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100508s2005 paua fsab 001 0 eng d |
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|z 2005004515
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|a 9781591403531 (ebook)
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|a 1591403537 (ebook)
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|z 1591403510(hardcover)
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|z 9781591403517 (hardcover)
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|z 9781591403524 (pbk.)
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|z 1591403529 (pbk.)
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|a 10.4018/978-1-59140-351-7
|2 doi
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|a (CaBNVSL)gtp00541178
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|a (OCoLC)456151604
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|a CaBNVSL
|c CaBNVSL
|d CaBNVSL
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|a HD30.2
|b .C237 2005e
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|a 658.4/038
|2 22
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| 245 |
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|a Case studies in knowledge management
|c [edited by] Murray E. Jennex.
|h [electronic resource] /
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|a Hershey, Pa. :
|b IGI Global (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA),
|c 2005.
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| 300 |
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|a electronic texts (xii, 372 p. : ill.) :
|b digital files.
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|a Issued as part of Cases on information technology series (CITS).
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|a Includes bibliographical references and index.
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|a Section I: Knowledge Management in Support of Organizational Learning: Chapter I. Learning from Simple Systems: The Case of JPL 101 / Lynne P. Cooper ... [et al.] -- Chapter II. A Knowledge Management Case Study in Developing, Documenting, and Distributed Learning / Brigette McGregor-MacDonald.
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|a Section II: Knowledge Management in Support of Retaining Organizational Knowledge: Chapter III. A Case Study on Assessing the Readiness of Professional Services Company to Build an Organizational Memory Information System / Hani Abel-Aziz, Khaled Wahba -- Chapter IV. Rebuilding Core Competencies When a Company Splits: A Case Study of Assessing and Rebuilding Expertise / Gail Corbitt.
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|a Section III: Knowledge Management Strategy: Chapter V.Exploring the Impacts of Knowledge (Re)Use and Organizational Memory on the Effectiveness of Strategic Decisions: A Longitudinal Case Study / Afsoun Hatami, Robert D. Galliers -- Chapter VI. Governance of Strategies to Manage Organizational Knowledge: A Mechanism to Oversee Knowledge Needs / Suzanne Zyngier, Frada Burstein, Judy McKay -- Chapter VII. Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command / Summer E. Bartczak, Ellen C. England.
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|a Section IV: Knowledge Management in Support of Projects: Chapter VIII. Knowledge Management in a Project Climate / Elayne Coakes, Anton Bradburn, Cathy Blake -- Chapter IX.Where Knowledge Management Resides within Project Management / Jill Owen, Frada Burstein.
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|a Section V: Knowledge Management is Support of Knowledge Transfer: Chapter X. Organizational Knowledge Sharing Based on the ERP Implementation of Yongxin Paper Co., Ltd. / Zhang Li, Tian Yezhuang, Li Ping -- Chapter XI. Supporting Research and Development Processes Using Knowledge Management Methods / Thomas Han, Bernhard Schmiedinger, Elisabeth Stephan -- Chapter XII. Know-CoM: Decentralized Knowledge Management Systems for CooperatingDie- and Mold-Making SMEs / Florian Bayer ... [et al.].
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|a Section VI: Issues in Knowledge Management: Chapter XIII. Reserve Bank of New Zealand: Journey Toward Knowledge Management / Yogesh Anand, David J. Pauleen, Sally Dexter -- Chapter XIV. A Comparative Case Study of Knowledge Resource Utilization to Model Organizational Learning / Colin White, David Croasdell -- Chapter XV. Implementing Knowledge-Enabled CRM Strategy in a Large Company: A Case Study from a Developing Country / Minwir Al-Shammari -- Chapter XVI. Why Knowledge Management Fails: Lessons from a Case Study / Ivy Chan, Patrick Y.K. Chau -- Chapter XVII. Infosys Technologies, Limited / Nikhil Mehta, Anju Mehta -- Chapter XVIII. Keeping the Flame Alive: Sustaining a Successful Knowledge Management Program / Eliot Rich, Peter Duchessi.
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|a Section VII: Knowledge Management Outcomes: Chapter XIX. Knowledge Management for Healthcare: Using Information and Communication Technologies for Decision Making / A.N. Dwivedi, Rajeev K. Bali, R.N.G. Naguib -- Chapter XX. Productivity Impacts from Using Knowledge / Murray E. Jennex.
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|a Restricted to subscribers or individual electronic text purchasers.
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3 |
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|a Case Studies in Knowledge Management provides case-based lessons learned from several examples of actual applications of knowledge management in a variety of organizational and global settings. A variety of KM issues are explored, including issues associated with building a KMS, organizational culture and its effect on knowledge capture, sharing, re-use, strategy, and implementation of KM initiatives and a KMS. The benefit of focusing on case and action research is that this research provides an extensive and in-depth background and analysis on the subjects, providing readers with greater insight into the issues discussed.
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|a Also available in print.
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| 538 |
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|a Mode of access: World Wide Web.
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|a Title from PDF t.p. (viewed on June 1, 2010).
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|a Knowledge management
|v Case studies.
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| 700 |
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|a Jennex, Murray E.,
|d 1956-
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|a IGI Global.
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|c (Original)
|w (DLC) 2005004515
|z 9781591403517
|z 1591403510
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| 830 |
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|a Cases on information technology series.
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| 856 |
4 |
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|u https://ezaccess.library.uitm.edu.my/login?url=http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-59140-351-7
|z View fulltext via EzAccess
|