intellectual assets in the workforce (such as the expertise and know-how possessed by key individuals) https://store.theartofservice.com/The Knowledge Management Toolkit.html

37. Knowledge management Motivations 1 Knowledge sharing remains a challenging issue for knowledge management, and while there is no clear agreement barriers may include time issues for knowledge works, the level of trust, lack of effective support and culture (Jennex 2008). https://store.theartofservice.com/The Knowledge Management Toolkit.html

38. Knowledge management Technologies 1 Knowledge management systems can thus be categorized as falling into one or more of the following groups: Groupware, document management systems, expert systems, semantic networks, relational and object oriented databases, simulation tools, and Artificial Intelligence https://store.theartofservice.com/The Knowledge Management Toolkit.html

39. Knowledge management Technologies 1 More recently, development of social computing tools (such as bookmarks, blogs, and s) have allowed more unstructured, self-governing or ecosystem approaches to the transfer, capture and creation of knowledge, including the development of new forms of communities, networks, or matrixed organizations https://store.theartofservice.com/The Knowledge Management Toolkit.html

40. Knowledge management Technologies 1 It is imperative that these investments are validated properly, made wisely and that the most appropriate technologies and software tools are selected or combined to facilitate knowledge management. https://store.theartofservice.com/The Knowledge Management Toolkit.html

41. Knowledge management Technologies 1 Knowledge management has also become a cornerstone in emerging business strategies such as Service Lifecycle Management (SLM) with companies increasingly turning to software vendors to enhance their efficiency in industries including, but not limited to, the aviation industry. https://store.theartofservice.com/The Knowledge Management Toolkit.html

42. Knowledge-based engineering - KBE and knowledge management 1 KBE is related to knowledge management which has many levels itself. Some approaches to knowledge are reductionistic, as well they ought to be given the pragmatic focus of knowledge modeling. However, due to KBE dealing with aggregates that can be quite complicated both in structure and in behavior, some holistic notions (note link to Complex systems) might be apropos. https://store.theartofservice.com/The Knowledge Management Toolkit.html

43. Knowledge-based engineering - KBE and knowledge management 1 Also, given all the layers of KBE and given the fact that one part of an associated space is heavily mathematical (namely, manifold in nature), KBE is extremely interesting from the knowledge viewpoint (or one would hope). https://store.theartofservice.com/The Knowledge Management Toolkit.html

44. Knowledge-based engineering - KBE and knowledge management 1 All one has to do is note that the KBE process's goal is to produce results in the 'real world' via artifacts and to do so using techniques that are highly computational. That, in essence, is the epitome of applied science/engineering, and it could never be non-interesting. https://store.theartofservice.com/The Knowledge Management Toolkit.html

45. International Institute for Sustainable Development - Knowledge Management 1 In 2008, IISD began tracking activities throughout the United Nations system related to climate change, in the lead up to the 2009 Copenhagen Climate Change Conference https://store.theartofservice.com/The Knowledge Management Toolkit.html

46. International Institute for Sustainable Development - Knowledge Management 1 Summaries of recent posts to each of these knowledgebases are distributed through related electronic mailing lists that IISD maintains. These listservs also distribute posts from subscribers regarding their recent activities related to each sustainable development topic. https://store.theartofservice.com/The Knowledge Management Toolkit.html

47. Corporate Semantic Web - Knowledge Management 1 In particular in the realm of corporate collaboration, semantic technologies may offer support for semi-automatic knowledge evolution and dynamic integration of and access to distributed, heterogeneous information sources. By enabling organizations the extraction of implicit knowledge from corporate data as well as by a semantically meaningful representation of human expertise (corporate wisdom), Semantic Web technologies may be used for recognizing trends or problem solving within enterprises. https://store.theartofservice.com/The Knowledge Management Toolkit.html

48. DEX (Graph database) - Graph Model Martínez-Bazan, N., Muntés-Mulero, V., Gómez-Villamor, S., Nin, J., Sánchez-Martínez, M., and Larriba-Pey, J. 2007. Dex: high-performance exploration on large graphs for information retrieval. In Proceedings of the Sixteenth ACM Conference on Conference on information and Knowledge Management (Lisbon, Portugal, November 06–10, 2007). CIKM '07. ACM, New York, NY, 573-582. 1 DEX is based on a graph database model,R. Angles and C. Gutierrez. Survey of graph database models. Technical Report TR/DCC-2005-10, Computer Science Department, Universidad de Chile, October 2005. that is basically characterized by three properties: data structures are graphs or any other structure similar to a Chart|graph; data manipulation and queries are based on graph-oriented operations; and there are data constraints to guarantee the integrity of the data and its relationships. https://store.theartofservice.com/The Knowledge Management Toolkit.html

