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.Similarly,e-mail has become an indispensable enabler in theoffice environment, providing asynchronous communications and therebyfreeing knowledge workers from the endless loop of voice mail messages.As information technology permeates the fabric of the corporation,Knowl-edge Management will one day cease to be considered a separate entity oractivity; like e-mail, it will become an expected part of the workload.Of course, until that time, corporations keenly invested in securingan advantage over the competition will embrace differentiating technolo-gies at the leading edge of Knowledge Management.For example, someforward-looking companies are investigating the potential of the GreatGlobal Grid (GGG) to support real-time information visualization andexpert systems as components of hand-held decision support systems.The GGG promises to bring supercomputer power to knowledgeworkers through their PDAs.189 ESSENTI ALS of Knowl edge ManagementAnother KM-related technology on the near horizon is virtualKnowledge Management, where the wired and wireless web enablesknowledge workers to collaborate and communicate, regardless of loca-tion.Of course, there are concomitant issues of security, privacy, and theinability of knowledge workers to escape work in a fully connectedworld.Despite these challenges, Knowledge Management, like a fullycomputerized corporation, remains an increasingly achievable goal thatis quickly becoming expected corporate behavior.The challenge inmost organizations for the CEO and other senior managers is to makea judicious commitment to explore the potential of a KM strategy intheir unique environment.SummaryKnowledge Management begins with a practical implementation planthat adequately addresses people, process, and technology challenges,whether working with vendors and developers or shifting the corporateculture to embrace the concept and reality of a knowledge organization.An insightful and capable senior manager can recognize and appreciatepredictors of a successful KM initiative and manage the potential risksinvolved.As long as stakeholder expectations are managed in a way thatavoids the hype that kills other business innovations, the prospects for asuccessful KM implementation, and for the KM industry as a whole,look exceptionally bright.The great danger for most of us is not that our aimis too high and we miss it, but that it is too lowand we reach it. Michelangelo190 Further ReadingBooksHarvard Business Review on Organizational Learning.(2001).Boston: Harvard Business School Press.Hamper, B.(1991).Rivethead:Tales from the Assembly Line.New York:Warner Books.Horibe, F.(1999).Managing Knowledge Workers.Etobicoke,Ontario: John Wiley & Sons Canada Limited.Hruby, F.(1999).TechnoLeverage.New York: AMACOM Books.Martin, J.(1996).Cybercorp.New York: AMACOM Books.Michaels, E., H.Handfield-Jones, et al.(2001).The War for Talent.Cambridge, MA: Harvard Business School Press.Rumizen, M.(2001).The Complete Idiot s Guide to KnowledgeManagement.New York: Alpha Books.Shortliffe, E., L.Perreault, et al., eds.(2001).Medical Informatics:Computer Applications in Health Care and Biomedicine.New York: Springer.Tiwana, A.(1999).The Knowledge Management Toolkit: PracticalTechniques for Building a Knowledge Management System.Englewood Cliffs, NJ: Prentice-Hall.Weneger, E.(1987).Artificial Intelligence and Tutoring Systems.New York: Morgan Kaufmann Publishers.PeriodicalsCIO MagazineKnowledge Management MagazineMIT Sloan Management ReviewHarvard Business Review191 Fur t her Readi ngWeb Sites Catering to Knowledge ManagementAmerican Productivity & Quality Center: www.apqc.orgCIO Magazine s Knowledge Management Research Center:www.cio.com/research/knowledgeKnowledge Management in the Federal Government: www.km.govKnowledge Management Magazine: www.kmmagazine.comOnline: www.onlinemag.netVirtual Business Magazine: www.vbmagazine.comWharton Business School: www.Knowledge.Wharton.upenn.edu192 GlossaryAmerican Productivity and Quality Center (APQC) One of the leadingindustry groups in the area of Knowledge Management.APOC iscredited with kick-starting the application of KnowledgeManagement in business.Application A software program that supports a specific task, such asword processing.Application service provider (ASP) A technology that provides accessto software through a Web browser, negating the need for thecustomer to purchase and run the software locally.Architecture The general technical layout of a computer system.Artificial intelligence (AI) The branch of computer science concernedwith enabling computers to simulate human intelligence.Machine learning, natural language processing, neural networks,and expert systems are all examples of applied artificial intelli-gence.B2E management Business-to-employee management, where theknowledge worker is treated like a customer to certain businessservices [ Pobierz całość w formacie PDF ]
