...No. 2, July - December 2001 KNOWLEDGE MANAGEMENT A NECESSITY IN NEW MILLENNIUM V.K. Singh NOWLEDGE Management (KM) is now an established discipline that comprises activities focused on a formalised, integrated approach to managing an enterprise’s tangible and intangible information assets, which include knowledge experience and expertise or enterprise knowledge. It addresses the issues of adoption, survival and competence of an organization through synergistic combination of data and information processing capacity. Knowledge Management moves from academic theory to organizational practice, there is a need for clarity on the subject of knowledge and its place in the spectrum of strategic initiatives. The paper focuses on the Macro approach, initiating with the different dimensions of Knowledge Management, purpose of Knowledge Management or what is called managing knowledge for a purpose. K Introduction The emergency of global economy and global trade market has transformed the world into one massive business community. The expression “global village” is no longer a contradiction in terms. It is a reality and credit goes to the emerging information technology. Having missed the full impact of the industrial revolution as a result of more than two centuries of colonization, India is overtaken by the information revolution. Today we live in a society in which information is an essential resource and where knowledge is valuable. Knowledge Management (KM) is now an established...
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...Coping with Continuous Change in the Business Environment CHANDOS KNOWLEDGE MANAGEMENT SERIES Series Editor: Melinda Taylor (email: melindataylor@chandospublishing.com) Chandos’ new series of books are aimed at all those individuals interested in knowledge management. They have been specially commissioned to provide the reader with an authoritative view of current thinking. If you would like a full listing of current and forthcoming titles, please visit our web site www.chandospublishing.com or contact Hannah Grace-Williams on email info@chandospublishing.com or telephone number +44 (0) 1993 848726. New authors: we are always pleased to receive ideas for new titles; if you would like to write a book for Chandos, please contact Dr Glyn Jones on email gjones@chandospublishing.com or telephone number +44 (0) 1993 848726. Bulk orders: some organisations buy a number of copies of our books. If you are interested in doing this, we would be pleased to discuss a discount. Please contact Hannah Grace-Williams on email info@chandospublishing.com or telephone number +44 (0) 1993 848726. Coping with Continuous Change in the Business Environment Knowledge management and knowledge management technology ANTONIE BOTHA DERRICK KOURIE AND RETHA SNYMAN Chandos Publishing Oxford · England Chandos Publishing (Oxford) Limited TBAC Business Centre Avenue 4 Station Lane Witney Oxford OX28 4BN UK Tel: +44 (0) 1993 848726 Fax: +44 (0) 1865 884448 Email:...
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...has come to be regarded as a central factor upon which success is contingent (Dodgson and Bessant, 1996: 3; Schumpeter, 1943: 83). Not only has it been considered a promise for generating competitive advantage but it has also been prescribed as a remedy for a broad range of managerial problems such as intense competition, globalised marketplace and technology fusion (Eris & Saatcioglu, 2004). Since the middle of the 20th century many theorists have explored the issue of technological innovation and how it influences performance on the national, industry and firm level. This report will firstly, compare the R&D systems of the USA, UK, Germany, Japan and China and then analyse the automobile and semiconductor industries in relation to these systems to show that technological innovation is not the main source of economic development. Technological innovation Various definitions of technological innovation have been devised as part of existing theories. In addition, technology and innovation are often used interchangeably. Throughout this report, however, technological innovation will be regarded as the usage and knowledge of tools, techniques, crafts or methods in terms of new products and processes (Porter, 1990; Nelson, 1993). Further, a distinction between four types of innovation is provided in Table 1 as they will be referred to as part of the discussions below (Freeman, 1987 in Dicken, 2003). Table 1: Categorization of Technological Innovations (Freeman and Perez...
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...Investment Banking: Past, Present, and Future by Alan D. Morrison, Saïd Business School, University of Oxford and William J. Wilhelm, Jr., McIntire School of Commerce, University of Virginia investment banks are changing fast. Forty years ago the industry was dominated by a few small partnerships that made the bulk of their income from the commissions they earned floating securities on behalf of their clients. Today’s investment banks are huge full-service firms that make a substantial proportion of their revenues in technical trading businesses that started to attain their current prominence only in the 1980s. The CPI-adjusted capitalization of the top ten investment banks soared from $1 billion in 1960 to $194 billion in 2000. Between 1979 and 2000, the number of professionals1 employed by the top five investment banks (ranked by capitalization) rose from 56,000 to 205,000.2 The enormous upheavals documented in the previous paragraph raise a number of difficult questions. What have the investment banks of today got in common with their predecessors? Is it possible to draw any meaningful parallels between businesses that today call themselves investment banks and the investment banks of 20, 40, or even 100 years ago? What is the source of the recent changes to the investment banking landscape, and can we say anything about the likely future direction of the industry? These questions point to a more fundamental one: namely, if investment banks did not exist, would we need to invent...
