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The Case for Business Intelligence Assessments |
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| 100 % |
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A business intelligence assessment is a low-cost, actionable examination of the three areas critical to the implementation of any BI initiative: Business needs analysis, Organizational analysis, Technical/methodology analysis. In this article, Tom Burzinski discusses the following topics: When to conduct a BI assessment, Justifying a BI assessment, The assessment process, Asking the right questions, Outsourcing versus in-house assessments.
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Analysis & assessment | Intelligence planning |
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Beyond the Information Audit: Checking the Health of an Organization's Information System |
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| 58 % |
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Information audit, needs assessment, knowledge inventory — all are names for a process that examines the secret life of information within an organization. Where does the information come from? Where does it go? How is it used? How is it transformed? Who keeps it? Who shares it? An information audit can also reveal time and money wasted on information sources that no one uses and show why no one uses them.
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Analysis & assessment | Strategic planning |
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Where did Knowledge Management come from? |
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| 45 % |
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KM is a mature concept, since it is widely known and practiced in many large organizations. It might be useful to look back and see how KM developed, and what are its antecedents. What can explain the emergence of Knowledge Management? Globalization, says Mr Prusak in this essay, but also the awareness of the information significance in a firm.
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Analysis & assessment | Knowledge economy | Knowledge management strategy |
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A Knowledge Audit Must be People-Centred & People Focused |
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| 42 % |
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The knowledge audit should always be the first major stage of a knowledge management initiative. The objective is to determine exactly what tools and solutions are most appropriate to enable better knowledge management by the knowledge people in the organisation.
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Analysis & assessment | Methodology | Knowledge management strategy |
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Intellectual Capital ROI: A Causal Map of Human Capital Antecedents and Consequents |
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| 42 % |
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This report describes the results of a research study that measured the antecedents and consequents of effective human capital management. The research sample consisted of 76 senior executives from 25 companies in the financial services industry.
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Analysis & assessment | Intellectual capital |
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Knowledge Management: What Can Organizational Economics Contribute? |
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| 41 % |
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This paper by Nicolaj J. Foss and Volker Mahnke argues that organizational economics insights can further the theory and practice of knowledge management in several ways. Many topics are discussed such as knowledge management: perils and promises and organizational economics as a novel perspective in knowledge management.
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Analysis & assessment | Knowledge management strategy |
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KM in the U.S. Government Sector |
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| 41 % |
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Critical challenges, such as the threat of terrorism, bureaucratic organizational structures and an aging work force among others, are creating a need for U.S. government agencies to embrace knowledge management solutions. In this paper by Alex Motsenigos and Jocelyn Young, many topics are discussed such as: current challenges facing government agencies, the role of KM in government today, and applications of KM in government.
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Analysis & assessment | Knowledge management strategy |
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Why Knowledge Management Systems Fail? Enablers and Constraints of Knowledge Management in Human Enterprises |
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| 41 % |
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Drawing upon lessons learned from the biggest failure of knowledge management in recent world history and the debacle of the “new economy” enterprises, this chapter explains why knowledge management systems (KMS) fail and how risk of such failures may be minimized.
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Analysis & assessment | Knowledge management strategy |
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The Knowledge Management Puzzle |
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| 41 % |
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In this article, the authors distinguish the place of knowledge in organizations, and what do creation and communication of knowledge represent. They discuss both research areas and applied techniques that have received insufficient attention in knowledge management. There is also a relation between knowledge and intelligence, highlighting the field of intelligence testing. They conclude that motivation has been established as one of the major sources of failure in adoption of groupware in general.
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Analysis & assessment | Knowledge management strategy | Intellectual capital |
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Roads Diverge in Knowledge Management: A Tale of Two Law Firms |
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| 40 % |
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“Here is the story of two Washington, D.C. law firms and their ongoing, very different, paths to knowledge management. One, Shaw Pittman, is an advanced user of Lotus Notes. The second, Wilmer, Cutler & Pickering, is focusing on Internet technologies as its main tool.” There are also ten advices on Knowledge management strategies provided by Cindy Thurston from Shaw Pittman.
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Analysis & assessment | Software & tools | Knowledge management strategy |
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