49. DEX (Graph database) - Graph Model Martínez-Bazan, N., Muntés-Mulero, V., Gómez-Villamor, S., Nin, J., Sánchez-Martínez, M., and Larriba-Pey, J. 2007. Dex: high-performance exploration on large graphs for information retrieval. In Proceedings of the Sixteenth ACM Conference on Conference on information and Knowledge Management (Lisbon, Portugal, November 06–10, 2007). CIKM '07. ACM, New York, NY, 573-582. 1 A DEX graph is a Labeled Directed Attributed Multigraph. Labeled because nodes and edges in a graph belong to types. Directed because it supports directed edges as well as undirected. Attributed because both nodes and edges may have attributes and Multigraph meaning that there may be multiple edges between the same nodes even if they are from the same edge type. https://store.theartofservice.com/The Knowledge Management Toolkit.html

50. DEX (Graph database) - Graph Model Martínez-Bazan, N., Muntés-Mulero, V., Gómez-Villamor, S., Nin, J., Sánchez-Martínez, M., and Larriba-Pey, J. 2007. Dex: high-performance exploration on large graphs for information retrieval. In Proceedings of the Sixteenth ACM Conference on Conference on information and Knowledge Management (Lisbon, Portugal, November 06–10, 2007). CIKM '07. ACM, New York, NY, 573-582. 1 One of its main characteristics is its performance storage and retrieval for large graphs (in the order of billions of nodes, edges and attributes) implemented with specialized structures. https://store.theartofservice.com/The Knowledge Management Toolkit.html

51. Tacit knowledge - Knowledge management 1 Knowledge management can be considered the dynamic process of creating new knowledge, identifying sources of this new knowledge and the elicitation and distribution of this knowledge. The identification of tacit knowledge sources and the creation of knowledge through tacit to tacit knowledge sharing and tacit to explicit knowledge sharing are fundamental to this process. https://store.theartofservice.com/The Knowledge Management Toolkit.html

52. Tacit knowledge - Knowledge management 1 According to Kamran Parsaye|Parsaye, there are three major approaches to the capture of tacit knowledge from groups and individuals. They are: https://store.theartofservice.com/The Knowledge Management Toolkit.html

53. Tacit knowledge - Knowledge management 1 Interviewing experts can be done in the form of structured interviewing or by recording organizational Narrative|stories. Structured interviewing of experts in a particular subject is the most commonly used technique to capture pertinent, tacit knowledge. An example of a structured interview would be an exit interview. https://store.theartofservice.com/The Knowledge Management Toolkit.html

54. Tacit knowledge - Knowledge management 1 Learning by being told can be done by interviewing or by task analysis. Either way, an expert teaches the novice the processes of a task. Task analysis is the process of determining the actual task or policy by breaking it down and analyzing what needs to be done to complete the task. Learning by observation can be done by presenting the expert with a sample problem, scenario, or case study and then observing the process used to solve the problem. https://store.theartofservice.com/The Knowledge Management Toolkit.html

55. Tacit knowledge - Knowledge management 1 Some other techniques for capturing tacit knowledge are: https://store.theartofservice.com/The Knowledge Management Toolkit.html

56. Tacit knowledge - Knowledge management 1 All of these approaches should be recorded in order to transfer the tacit knowledge into reusable explicit knowledge. https://store.theartofservice.com/The Knowledge Management Toolkit.html

57. Tacit knowledge - Knowledge management 1 Professor Ikujiro Nonaka has proposed the The SECI Model|SECI (Socialization, Externalization, Combination, Internalization) model, one of the most widely cited theories in knowledge management, to present the spiraling knowledge processes of interaction between explicit knowledge and tacit knowledge. https://store.theartofservice.com/The Knowledge Management Toolkit.html

58. Tacit knowledge - Knowledge management 1 * The IRG Solution - hierarchical incompetence and how to overcome it argued that tacit knowledge was essentially a property of social networks and that much tacit knowledge was held in, and communicated by this informal lateral communication between network members. https://store.theartofservice.com/The Knowledge Management Toolkit.html

59. Chief knowledge officer - Knowledge Management Initiative 1 The vision is the long-term strategy that will drive the knowledge management initiative and provide the scope within which the knowledge management effort and the organization will grow https://store.theartofservice.com/The Knowledge Management Toolkit.html