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...ECONOMIC GEOGRAPHY Y U K O A O YA M A J A M E S T. M U R P H Y SUSAN HANSON KEY CONCEPTS IN key concepts in economic geography The Key Concepts in Human Geography series is intended to provide a set of companion texts for the core fields of the discipline. To date, students and academics have been relatively poorly served with regards to detailed discussions of the key concepts that geographers use to think about and understand the world. Dictionary entries are usually terse and restricted in their depth of explanation. Student textbooks tend to provide broad overviews of particular topics or the philosophy of Human Geography, but rarely provide a detailed overview of particular concepts, their premises, development over time and empirical use. Research monographs most often focus on particular issues and a limited number of concepts at a very advanced level, so do not offer an expansive and accessible overview of the variety of concepts in use within a subdiscipline. The Key Concepts in Human Geography series seeks to fill this gap, providing detailed description and discussion of the concepts that are at the heart of theoretical and empirical research in contemporary Human Geography. Each book consists of an introductory chapter that outlines the major conceptual developments over time along with approximately twenty-five entries on the core concepts that constitute the theoretical toolkit of geographers working within a specific subdiscipline. Each entry provides...
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...UK Email mari.sako@sbs.ox.ac.uk October 2002 * This study was funded by the International Motor Vehicle Program (IMVP), the UK Economic and Social Research Council, and the Japan Foundation. I am grateful to the interviewees at the three automakers and suppliers who gave generously of their time. I also appreciate the comments of many colleagues, and in particular those of Bill Lazonick. Abstract What factors facilitate and constrain the development and replication of organizational capabilities at suppliers? This question is addressed in a comparison of historical case studies at Toyota, Nissan and Honda in Japan. First, as expected, replication difficulty is overcome by enabling companies to share the process of accumulating tacit knowledge. Second, the interdependence in the hierarchy of routines, that constitute organizational capabilities, has led companies to broaden the scope of supplier development. Third, this broadening challenges suppliers to accept buyer companies’ intervention in internal investment decisions, requiring a certain type of corporate governance. It is argued that the boundary of a capability-based organization may go beyond legally distinct units of financial control when firms are subjected to a cumulative process of capability enhancement. 2 Supplier Development at Honda, Nissan and Toyota: Comparative Case Studies of Organizational Capability Enhancement Supplier development –- a company’s undertaking to improve its supplier’s capabilities...
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...of Development, The Politics of Development, and lastly Not by Bread Alone. Individually, it discusses topics that may help the low-economy country to rise like the others. Each chapter, although individually implied, relate their discussions to one another. We live in a most catastrophically revolutionary age that men have ever faced. Revolutions is not what we think about an event or series of interconnected event but it is ideas that changes our ways of life, the way we look things, changes everything out of recognition and changing it fast. The distinction between rich nations and poor nations is one of the great dominant political and international themes of our country. Underdeveloped is not the best way to describe the poor nations because some of them had been in the great civilization. Communism is a sort of resume of the revolutions that make up mo0drenization and it offers a method of applying them speedily to societies caught fat in the dilemmas of transition. The Rich Nations talks about four revolutions that seem to weave their way in to countries that have good economic conditions. The first revolutionary idea is the revolution of equality –equality of men and equality of nations. Limited to the discussion...
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...objective shall be to identify several areas where management concepts are applicable to the personal and professional goal-setting and also to apply the management skills to the challenge of managing the most difficult peer or subordinate – the one that may confront you in the mirror each morning in your professional career. In any treatment of a basic subject like this, there is little that the resource/anchor person can claim to be uniquely his own except his/her tacit knowledge and the presentation style. The write-ups from chapters of recommended text books for this course has also been included and are highly acknowledged. The Intellectual Heritage of Management: Organized endeavors directed by people responsible for planning, organizing, leading, and controlling activities have existed for thousands of years. The Egyptian pyramids and the Great Wall of China, for instance, are tangible evidence that projects of tremendous scope, employing tens of thousands of people, were undertaken well before modern times. The pyramids are a particularly interesting example. The construction of a single pyramid occupied more than 100,000 workers for 20 years. Who told each worker what to do? Who ensured that there would be enough stones at the site to keep workers busy? The answer to such questions is managers. Regardless of what managers were called at the time, someone had to plan what was to be done, organize people and materials to do it, lead and direct the workers, and...
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...Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes...
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...Number 4 Contents | TESL-EJ Top The English Teacher as Facilitator and Authority Shaun O'Dwyer David English House, Hiroshima Prefecture, Japan School of Philosophy, University of New South Wales Abstract Over the past eighty years or so, some education theorists have repudiated the notion that it is the teacher's role to act as an authority in the classroom, transmitting knowledge to students "who do not know." In English as a second or foreign language education, a notion of the teacher as "facilitator" is considered to be more compatible with students' felt needs and autonomy. This paper argues that there are epistemological flaws in prominent rejections of transmission theories of learning. Drawing on British philosopher Michael Oakeshott's distinction between technical and practical knowledge, it argues for a modified understanding of the English teacher both as an authority capable of transmitting these types of knowledge in language, and as a facilitator of cooperative language learning. Introduction In the teaching of English as a second or foreign language today, the old pedagogical ideal of the teacher as an authority transmitting knowledge to students "who do not know" is in disrepute. The ideal now is for a more democratic, student-centered approach, in which the teacher facilitates communicative educational activities with students. This model reflects in part the influence of communication-based theories of language acquisition. But it also reflects, in...
