Competing with Knowledge: The Information Professional in the Knowledge Management AgeKnowledge management (KM) is probably the first major management trend to identify information and its management as a crucial element in the success of an organization. In order for information professionals to participate fully in KM initiatives, or to be able to take advantage of the concept to improve the effective application of their skills, both the professionals and management need a good understanding of the KM approach and the information related roles within that framework. This book focuses on the potential role of the information professional in the KM environment and, using plenty of case studies, considers: the knowledge context - creating knowledge based environments in a range of sectors powering information: the role of information skills in KM. Readership: This book will make topical reading not only for those seeking career development through KM but for all information professionals wondering exactly what it is and how it will affect their work. LIS graduates and postgraduates will also be potential readers. Published in association with TFPL Ltd TFPL Ltd have been researching KM since 1996 and have monitored developments in Europe and the USA. They have recently completed an international research project looking at the skills required for the successful implementation of knowledge management. |
Contents
Abell 02 Chap 2 | 20 |
Abell 03Chap 3 | 44 |
Abell 04 Chap 4 | 69 |
Abell 04 Chap 4a | 69 |
Abell 05 Chap 5 | 84 |
Abell 06 Chap 6 | 105 |
Abell 06 Chap 6a | 105 |
Abell 07 Chap 7 | 127 |
Abell 08 Chap 8a | 147 |
Abell 09 Chap 9 | 164 |
Abell 09 Chap 9a | 164 |
Abell 10 Chap 10 | 179 |
Abell 11 Chap 11 | 219 |
Abell 12 Bibliography | 246 |
Abell 13 Glossary | 263 |
270 | |
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Common terms and phrases
ability agement applied assess become behaviours best practice building business processes business units Centre change management Chief Knowledge Officer clients communities competitive content management core competencies corporate create culture customers databases effective electronic employees enable example experience expertise explicit knowledge external information facilitate focus global groups Hoffman LaRoche identify impact individuals information and knowledge information flows information literacy information management information professionals infrastructure initiatives innovation integration intellectual capital internal intranet KM activities KM approach KM concepts KM environment KM teams knowl knowledge and information knowledge assets knowledge economy knowledge environment knowledge management knowledge sharing knowledge-based management skills mation ment networks organizational Ovum potential problems programme project management reflect responsibility roles sector senior management Skandia sources staff strategy structure suppliers Surrey Police tacit knowledge TFPL tion understanding Wiig