60. Chief knowledge officer - Knowledge Management Initiative 1 The creation of the vision can be done in two ways https://store.theartofservice.com/The Knowledge Management Toolkit.html

61. Chief knowledge officer - Knowledge Management Initiative 1 The views of the employees in the organisations should be considered and there should be a proper system created to share the views. https://store.theartofservice.com/The Knowledge Management Toolkit.html

62. Knowledge management software 1 A subset of information management software that emphasizes an approach to build knowledge out of information that is managed or contained is often called knowledge management software. https://store.theartofservice.com/The Knowledge Management Toolkit.html

63. Knowledge management software 1 Knowledge management systems (software) includes a range of about 1,500 or more different approaches to collect and contain information to then build knowledge that can be searched through specialised search tools including concept building tools and or visual search tools that present information in a connected manager not originally conceptualised by those collecting or maintaining the information database. https://store.theartofservice.com/The Knowledge Management Toolkit.html

64. Knowledge management software 1 'Key features of KM software' 'usually include: ' https://store.theartofservice.com/The Knowledge Management Toolkit.html

65. Knowledge management software 1 * Aggregation of content from both internal and external sources https://store.theartofservice.com/The Knowledge Management Toolkit.html

66. Knowledge management software 1 * Classification of content using taxonomy (general)|taxonomies https://store.theartofservice.com/The Knowledge Management Toolkit.html

67. Knowledge management software 1 As business today is becoming increasingly international, the ability to access information in different languages is now a requirement for some organizations. Reported success factors of a KM system include the capability to integrate well with existing internal systems and the scalability of the system to grow within the organization. https://store.theartofservice.com/The Knowledge Management Toolkit.html

68. Knowledge management software - Range 1 KM software ranges from small software packages for an individual to use, such as brainstorming software, to highly specialized enterprise software suitable for use by hundreds of employees. Often KM software provides a key resource for employees working in customer service or telephone support industries, or sectors of large corporations. https://store.theartofservice.com/The Knowledge Management Toolkit.html

69. Knowledge management software - Range 1 Knowledge management software, in general, enables the combination of unstructured information sources, such as individual word processed documents and/or Portable Document Format|.pdf formats, email, Graphics|graphic illustrations, unstructured Memorandum|notes, Hyperlink|website links, invoices, and other information bearing collections, such as a simple thought, through to a combination of millions of interactions from a website, and through that combination enables the seeker to obtain knowledge that otherwise would not have been discovered https://store.theartofservice.com/The Knowledge Management Toolkit.html

70. Knowledge management software - Visual search 1 One of the departures from the almost standard Keyword (Internet search)|keyword search approach are those group of companies developing Visual search|visual search techniques. Some common visual search approaches include: https://store.theartofservice.com/The Knowledge Management Toolkit.html

71. Knowledge management software - Visual search 1 * Tree search|Tree traversal - Where a folder is opened and inside the display of that folder are further sub-folders. The folders are searched in a specific order, exactly once, in a Systematics|systematic manner. This tree traversal approach relies on the naming of folders to provide a rich enough indication as to what is contained in the next folder or level of folders. https://store.theartofservice.com/The Knowledge Management Toolkit.html

72. Knowledge management software - Visual search 1 * Taxonomy (general)|Taxonomy navigation - A taxonomy (or Topic Maps|topic map) is the classification of things or concepts, as well as the principles underlying such classification https://store.theartofservice.com/The Knowledge Management Toolkit.html

73. Knowledge management software - Visual search 1 * Tag cloud|Tag Cloud search - Once text data has been tagged with certain topics it can be visually represented as a Tag Cloud, where the importance of each tag is represented as a font size and/or color. This way you can identify and pick the most prominent topics. https://store.theartofservice.com/The Knowledge Management Toolkit.html

74. Knowledge management software - Visual search 1 * Matrix (mathematics)|Matrix/Heat map|Heat Map search - The classification of information into topics facilitates Information visualization|visualization and analysis of the information flow. A combined topic search can be presented as values in a Matrix, and a Heat Map is a graphical representation of that data, presented in colors. https://store.theartofservice.com/The Knowledge Management Toolkit.html

75. Electronic performance support systems - EPSS v. Knowledge management 1 In his book, Bezanson points out that knowledge management is the noun corresponding to the verb of performance support https://store.theartofservice.com/The Knowledge Management Toolkit.html

