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The Knowledge Tornado: Bridging the Corporate Knowledge Gap by Marcus Goncalves

Posted On March 23, 2017 at 9:00 pm by / Comments Off on The Knowledge Tornado: Bridging the Corporate Knowledge Gap by Marcus Goncalves

By Marcus Goncalves

This new moment version incorporates a thoroughly new bankruptcy on cloud computing. Order the print model right here, otherwise you can pattern and buy the book variation (in pdf structure) at the ASME electronic Library (asmedl.org/ebooks/asme/asme_press/859957)

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Because mo ost people in n the workforrce get their direct d information from, aand usually d develops trust in, their im mmediate sup pervisors, they are heavily y influenced by the attitu udes and actiions of these middle man nagers. 17 16 Sou urce: Paul Iske and a Willem Boerrsma. 2005. Conn nected Brains—Q Question and An nswer Systems fo or Knowledge Sh haring: Conceptss, Implementatioon, and Return on n Investment. Jou urnal of Knowleedge Managemen nt. Vol. 1, 126–145. 1 Emerald d Group Publish hing Limited.

17 16 Sou urce: Paul Iske and a Willem Boerrsma. 2005. Conn nected Brains—Q Question and An nswer Systems fo or Knowledge Sh haring: Conceptss, Implementatioon, and Return on n Investment. Jou urnal of Knowleedge Managemen nt. Vol. 1, 126–145. 1 Emerald d Group Publish hing Limited. 17 Carlzon, J. Moment ts of Truth. ,, 1987. 46 Although communication is essential in stable times, it becomes critical and extremely important during times of change and uncertainty. Rumors, informal networks, official organizational policies, and rules, as well as personalities and fear of job loss or power changes, all heavily influence the accuracy, noise level and usefulness of communication.

If the CEO and the executive management team are not supportive of the KM strategy, rest assured there is no chance KM can play a major role in transforming your organization. However, a decade ago, many corporations were not yet clear about the need to manage knowledge. In 2000, the Conference Board surveyed 158 companies on the subject and found that 80 percent had launched some kind of KM activity, but only 15 percent had specific, stated KM objectives and goals. Companies such as Barnett International, Cap Gemini America, Cranfield University School of Management, Royal Bank of Canada, Saba, UCB Pharma, and Warner-Lambert Company have been taking advantage of KM for more than a decade now.

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