Abstract: Designing an interdisciplinary graduate program in knowledge management requires a good understanding of knowledge processes and the ability to differentiate between information management and knowledge management. Given the complexity of knowledge and the nature of its existence, there is a need for graduate programs to go beyond information management and include in
knowledge management
Integrated Curriculum Development: Knowledge Management Master’s Degree @ CSUN
Abstract: Knowledge Management (KM) can perhaps best be described as the strategic process through which an organization maximizes value from its intellectual and knowledge-based assets. It involves creating effective methods for building relationships and trust among employees so knowledge will be recognized, captured, organized, evaluated, shared, applied and reused in the most productive manner
Educating Knowledge Professionals in Library and Information Science Schools
Abstract: Knowledge management (KM) is a multidisciplinary subject which involves efforts from professionals with diverse backgrounds. This paper aims to investigate the needed educational background and skills for knowledge management professionals. In particular,the focus of the paper is to examine whether a master’s degree in library and information science (LIS) is a preferred educational
Federal Knowledge Management Working Group Seeks Answers
Abstract: The key to understanding and processing information may lie not in new technologies or advanced system architectures, but instead in the secret of effective storytelling. It also might be found just as easily in the classification of ideas, in the semantics of the Web, or even in the ability to pass personal lessons
Need for a Knowledge Management Body of Knowledge (KMBOK)
Abstract: In 1994, more than 30 commercial consultants and senior government employees participated in an important US Department of Defense (DOD) study. The study determined how to substantially improve DoD’s performance on a major strategic initiative, which at the time was Business Process Reengineering (BPR). Their valuable (but almost self-evident) results applied to all