76. Improvement and Development Agency - Knowledge management 1 The 'Knowledge' section of the LGID's website [http://www.idea.gov.uk/idk/core/page.do? pageId=71665] includes content on improvement issues, shares examples of good practice from councils across England and Wales, and provides information on the LGID’s range of tools and services. LGID Knowledge aims to stimulate and support self-sustaining improvement within local government. https://store.theartofservice.com/The Knowledge Management Toolkit.html

77. Community of practice - Communities of practice and knowledge management 1 Wasko and Faraj describe three kinds of knowledge: knowledge as object, knowledge embedded within individuals, and knowledge embedded in a community. Communities of Practice have become associated with finding, sharing, transferring, and archiving knowledge, as well as making explicit expertise, or tacit knowledge. Tacit knowledge is considered to be those valuable context-based experiences that cannot easily be captured, codified and stored, also. https://store.theartofservice.com/The Knowledge Management Toolkit.html

78. Community of practice - Communities of practice and knowledge management 1 Because knowledge management is seen primarily as a problem of capturing, organizing, and retrieving information, evoking notions of databases, documents, query languages, and data mining, the community of practice, collectively and individually, is considered a rich potential source of helpful information in the form of actual experiences; in other words, best practices. https://store.theartofservice.com/The Knowledge Management Toolkit.html

79. Community of practice - Communities of practice and knowledge management 1 Thus, for knowledge management, a community of practice is one source of content and context that if codified, documented and archived can be accessed for later use. https://store.theartofservice.com/The Knowledge Management Toolkit.html

80. Personal knowledge management 1 'Personal knowledge management (PKM)' is a collection of processes that a person uses to gather, classify, store, search, retrieve, and share knowledge in his or her daily activities and the way in which these processes support work activities. It is a response to the idea that knowledge workers increasingly need to be responsible for their own growth and learning. It is a bottom-up approach to knowledge management (KM), as opposed to more traditional, top-down KM. https://store.theartofservice.com/The Knowledge Management Toolkit.html

81. Personal knowledge management - History and Background 1 Although as early as 1998 Davenport wrote on the importance to worker productivity of understanding individual knowledge processes (cited in ), the term personal knowledge management appears to be relatively new. Its origin can be traced in a working paper by Frand and Hixon. https://store.theartofservice.com/The Knowledge Management Toolkit.html

82. Personal knowledge management - History and Background 1 PKM integrates personal information management (PIM), focused on individual skills, with knowledge management (KM) in addition to input from a variety of disciplines such as cognitive psychology, management, and philosophy https://store.theartofservice.com/The Knowledge Management Toolkit.html

83. Personal knowledge management - History and Background 1 to their competence and efficacy. It is an underresearched area. https://store.theartofservice.com/The Knowledge Management Toolkit.html

84. Personal knowledge management - History and Background 1 More recently researches have been conducted to situate personal knowledge management in the Web 2.0 and in particular trying to understand the potential role of Web 2.0 technologies for harnessing and managing personal knowledge. https://store.theartofservice.com/The Knowledge Management Toolkit.html

85. Personal knowledge management - Models 1 Dorsey (2000) identified information retrieval, assessment and evaluation, organization, analysis, presentation, security, and collaboration as essential to PKM (cited in ). https://store.theartofservice.com/The Knowledge Management Toolkit.html

86. Personal knowledge management - Models 1 Wright’s model involves four interrelated domains: analytical, information, social, and learning https://store.theartofservice.com/The Knowledge Management Toolkit.html

87. Personal knowledge management - Models 1 In Nonaka and Takeuchi’s The SECI Model|SECI model of knowledge creation (see under knowledge management), knowledge can be tacit or explicit, with the interaction of the two resulting in new knowledge https://store.theartofservice.com/The Knowledge Management Toolkit.html

88. Personal knowledge management - Models 1 Zhang has developed a model of PKM in relation to organizational knowledge management (OKM) that considers two axes of knowledge properties and management perspectives, either organizational or personal https://store.theartofservice.com/The Knowledge Management Toolkit.html

89. Personal knowledge management - Criticism 1 It is not clear whether PKM is anything more than a new wrapper around personal information management (PIM) https://store.theartofservice.com/The Knowledge Management Toolkit.html

90. Personal knowledge management - Criticism 1 An aim of PKM is helping individuals to be more effective in personal, organisational and social environments (, p.221), often through the use of technology such as networking software. It has been argued, however, that equation of PKM with technology has limited the value and utility of the concept (e.g., ). https://store.theartofservice.com/The Knowledge Management Toolkit.html