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.Similarly,e-mail has become an indispensable enabler in theoffice environment, providing asynchronous communications and therebyfreeing knowledge workers from the endless loop of voice mail messages.As information technology permeates the fabric of the corporation,Knowl-edge Management will one day cease to be considered a separate entity oractivity; like e-mail, it will become an expected part of the workload.Of course, until that time, corporations keenly invested in securingan advantage over the competition will embrace differentiating technolo-gies at the leading edge of Knowledge Management.For example, someforward-looking companies are investigating the potential of the GreatGlobal Grid (GGG) to support real-time information visualization andexpert systems as components of hand-held decision support systems.The GGG promises to bring supercomputer power to knowledgeworkers through their PDAs.189 ESSENTI ALS of Knowl edge ManagementAnother KM-related technology on the near horizon is virtualKnowledge Management, where the wired and wireless web enablesknowledge workers to collaborate and communicate, regardless of loca-tion.Of course, there are concomitant issues of security, privacy, and theinability of knowledge workers to escape work in a fully connectedworld.Despite these challenges, Knowledge Management, like a fullycomputerized corporation, remains an increasingly achievable goal thatis quickly becoming expected corporate behavior.The challenge inmost organizations for the CEO and other senior managers is to makea judicious commitment to explore the potential of a KM strategy intheir unique environment.SummaryKnowledge Management begins with a practical implementation planthat adequately addresses people, process, and technology challenges,whether working with vendors and developers or shifting the corporateculture to embrace the concept and reality of a knowledge organization.An insightful and capable senior manager can recognize and appreciatepredictors of a successful KM initiative and manage the potential risksinvolved.As long as stakeholder expectations are managed in a way thatavoids the hype that kills other business innovations, the prospects for asuccessful KM implementation, and for the KM industry as a whole,look exceptionally bright.The great danger for most of us is not that our aimis too high and we miss it, but that it is too lowand we reach it. Michelangelo190 Further ReadingBooksHarvard Business Review on Organizational Learning.(2001).Boston: Harvard Business School Press.Hamper, B.(1991).Rivethead:Tales from the Assembly Line.New York:Warner Books.Horibe, F.(1999).Managing Knowledge Workers.Etobicoke,Ontario: John Wiley & Sons Canada Limited.Hruby, F.(1999).TechnoLeverage.New York: AMACOM Books.Martin, J.(1996).Cybercorp.New York: AMACOM Books.Michaels, E., H.Handfield-Jones, et al.(2001).The War for Talent.Cambridge, MA: Harvard Business School Press.Rumizen, M.(2001).The Complete Idiot s Guide to KnowledgeManagement.New York: Alpha Books.Shortliffe, E., L.Perreault, et al., eds.(2001).Medical Informatics:Computer Applications in Health Care and Biomedicine.New York: Springer.Tiwana, A.(1999).The Knowledge Management Toolkit: PracticalTechniques for Building a Knowledge Management System.Englewood Cliffs, NJ: Prentice-Hall.Weneger, E.(1987).Artificial Intelligence and Tutoring Systems.New York: Morgan Kaufmann Publishers.PeriodicalsCIO MagazineKnowledge Management MagazineMIT Sloan Management ReviewHarvard Business Review191 Fur t her Readi ngWeb Sites Catering to Knowledge ManagementAmerican Productivity & Quality Center: www.apqc.orgCIO Magazine s Knowledge Management Research Center:www.cio.com/research/knowledgeKnowledge Management in the Federal Government: www.km.govKnowledge Management Magazine: www.kmmagazine.comOnline: www.onlinemag.netVirtual Business Magazine: www.vbmagazine.comWharton Business School: www.Knowledge.Wharton.upenn.edu192 GlossaryAmerican Productivity and Quality Center (APQC) One of the leadingindustry groups in the area of Knowledge Management.APOC iscredited with kick-starting the application of KnowledgeManagement in business.Application A software program that supports a specific task, such asword processing.Application service provider (ASP) A technology that provides accessto software through a Web browser, negating the need for thecustomer to purchase and run the software locally.Architecture The general technical layout of a computer system.Artificial intelligence (AI) The branch of computer science concernedwith enabling computers to simulate human intelligence.Machine learning, natural language processing, neural networks,and expert systems are all examples of applied artificial intelli-gence.B2E management Business-to-employee management, where theknowledge worker is treated like a customer to certain businessservices [ Pobierz całość w formacie PDF ]