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...ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________...
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...STALIN, THE GREAT PURGE, AND RUSSIAN HISTORY: A NEW LOOK AT THE ~EW by MARSHALL SHATZ Paper No. 305 1984 CLASS' STALIN, THE GREAT PURGE, AND RUSSIAN HISTORY: A NEW LOOK AT THE 'NEW CLASS' ~ MARSHALL SHATZ Paper No. 305 1984 Marshall S. Shatz received his B.A. from Harvard College and his M.A., Certificate of the Russian Institute, and Ph.D. from Columbia University. He edited The Essential Works of Anarchism (New York: Bantam Books, 1971; Quadrangle Books, 1972) and is the author of Soviet Dissent in Historical ¥erspective (Cambridge and New York: Cambridge University Press, 1980). He is Professor of History, University of Massachusetts at Boston. 1 STALIN; THE GREAT PURGE; AND RUSSIAN HIsroRY: A NEW IOOK AT '!HE • NEW CLASS' Though nearly fifty years in the past; Stalin •s Great Purge of the 1930s still loans as one of the nost enigmatic events of the twentieth century. Whether we think of the Great Purge as a IOOre or less continuous process fran the assassination of Kirov in 1934 to Ezhov's replacement by Beria as head of the secret police at the em of 1938; or limit it to the EzhoVshchina of 1937 and 1938; When the terror reached its peak; operation is astounding. the sheer nagnitude of the The nuniber of arrests; deportations; imprisonments; and lives lost in these years is impossible to measure; and attempts to do so have varied wildly. Even the lOi/est estimates; however; are staggering.l It ...
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...[ 39 ] Journal of European Industrial Training 21/2 [1997] 39–50 © MCB University Press [ISSN 0309-0590] Training, development, education and learning: different or the same? Thomas N. Garavan Lecturer, Department of Personnel and Employment Relations, University of Limerick, Limerick, Ireland Attempts to discuss the concepts of training, development, education and learning with regard to employees in terms of their substantive differences. Discusses how these concepts have evolved historically within human resource management and development (HRM/D) literature. Provides an analysis of how alternative models of HRM/D may influence the meaning given to these concepts in an organizational context. Concludes that it is perhaps more appropriate to view training, development and education as an integrated whole with the concept of learning as the glue which holds them together. Introduction The training, development and education of employees at all levels within organizations is now considered a vital component in maintaining competitiveness in the international arena. It is also of some significance within the human resource management (HRM) and development (HRD) literature. If one accepts a competitive market perspective on HRM/D then a central notion is the view that training, development and education strategies are key means by which the inefficiencies of the employment relationship can be reduced and a closer approximation to competitive ...
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...company (the client) hires another company (the service provider) to perform a particular function on its behalf. It involves the transfer of the management and/or day-to-day execution of an entire business function to an external service provider. Based on a contractual agreement that defines the transferred services and fees, the client agrees to procure the services from the supplier for the term of the contract. Outsourcing has become more global and extensive in its scope, involving more business functions and complex contractual arrangements (Tadelis, 2007). As customer needs have evolved, so have service providers’ desire to ‘‘move up the value chain’’ and claim a larger share of the customer’s wallet. From simple information technology (IT) and business process (BP) contracts for cost savings, outsourcing arrangements now encompass research and development (R&D) and product innovation activities as well (Weeks and Feeney, 2008). These strategic outsourcing arrangements are for those processes where the service provider can compensate for some client weakness beyond...
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...EVOLUTION AND SELF-INTEREST Richard Dawkins argues that at its most fundamental level, the genetic level, life is self-interested.1 Genes do only one thing; they replicate themselves. These replicators reside in and are carried around by biological vehicles (trees, animals, humans, fungus, etc.). The resources that support these biological vehicles are finite, so the process of life has become a competition among genes to create vehicles that can successfully compete for limited resources and survive to pass on their genetic code. Dawkins coined the term ‘selfish gene’ to emphasize the single, focused object of a gene’s existence. What he means is that the sole purpose of a gene is to make copies of itself using the Darwinian selection process; very selfishly ignoring the consequences this pursuit may have on other living entities. Self-interest is a requirement for survival. This does not mean, of course, that animals and humans cannot be altruistic sometimes, in certain activities.2 It does mean that no living entity can survive for long if it is only purely altruistic. On the other hand, survival is not necessarily jeopardized when an organism is purely self-interested. Altruism, in the absence of self-interest, is not evolutionarily stable in the biological world; it leads to extinction. It is for this reason that all extant life forms must be selfish. Humans, like all creatures, are self-interested; not because it is good to be selfish but because we would not be here if...
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