91. Personal knowledge management - Skills 1 * Reflection. Kaizen|Continuous improvement on how the individual operates. https://store.theartofservice.com/The Knowledge Management Toolkit.html

92. Personal knowledge management - Skills 1 * Manage learning. Manage how and when the individual learns. https://store.theartofservice.com/The Knowledge Management Toolkit.html

93. Personal knowledge management - Skills 1 * Information literacy. Understanding what information is important and how to find unknown information. https://store.theartofservice.com/The Knowledge Management Toolkit.html

94. Personal knowledge management - Skills 1 * social network|Networking with others. Knowing what your network of people knows. Knowing who might have additional knowledge and resources to help you https://store.theartofservice.com/The Knowledge Management Toolkit.html

95. Personal knowledge management - Skills 1 * Researching, canvassing, paying attention, interviewing and observational 'cultural anthropology' skills https://store.theartofservice.com/The Knowledge Management Toolkit.html

96. Personal knowledge management - Skills 1 * Communication skills. Perception, Intuition (knowledge)|intuition, Emotional expression|expression, Mental image|visualization, and interpretation (logic)|interpretation. https://store.theartofservice.com/The Knowledge Management Toolkit.html

97. Personal knowledge management - Skills 1 * Creative skills. Imagination, pattern recognition, appreciation, innovation, inference. Understanding of complex adaptive systems. https://store.theartofservice.com/The Knowledge Management Toolkit.html

98. Personal knowledge management - Tools 1 Some organizations are introducing PKM 'systems' with some or all of four components: https://store.theartofservice.com/The Knowledge Management Toolkit.html

99. Personal knowledge management - Tools 1 * Just-in-time Canvassing - templates and e-mail canvassing lists that enable people to identify and connect with the appropriate experts and expertise quickly and effectively https://store.theartofservice.com/The Knowledge Management Toolkit.html

100. Personal knowledge management - Tools 1 * Knowledge harvesting - software tools that automatically collect appropriate knowledge residing on subject matter experts' hard drives https://store.theartofservice.com/The Knowledge Management Toolkit.html

101. Personal knowledge management - Tools 1 * Content management tools - taxonomy processes and desktop search tools that enable employees to subscribe to, find, organize, and publish information that resides on their desktops https://store.theartofservice.com/The Knowledge Management Toolkit.html

102. Personal knowledge management - Tools 1 * Personal Productivity Improvement - knowledge fairs and one-on-one training sessions to help each employee make more effective personal use of the knowledge, learning, and technology resources available in the context of their work https://store.theartofservice.com/The Knowledge Management Toolkit.html

103. Personal knowledge management - Tools 1 Other useful tools include Open Space Technology, cultural anthropology, stories and narrative, mindmaps, concept maps and eco-language, and single frames and similar Mental image|visualization techniques https://store.theartofservice.com/The Knowledge Management Toolkit.html

104. Knowledge Management Research and Practice 1 'Knowledge Management Research Practice' is a Peer review|peer-reviewed academic journal covering all aspects of Knowledge management|managing knowledge, organisational learning, intellectual capital and knowledge economics. It is an official journal of The Operational Research Society. https://store.theartofservice.com/The Knowledge Management Toolkit.html

105. Knowledge Management Research and Practice - Abstracting and indexing 1 The journal is currently abstracted and indexed in the Association of Business Schools' Academic Journal Quality Guide, Compendex, EMBASE, EMNursing, GEOBASE, International Abstracts in Operations Research, International Bibliography of Periodical Literature on the Humanities and Social Sciences, International Bibliography of Book Reviews of Scholarly Literature on the Humanities and Social Sciences, International Bibliography of the Social Sciences, Mosby Yearbooks, and Scopus. https://store.theartofservice.com/The Knowledge Management Toolkit.html

106. Journal of Knowledge Management 1 The 'Journal of Knowledge Management' is an interdisciplinarity|interdisciplinary Peer review|peer-reviewed quarterly academic journal publishing original research, technical discussions, and case studies on knowledge management. It is indexed in Library and Information Science Abstracts, Inspec, and Scopus. According to its homepage, it has also been accepted in Thomson Reuters Social Sciences Citation Index and its first impact factor is expected in 2012. https://store.theartofservice.com/The Knowledge Management Toolkit.html

107. Journal of Knowledge Management Practice 1 The 'Journal of Knowledge Management Practice' is an interdisciplinarity|interdisciplinary Peer review|peer-reviewed quarterly academic journal covering knowledge management and its practical applications. It is published online in electronic format only. https://store.theartofservice.com/The Knowledge Management Toolkit.html

