With 75% of your organization's information contained in unstructured formats, can you transform it into 'usable content?' The problem that e-business exposes most often is inadequate integration.
Recently, the need for knowledge management has been drastically increasing so organizations may meet the high level of dynamic, complex business change and uncertainty. In particular, knowledge sharing has been recognized as a critical process through which organizational knowledge can be utilized. For successful knowledge sharing, companies need to capitalize on various socio-technical enablers. The primary objective of this paper is to provide a better understanding of how these enablers can affect knowledge sharing intention and behavior, and explore practical implications for knowledge sharing. For this purpose, the paper proposes a theoretical model to investigate these enablers from a socio-technical perspective. PLS (Partial Least Square) analysis was employed to validate the model. This field study involves 164 users. Furthermore, interviews with experts were investigated for practical implications. Our analysis reveals that social enablers such as trust and reward mechanisms are more important than technical support in isolation for facilitating knowledge sharing.
The growth of e-business is driving organizations to manage and distribute digital content, including images, computer-generated output, business documents, rich media and more.
Object oriented coding languages are used to more accurately label and search for content embedded in electronic texts. An object can be a graphic, a row of specific data housed in a table, a written text, or any other piece of information that conveys meaning. XML, XLink and RDF are second-generation object-oriented coding languages and tools derived from SGML. I illustrate how these object-oriented languages can effectively deploy the indexing techniques and systems traditionally used by information professionals.
In our world, information comes at us from all sides with the same lack of wholeness or trustworthiness. News outlets twist assumptions and conclusions to pander to their audience’s political predispositions. Social networks include feedback from all types of personalities with some good and some self-serving, and some just plain erroneous information. Companies provide product information scattered across knowledgebases, web sites, forums, and formal documentation with a corporate bias aimed at the prospective sale. Emails clog up our inboxes and authenticity is at a premium. The result is an overload of questionable information and little functional knowledge.
Discusses some principles of managing an information search firm and their similarities to managing corporate libraries. Compares information search firms to other professional service firms. Describes the evolution of one small business and science information search firm. Gives insights into managing customer service and client relationships, quality control and processes, risk taking and professional growth. Touches on David Maister's theory of the quality experience and Michael Gerber's idea of the role of the entrepreneur vs the technician in small start-up businesses.
A common and recurrent theme that I keep coming across is how to measure the value of knowledge management, e.g. the return on investment (ROI) of implementing a knowledge management strategy.
Large paper documents can be difficult to manage and control, but large online documents and huge volumes/suites of information can be a nightmare if you do not use management software from the beginning. There are many different types of ways you can approach managing your materials.
We hear the term knowledge management bandied about. It sounds suspiciously like a trendy new phrase for what we used to call 'documentation.' In truth, knowledge management is more than documentation. It encompasses documentation, data management, library management, and information design. Knowledge management is increasingly important; as the amount of content has increased, the task of locating the information in the content has become more difficult. You see, information is different from content. And knowledge is something that derives from information.
Metrics are a concrete way of defining what a knowledge management or content management project will achieve, and whether it met those goals. In an environment of tight budgets and high expectations, metrics are an appropriate next step for an industry that prides itself on delivering big benefits. Defining metrics is not easy, however, and much study and further practical experience will be needed before implementing such measures becomes simple or commonplace. This article reviews the benefits of metrics, outlines some commonly used measures, and presents some practical tips and tricks. It is hoped that this article will further stimulate the current discussions on the use of metrics in the knowledge management and content management communities.
Thank heavens for big sisters—especially mine. I was over at Franca's house sipping hot chocolate and catching up on life. While we spoke, she was assembling another one of her family scrapbook masterpieces. We started talking about her work—she is an international marketing and publication relations consultant. As we discussed the internal communication challenges one of her clients was facing, I had a flash of brilliance. What if we helped the client put together a story scrapbook and then used it to facilitate conversations around the organization?
In their attempts to communicate innovation, technical writers produce what Everett Rogers calls "technology-embodied information," per the Diffusion of Innovations theory. This study focuses on technical writers working for multinational software firms in the Philippines and seeks to explain their function as gatekeepers in the information traffic between development centres and software users. The practices of technical writers — representative of eight software companies — are collected, described, and analysed according to qualitative design. The study uses the focus group discussion as its primary research tool, triangulated by portfolio and process documentation analyses. Key themes are presented in step-flow. The study illustrates technical communication tasks such as user profiling, knowledge capture, and information delivery within the framework of technology transfer.
This column aims to answer the question: where is the knowledge in a content management system (CMS)? In doing so, light will be shed upon the long-term value of a CMS in capturing organisational knowledge, and the role a CMS has to play in a broader knowledge strategy. Interestingly, the knowledge is not in the content itself. Instead, it's in the processes and practices that surround a content management system. By recognising the importance of these supporting activities, the greatest benefits can be gained from implementing the CMS, and the goals of the broader knowledge strategy can be met.