scholarly journals Critical Role of 'T-Shaped Skills & Incentive Rewards' as Determinants for Knowledge Management Enablers: A Case of Indian Study

10.5772/48032 ◽  
2012 ◽  
Author(s):  
Abdul Hafeez-Baig ◽  
Raj Gururaj
Keyword(s):  
Knowledge Management ◽  
Critical Role ◽  
Indian Study

The Critical Role of Information Processing in Creating an Effective Knowledge Organization

2009 ◽  
pp. 1638-1651
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Critical Role ◽  
Knowledge Organization ◽  
Property Management ◽  
Core Knowledge ◽  
Intellectual Property Management ◽  
Knowledge Capability ◽  
Role Of Information

This article provides a conceptual framework and an architecture for an effective knowledge organization (EKO) that emphasizes the important role of information processing in facilitating the creation of a dynamic knowledge capability, which is the essence of an EKO. The architecture links core knowledge management, intellectual property management, organizational learning, and innovation modules with information processing as the hub, or linchpin. The organization’s need to distinguish among these components of an EKO is argued by comparing and contrasting the conceptual bases, objectives, processes, systems, performance measures, and culture of each module. This EKO viewpoint integrates many concepts and applications from various literatures, but it is somewhat contrary to the conventional wisdom that has tended to de-emphasize the significance of information technology in knowledge management.

Inquiring Organizations

2011 ◽  
pp. 411-419
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

Inquiring Organizations

2011 ◽  
pp. 179-187
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

Inquiring Organizations

2011 ◽  
pp. 244-250
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

Becoming a Knowledge Management Consultant

2019 ◽  
Vol 2 (1) ◽  
pp. 8-11
Author(s):  
Mostafa Sayyadi
Keyword(s):  
Knowledge Management ◽  
Critical Role ◽  
Improve Performance ◽  
Management Consultants ◽  
Management Consultant ◽  
Management Consultancy ◽  
The Impact ◽  
First Time

Abstract The focus of this article is the critical role of management consultancy in providing a rich basis to understanding the mechanisms by which knowledge management and operations risk is influenced. This article raises vital questions as to how management consultants can successfully contribute to knowledge management and subsequently improve performance at all levels of the organization. I extended the literature by showing how management consultants can contribute to knowledge management, facilitating and fostering a firm’s capabilities. Insufficient consideration of the impact of management consultancy on the effectiveness of knowledge management has been exposed and I attempt to address this concern for the first time.

The Role of the SLP in Autism Spectrum Disorder Screening and Assessment

2008 ◽  
Vol 15 (2) ◽  
pp. 50-59 ◽  
Author(s):  
Amy Philofsky
Keyword(s):  
Language Development ◽  
Critical Role ◽  
Children With Autism ◽  
Autism Spectrum ◽  
Children With Asd ◽  
Prevalence Estimates ◽  
Notable Increase ◽  
Screening Assessment ◽  
Critical Components

AbstractRecent prevalence estimates for autism have been alarming as a function of the notable increase. Speech-language pathologists play a critical role in screening, assessment and intervention for children with autism. This article reviews signs that may be indicative of autism at different stages of language development, and discusses the importance of several psychometric properties—sensitivity and specificity—in utilizing screening measures for children with autism. Critical components of assessment for children with autism are reviewed. This article concludes with examples of intervention targets for children with ASD at various levels of language development.

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