Inhaltsangabe:Abstract: In an economy where the only certainty is uncertainty, the sure source of lasting competitive advantage is knowledge. Peter Drucker (1953) Companies like Microsoft, Netscape, Coca-Cola and Yahoo can be found under the top U.S. companies with the highest market values in 1999. The market value represents the measure of value that the investors and markets associate with the company. However, these companies are not valued for their tangible assets (buildings, inventory, etc.), they are valued for something which cannot be shown on a balance sheet: their intangibles. These include brand recognition, Patents, customer loyalty, innovative business ideas, past achievements, etc. These companies are valued for the knowledge they possess. However, knowledge is of little value, if it cannot be found when needed. Therefore, a successful knowledge management concept is of crucial importance for these companies. The knowledge management market is growing rapidly and it will continue to advance over the next years. Knowledge management is still a relatively young field with new concepts emerging constantly. Most knowledge management initiatives have focused entirely on changes in tools and technologies, such as intranets and Lotus Notes. But knowledge management is more complex: it covers everything the company does to make knowledge available to everyone. The twenty-first century gives companies the tools and connectivity to easily obtain, share, and act on information quickly. Knowledge management uses these possibilities and recent studies showed that companies gained a competitive advantage by implementing it. According to Accenture research, a well implemented knowledge management process can improve employee productivity by an average of 60%. Often, knowledge management is seen as storing documents in a database, thus hoping to enhance knowledge sharing through the implementation of technology. But to successfully apply knowledge management, companies need to implement a process of motivating and inciting people to share information. The old saying Knowledge is power is still popular. The people who are hoarding their knowledge believe that it makes them irreplaceable. However, real power does not come from knowledge kept, but from knowledge shared. People are expected to cooperate, to be open, to participate within the new economy, but resistance can be expected. Obviously, knowledge management is a combination of [...]

Technology advances are making tech more . . . human. This changes everything you thought you knew about innovation and strategy. In their groundbreaking book, Human + Machine, Accenture technology leaders Paul R. Daugherty and H. James Wilson showed how leading organizations use the power of human-machine collaboration to transform their processes and their bottom lines. Now, as new AI powered technologies like the metaverse, natural language processing, and digital twins begin to rapidly impact both life and work, those companies and other pioneers across industries are tipping the balance even more strikingly toward the human side with technology-led strategy that is reshaping the very nature of innovation. In Radically Human, Daugherty and Wilson show this profound shift, fast-forwarded by the pandemic, toward more human—and more humane—technology. Artificial intelligence is becoming less artificial and more intelligent. Instead of data-hungry approaches to AI, innovators are pursuing data-efficient approaches that enable machines to learn as humans do. Instead of replacing workers with machines, they're unleashing human expertise to create human-centered AI. In place of lumbering legacy IT systems, they're building cloud-first IT architectures able to continuously adapt to a world of billions of connected devices. And they're pursuing strategies that will take their place alongside classic, winning business formulas like disruptive innovation. These against-the-grain approaches to the basic building blocks of business—Intelligence, Data, Expertise, Architecture, and Strategy (IDEAS)—are transforming competition. Industrial giants and startups alike are drawing on this radically human IDEAS framework to create new business models, optimize post-pandemic approaches to work and talent, rebuild trust with their stakeholders, and show the way toward a sustainable future. With compelling insights and fresh examples from a variety of industries, Radically Human will forever change the way you think about, practice, and win with innovation.

While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.

Organizations of all types are consistently working on new initiatives, product lines, or implementation of new workflows as a way to remain competitive in the modern business environment. No matter the type of project, employing the best methods for effective execution and timely completion of the task at hand is essential to project success. The implementation of computer technology has provided further opportunities for innovation and progress in the daily operations and initiatives of corporations. Knowledge Management and Innovation in Network Organizations: Emerging Research and Opportunities is an essential scholarly resource that explores the use of information communication technologies in management models and the development of network organizations operating in various sectors of the economy. Highlighting coverage on a wide range of topics such as cloud computing, organizational development, and business management, this book is ideal for business professionals, organizational researchers, and academicians interested in the latest research on network organizations.

THE PROJECT MANAGEMENT MCQ (MULTIPLE CHOICE QUESTIONS) SERVES AS A VALUABLE RESOURCE FOR INDIVIDUALS AIMING TO DEEPEN THEIR UNDERSTANDING OF VARIOUS COMPETITIVE EXAMS, CLASS TESTS, QUIZ COMPETITIONS, AND SIMILAR ASSESSMENTS. WITH ITS EXTENSIVE COLLECTION OF MCQS, THIS BOOK EMPOWERS YOU TO ASSESS YOUR GRASP OF THE SUBJECT MATTER AND YOUR PROFICIENCY LEVEL. BY ENGAGING WITH THESE MULTIPLE-CHOICE QUESTIONS, YOU CAN IMPROVE YOUR KNOWLEDGE OF THE SUBJECT, IDENTIFY AREAS FOR IMPROVEMENT, AND LAY A SOLID FOUNDATION. DIVE INTO THE PROJECT MANAGEMENT MCQ TO EXPAND YOUR PROJECT MANAGEMENT KNOWLEDGE AND EXCEL IN QUIZ COMPETITIONS, ACADEMIC STUDIES, OR PROFESSIONAL ENDEAVORS. THE ANSWERS TO THE QUESTIONS ARE PROVIDED AT THE END OF EACH PAGE, MAKING IT EASY FOR PARTICIPANTS TO VERIFY THEIR ANSWERS AND PREPARE EFFECTIVELY.

This book celebrates the past, present and future of knowledge management. It brings a timely review of two decades of the accumulated history of knowledge management. By tracking its origin and conceptual development, this review contributes to the improved understanding of the field and helps to assess the unresolved questions and open issues. For practitioners, the book provides a clear evidence of value of knowledge management. Lessons learnt from implementations in business, government and civil sectors help to appreciate the field and gain useful reference points. The book also provides guidance for future research by drawing together authoritative views from people currently facing and engaging with the challenge of knowledge management, who signal a bright future for the field.

This book presents the latest management ideas in knowledge creation and management in readable and non-technical chapters. Leading experts have contributed chapters in their fields of expertise. Each distils his or her subject in a chapter that is accessible to managers who want to learn what can be applied to their organizations without the distracting details of research methodology. Each chapter, however, is based on careful research. The book is organized so that readers can easily find chapters of most interest and value to them. The emphasis is on the practical applications of knowledge to a wide variety of organizations and functional areas.