Abstract: Earlier this year, RRU’s Knowledge Management Programs launched an on-line course on Communities of Practice: KM 650. “We chose this topic for several reasons,” says acting program director Alice MacGillivray. “Most importantly, we were hearing from KM representatives in government and industry that community leadership is increasingly important and more challenging than it
Role of Information Professionals in Knowledge Management Programs
Abstract: The implementation of a knowledge management program in an organization has the potential of improving customer services, quickly bringing new products to market, and reducing cost of business operations. Information technologies are often used in knowledge management programs in informing clients and employees of latest innovation/development in the business sector as well as
Knowledge Management vs. Competitive Intelligence
Abstract: Competitive Intelligence (CI) and Knowledge Management (KM) are hot topics around many organizational water coolers. Yet little has been written on how they interrelate or how to improve the mutual competencies of CI and KM workers. In the following article first published in the July-Aug edition of Competitive Intelligence magazine (Vol 6, Number
Professional Learning for Knowledge Services
Abstract: Knowledge Services is an enterprise-wide management methodology that enables companies and organizations achieve excellence, both in the performance of internal staff and in their interactions with external customers. Knowledge Services is more than knowledge management. Defined as the convergence of information management, knowledge management, and strategic (performance-centered) learning, Knowledge Services
Training strategies to promote the ability to learn
Abstract: Knowledge management has attracted much attention as a key strategy to organizational success and survival in today’s unpredictable and highly competitive environments. And yet, unless people in organizations possess the learning capability to use knowledge creatively, a well‐developed knowledge management system cannot be directed at sustaining profitability. Managing knowledge involves both perspectives and