108. Electronic Journal of Knowledge Management 1 The 'Electronic Journal of Knowledge Management' (EJKM) is a Peer review|peer- reviewed academic journal that contributes to the development of both theory and practice in the field of knowledge management and provides perspectives on topics relevant to the study, implementation, and management of knowledge management. It accepts academic papers, topical articles and case studies dealing with the research in, and practice of, knowledge management. https://store.theartofservice.com/The Knowledge Management Toolkit.html

109. Knowledge Management Professional Society 1 The 'Knowledge Management Professional Society (KMPro)' is a non- profit organization and was founded in 2001 as the main professional body for those working in the broad field of Knowledge Management (KM) throughout the world and it is a society created by KM professionals for KM professionals https://store.theartofservice.com/The Knowledge Management Toolkit.html

110. Knowledge Management Professional Society 1 All those in any country or any kind of organization that are involved in or concerned with Knowledge Management can join the Society, which currently has more than 120,000 members from more than 88 countries https://store.theartofservice.com/The Knowledge Management Toolkit.html

111. Knowledge Management Professional Society 1 KMPro as a professional society awards KM Continuing Education Units (KM- CEU) and is the only Knowledge Management professional society which awards CEUs for Knowledge Management education.[http://www.allbusiness.com/jour nal-information-systems- education/20070401/8897975-1.html ] https://store.theartofservice.com/The Knowledge Management Toolkit.html

112. Knowledge Management Professional Society - Historical development 1 And in 2005 the Knowledge Management Certification Board (KMCB), founded in 1999, was merged into KMPro where it continues to operate today https://store.theartofservice.com/The Knowledge Management Toolkit.html

113. Corporate amnesia - Knowledge management 1 Both corporate amnesia and organizational memory are part of the new vocabulary associated with the broader discipline known as Knowledge Management (KM) under the even wider umbrella of the Information Age https://store.theartofservice.com/The Knowledge Management Toolkit.html

114. Corporate amnesia - Knowledge management 1 Because of the high levels of jobs churn in the modern workplace, however, much of the mind-resident tacit knowledge is now non-existent within organizations, with employers believing that the imported tacit knowledge from employees hired from other institutions is an adequate stand-in that can be replaced by osmosis https://store.theartofservice.com/The Knowledge Management Toolkit.html

115. Corporate amnesia - Knowledge management 1 Its collective awareness provides the type of expertise that is both an organisation’s adhesive and its lubricant - i.e https://store.theartofservice.com/The Knowledge Management Toolkit.html

116. Intraweb - Knowledge management and computer-supported cooperative work 1 Many companies maintain such mini private Webs that contain information only of use to their employees: organisational structure, corporate templates, Human resources forms, forms, directory, agendas, news, policies, rules, regulations, help files, project descriptions, expert annuary, partnerships with external companies, law information, etc https://store.theartofservice.com/The Knowledge Management Toolkit.html

117. Intraweb - Knowledge management and computer-supported cooperative work 1 In fact intrawebs are becoming a privileged means for knowledge management to acquire, facilitate the access, share, and reuse knowledge in order to foster creation of new knowledge and organisational learning. https://store.theartofservice.com/The Knowledge Management Toolkit.html

118. Intraweb - Knowledge management and computer-supported cooperative work 1 As they grow, many intrawebs need a search facility that allows users to find specific information more easily. https://store.theartofservice.com/The Knowledge Management Toolkit.html

119. Intraweb - Knowledge management and computer-supported cooperative work 1 Finally, we mentioned that intrawebs were used to limit access to the web (e.g https://store.theartofservice.com/The Knowledge Management Toolkit.html

120. Conference on Information and Knowledge Management 1 Since the first event in 1992, the conference has evolved into one of the major forums for research on database management, information retrieval, and knowledge management.[http://www.cikmconference. org/ Official home page] The conference is noted for its interdisciplinarity, as it brings together communities that otherwise often publish at separate venues https://store.theartofservice.com/The Knowledge Management Toolkit.html

121. Conference on Information and Knowledge Management 1 For many years, the conference was held in the United States|USA. Since 2005, venues in other countries have been selected as well. Locations include:[http://www.informatik.uni- trier.de/~ley/db/conf/cikm/ DBLP] https://store.theartofservice.com/The Knowledge Management Toolkit.html

122. Conference on Information and Knowledge Management 1 * 1992: Baltimore, Maryland, USA https://store.theartofservice.com/The Knowledge Management Toolkit.html

