LEADER 05482nam 2200649Ia 450 001 9910451999103321 005 20211013175107.0 010 $a1-282-40854-2 010 $a9786612408540 010 $a0-313-05370-7 035 $a(CKB)1000000000451894 035 $a(EBL)554189 035 $a(OCoLC)57478112 035 $a(SSID)ssj0000180002 035 $a(PQKBManifestationID)11923028 035 $a(PQKBTitleCode)TC0000180002 035 $a(PQKBWorkID)10148886 035 $a(PQKB)11137614 035 $a(MiAaPQ)EBC554189 035 $a(Au-PeEL)EBL554189 035 $a(CaPaEBR)ebr10349212 035 $a(CaONFJC)MIL240854 035 $a(EXLCZ)991000000000451894 100 $a20030211d2003 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aInstalling and managing workable knowledge management systems$b[electronic resource] /$fAlbert H. Rubenstein and Eliezer Geisler 210 $aWestport, Conn. $cPraeger$d2003 215 $a1 online resource (240 p.) 300 $aDescription based upon print version of record. 311 $a1-56720-568-2 320 $aIncludes bibliographical references and index. 327 $aContents; Figures; Preface; 1 What We Know about Knowledge Management Systems; Some Brief Definitions; Expectations from Current and Planned KM Systems; What Does the Reader Want from a Book Like This?; The Process Flow Model; 2 Why KM Systems Are Needed-Temporal and Spatial Dimensions; Why KM Systems Need a Spatial Dimension; Many Design and Operating Issues Remain in KM Systems-Lessons Learned to Date; Adequate Technology for KM Systems Is Currently in Hand or on the Way; Does Everyone Need a KM System?; Components of Intelligent Machines for KM Systems; Common Engines 327 $aSome Software Tools to Support Communication in KM Systems3 Why Has KM Worked or Not Worked?; Organizational Factors; Human Factors; Factors Inherent in the KM Systems; Strategies That Do Not Work; Why KM Has Worked; Factors Affecting Use of Other Systems; 4 How to Start; Who Should Kick It Off; The Design and Rollout Team; How to Keep It Simple; How to Start Developing or Re-developing a KM System; Methodologies for Designing Systems from the Viewpoint of the User; Field Experiments; Chapter Nuggets; 5 How to Measure Costs and Benefits of a KM System; Why Measure; What to Measure 327 $aWhich Metrics to UseMetrics at the Organizational Level; How to Set Up a Metrics System; Role of Culture and Procedures; How to Link Metrics to Managerial Practice; 6 What Are Intellectual or Knowledge Nuggets?; Introduction and Some Examples; Nuggets vs. Planning and Forecasting; Trust in Sources and Experts and the Robustness of Nuggets; Whom to Trust with Respect to the ""Truth"" or Usefulness of Nuggets; Parsing and Peeling the Nuggets; Keywords and Other Tags for Identifying and Retrieving Nuggets; Supernuggets; Transferability of Nuggets; Nuggets as Personal Property 327 $aA Final Note on Raw NuggetsChapter Nuggets; 7 Who Are the Key Players?; Categories of Key Players; Experts: Internal and External; Roles Related to the Tasks in the Process Model; Direct Tasks; Supporting Tasks; Key Players; Changes in User Population and Needs; Chapter Nuggets; 8 How to Sell KM Systems; What Are We Selling?; How to Sell to Internal Customers; Selling in Stages; How to Sell to External Customers; 9 Who Are the Users? What Are Their Needs and Characteristics?; The Need for Improved User Interfaces; Some Key Aspects of User Interfaces; Interactive Interfaces 327 $aInformation Seeking and Using StyleIndividual KM Systems; The Role of Intelligent Assistants; Some Methodologies for Designing Systems for the User; Chapter Nuggets; 10 How to Address Special Cases and Application Areas; Committees and Task Forces; Purchasing; Management of Medical Technology; New CEO or Other Senior Manager; Fatal or Expensive Flaws in Strategy; Downsizing and Restructuring; Retirements, Individual Reassignments, Promotions, Turnover, and Other Losses or Unavailabilities of Key People; Refocusing the R&D/Technology Program in New Directions 327 $aCapturing and Preserving Intellectual Property Involved in Acquisitions and Strategic Alliances 330 $aEvery organization should have some method of capturing, storing, transforming, retrieving, and using knowledge and lessons learned. This book has been written to help managers throughout the organization to design and develop knowledge management systems that are effective and lasting. Successful knowledge management systems are integrated into the corporate culture and the existing information systems apparatus. They are introduced gradually, so as not to clutter the testing phase with too many details. And simple and appropriate metrics are utilized at each stage of the design and operating 606 $aManagement information systems 606 $aInformation technology 608 $aElectronic books. 615 0$aManagement information systems. 615 0$aInformation technology. 676 $a658.4/038/011 700 $aRubenstein$b Albert H.$f1923-2013.$01038911 701 $aGeisler$b Eliezer$f1942-$01038912 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910451999103321 996 $aInstalling and managing workable knowledge management systems$92460778 997 $aUNINA