123. Conference on Information and Knowledge Management 1 * 1995: Baltimore, Maryland, USA https://store.theartofservice.com/The Knowledge Management Toolkit.html

124. Conference on Information and Knowledge Management 1 * 1996: Rockville, Maryland, USA https://store.theartofservice.com/The Knowledge Management Toolkit.html

125. Conference on Information and Knowledge Management 1 * 2001: Atlanta, Georgia, USA https://store.theartofservice.com/The Knowledge Management Toolkit.html

126. Conference on Information and Knowledge Management 1 * 2003: New Orleans, Louisiana, USA https://store.theartofservice.com/The Knowledge Management Toolkit.html

127. Conference on Information and Knowledge Management 1 * 2008: Napa Valley, California, USA [http://www.cikm2008.org/] https://store.theartofservice.com/The Knowledge Management Toolkit.html

128. Conference on Information and Knowledge Management 1 * 2009: Hong Kong, China [http://www.comp.polyu.edu.hk/conf erence/cikm2009/] https://store.theartofservice.com/The Knowledge Management Toolkit.html

129. Knowledge management system 1 'Knowledge management' ('KM') is the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge. https://store.theartofservice.com/The Knowledge Management Toolkit.html

130. Knowledge management system 1 Columbia University and Kent State University offer dedicated Master of Science degrees in Knowledge Management. https://store.theartofservice.com/The Knowledge Management Toolkit.html

131. Knowledge management system 1 Many large companies, public institutions and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their strategic management|business strategy, information technology, or human resource management departments. Several consulting companies provide strategy and advice regarding KM to these organisations. https://store.theartofservice.com/The Knowledge Management Toolkit.html

132. Knowledge management system 1 It is an enabler of organisational learning.Sanchez, R (1996) Strategic Learning and Knowledge Management, Wiley, Chichester https://store.theartofservice.com/The Knowledge Management Toolkit.html

133. Knowledge management system - History 1 Knowledge management efforts have a long history, to include on-the-job discussions, formal apprenticeship, Internet forum|discussion forums, corporate libraries, professional training and mentoring programs https://store.theartofservice.com/The Knowledge Management Toolkit.html

134. Knowledge management system - History 1 In 1999, the term personal knowledge management was introduced; it refers to the management of knowledge at the individual level. https://store.theartofservice.com/The Knowledge Management Toolkit.html

135. Knowledge management system - History 1 In short, knowledge management programs can yield impressive benefits to individuals and organizations if they are purposeful, concrete, and action-oriented. https://store.theartofservice.com/The Knowledge Management Toolkit.html

136. Knowledge management system - Motivations 1 There are a number of claims as to the motivation leading organisations to undertake a KM effort. Typical considerations driving a KM effort include: https://store.theartofservice.com/The Knowledge Management Toolkit.html

137. Knowledge management system - Motivations 1 * Making available increased knowledge content in the New product development|development and provision of product (business)|products and service (economics)|services https://store.theartofservice.com/The Knowledge Management Toolkit.html

138. Knowledge management system - Motivations 1 * Achieving shorter new product development cycles https://store.theartofservice.com/The Knowledge Management Toolkit.html

139. Knowledge management system - Motivations 1 * Increasing Social network|network Interconnectivity|connectivity between internal and external individuals https://store.theartofservice.com/The Knowledge Management Toolkit.html

140. Knowledge management system - Motivations 1 * Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work https://store.theartofservice.com/The Knowledge Management Toolkit.html

141. Knowledge management system - Motivations 1 * Managing intellectual capital and intellectual assets in the workforce (such as the expertise and Procedural knowledge|know-how possessed by key individuals) https://store.theartofservice.com/The Knowledge Management Toolkit.html

142. Knowledge management system - Motivations 1 Debate exists whether KM is more than a passing fad, though increasing amount of research in this field may help to answer this question, as well as create consensus on what elements of KM help determine the success or failure of such efforts. Knowledge sharing remains a challenging issue for knowledge management, while there is no clear agreement barriers may include time issues for knowledge works, the level of trust, lack of effective support technologies and culture. https://store.theartofservice.com/The Knowledge Management Toolkit.html

143. Knowledge management system - KM Technologies 1 Groupware refers to technologies that facilitate collaboration and sharing of organizational information. One of the earliest very successful products in this category was Lotus Notes. Notes provided tools for threaded discussions, sharing of documents, organization wide uniform email, etc. https://store.theartofservice.com/The Knowledge Management Toolkit.html

144. Knowledge management system - KM Technologies 1 Workflow tools allow the representation of processes associated with the creation, use, and maintenance of organizational knowledge. For example the process to create and utilize forms and documents within an organization. For example, a workflow system can do things such as send notifications to appropriate supervisors when a new document has been produced and is waiting their approval. https://store.theartofservice.com/The Knowledge Management Toolkit.html

145. Knowledge management system - KM Technologies 1 Content/Document Management systems are systems designed to automate the process of creating web content and/or documents within an organization https://store.theartofservice.com/The Knowledge Management Toolkit.html

146. Knowledge management system - KM Technologies 1 Enterprise Portals are web sites that aggregate information across the entire organization or for groups within the organization such as project teams. https://store.theartofservice.com/The Knowledge Management Toolkit.html

147. Knowledge management system - KM Technologies 1 eLearning technology enables organizations to create customized training and education software https://store.theartofservice.com/The Knowledge Management Toolkit.html

148. Knowledge management system - KM Technologies 1 Scheduling and planning tools automate the creation and maintenance of an organization's schedule: scheduling meetings,notifying people of a meeting, etc https://store.theartofservice.com/The Knowledge Management Toolkit.html

149. Knowledge management system - KM Technologies 1 Telepresence technology enables individuals to have virtual meetings rather than having to be in the same place. Videoconferencing is the most obvious example. https://store.theartofservice.com/The Knowledge Management Toolkit.html

150. Knowledge management system - KM Technologies 1 These categories are neither rigidly defined nor exhaustive. Workflow for example is a significant aspect of a content or document management system and most content and document management systems have tools for developing enterprise portals. https://store.theartofservice.com/The Knowledge Management Toolkit.html

151. Knowledge management system - KM Technologies 1 One of the most important trends in KM technology was the adoption of Internet standards https://store.theartofservice.com/The Knowledge Management Toolkit.html

152. Knowledge management system - KM Technologies 1 One of the most important ongoing developments in KM technology is adoption of tools that enable organizations to work at the semantic level. Many of these tools are being developed as part of the Semantic Web. For example the Stanford University|Stanford Protégé (software)|Protege Ontology Editor. https://store.theartofservice.com/The Knowledge Management Toolkit.html

153. Teamcenter - Enterprise Knowledge Management 1 (Teamcenter Enterprise), formerly known as Metaphase, Teamcenter Enterprise is a large-scale Product Lifecycle Management|PLM product. https://store.theartofservice.com/The Knowledge Management Toolkit.html

154. Tacit - Knowledge management 1 Knowledge management is the dynamic process of creating new knowledge, identifying sources of this new knowledge and the elicitation and distribution of this knowledge. The identification of tacit knowledge sources and the creation of knowledge through tacit to tacit knowledge sharing and tacit to explicit knowledge sharing are fundamental to this process. https://store.theartofservice.com/The Knowledge Management Toolkit.html

155. Tacit - Knowledge management 1 Learning by being told can be done by interviewing or by task analysis. Either way, an expert teaches the novice the processes of a task. Task analysis is the process of determining the actual task or policy, by breaking it down and analyzing what needs to be done to complete the task. Learning by observation can be done by presenting the expert with a sample problem, scenario, or case study and then observing the process used to solve it. https://store.theartofservice.com/The Knowledge Management Toolkit.html

156. Tacit - Knowledge management 1 All of these approaches should be recorded, in order to transfer the tacit knowledge into reusable explicit knowledge. https://store.theartofservice.com/The Knowledge Management Toolkit.html

157. E-Land - Knowledge Management 1 Knowledge Management permeates the organisation, encouraging the generation of new ideas and sharing of best practices. E.Land's Knowledge Management network is superior to that of many leading global companies and therefore is constantly benchmarked by others. https://store.theartofservice.com/The Knowledge Management Toolkit.html

158. E-Land - Knowledge Management 1 E.Land Group has been recognised for best practices in their area by Forbes, Booz Allen and Harvard Business Review: https://store.theartofservice.com/The Knowledge Management Toolkit.html

159. E-Land - Knowledge Management 1 * 2005: Used by SAP as a successful implementation case study for their ERP system https://store.theartofservice.com/The Knowledge Management Toolkit.html

160. For More Information, Visit: https://store.theartofservice.co m/The Knowledge Management Toolkit.html https://store.theartofservice.co m/The Knowledge Management Toolkit.html The Art of Service https://store.theartofservice.com