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Knowledge Management An Integrated Approach 2nd Edition Ashok Jashapara - Solutions
What are the barriers facing human–computer interaction and the ability of humans to place greater trust in personalisation and agent technologies to meet their needs?
If knowledge-discovery techniques can analyse only 5–10 per cent of data in large databases, what are the dangers of making decisions and building strategies on partial information?
What parameters are likely to encourage the adoption of certain tools and technologies over others in organisations?
Apart from saving travel costs, what are the likely advantages of using video-conferencing tools in an organisation?
What is the best way of managing two large data warehouses in a merger or acquisition situation?
When are traditional tools of knowledge creation and sharing such as a blank piece of paper or telephone more useful than more sophisticated tools outlined in this chapter?
What KM tools are most appropriate for a given business problem?
What is the nature of different KM tools and technologies?
How do these technologies help capture and share the valuable tacit knowledge or‘know how’ in an organisation?
Why are Web 2.0 tools important for business?
What are the different forms of Web 2.0 tools?
How can you overcome the scepticism of boardrooms towards Web 2.0 tools?
Reflect on all the different aspects of your knowledge that you use in everyday life.Spend five minutes drawing a map showing the diversity of your knowledge and the relationships between the various stands. You may find the analogy of a knowledge tree useful, with major branches and smaller
From your experience, what role has serendipity played when you’ve been trying to find information? Can you describe these experiences and see any patterns within them? How valuable have you found formal methods of information retrieval? What informal methods do you use to find information? If
What do you consider to be the main strengths and limitations of case-based reasoning systems in organisations? How often do you use past lessons and experiences to solve current problems? What would you consider to be the time limits, if any, of past experience? Some managers may believe that past
Reflect on how the internet and your company’s intranet have increased your knowledge base. What are the strengths and limitations of this new medium? How can the internet or extranet help your organisation share knowledge across your value chain? Do you foresee any dangers in using the internet
Relational databases are very popular in organisations nowadays. What are your experiences of using these databases? How useful do you find them, particularly databases of customer records? Are there inherent limitations in using them for particularly large databases? How would you rate your
What benefits have wikis brought to Shell?
How would you promote greater user engagement with wikis in Shell?
What are the benefits of virtual worlds such as Second Life for Shell?
Assuming high developmental costs, what can organisations do if they find their intranets and data warehouses are rarely visited by their employees?
How could second-generation semantic webs co-exist with first-generation, HTMLbased webs? Are there potential opportunities and challenges for knowledge sharing?
In group processes, how do you manage conflicting ‘collective maps’ of tacit routines?
A 2002 thesis proposed by Stephen Wolfram, chief executive of Mathematica, was that all knowledge could be described as an algorithm. How far do you agree with such a proposition and is the end goal of KM tools to discover these underlying algorithms?
What are the barriers facing human–computer interaction and the ability of humans to place greater trust in personalisation and agent technologies to meet their needs?
If knowledge-discovery techniques can analyse only 5–10 per cent of data in large databases, what are the dangers of making decisions and building strategies on partial information?
What parameters are likely to encourage the adoption of certain tools and technologies over others in organisations?
Apart from saving travel costs, what are the likely advantages of using video-conferencing tools in an organisation?
What is the best way of managing two large data warehouses in a merger or acquisition situation?
When are traditional tools of knowledge creation and sharing such as a blank piece of paper or telephone more useful than more sophisticated tools outlined in this chapter?
Clearly outline why KM, its tools techniques, technologies and tactics are so critical in moving from data to decisions in a radiology settings.
What are the major barriers and facilitators in effecting such transformations? Be sure to identify these in terms of people, process and technology issues.
What processes are involved in the care of the joint replacement patient?
How can the tacit, implicit and explicit knowledge be organized?
What are key metrics and measurements of success?
How can current resources be maximized and optimized?
What are the impediments to getting the work done?
How can capacity be increased?
What technologies would improve processes?
What is the role for KM in this context?
Outline how both tacit knowledge and explicit knowledge would increase the efficacy of the breast screening program.
In order to develop an appropriate KM solution, it is necessary to consider people, process and technology issues. Outline how the key considerations of people, process and technology are relevant to the current work.
How can the knowledge created through artificial intelligence be mapped to KM and its core components? Justify your explanation with appropriate examples.
What strategies would you recommend to foster a KM culture in healthcare (similar to the breast screening case exercise)?
What are the cultural considerations that are highlighted in this case and how does KM facilitate reaching a superior healthcare outcome?
Identify examples of tacit and explicit knowledge in this scenario?
What are some general lessons?
Why and how can a KM approach facilitate the implementation process?
Outline a suitable KM driven success scenario. Be as specific as you can and be sure to address all people, process and technology issues.
How do you embed knowledge management technologies to a given culture?
what types of cultures are likely to facilitate knowledge sharing and how do you achieve them?
what is the role of the manager in cultivating communities of practice?
what are the drawbacks of collaborative working?
How can technology support complex collaborations?
what are the challenges of collaborating in virtual environments?
Culture is often described as the way we do things around here. How would you describe the culture of your organisation? How homogeneous would you describe this culture? Are you aware of subcultures that exist within your organisation? How prevalent are they? Have you observed any changes in your
what do you see as potential problems in a values-led organisation or a values-led society? How would you describe your own values? From your experience, have you had encounters where your values have differed dramatically from your organisation’s values? if so, please describe the nature of
Reflect on situations where you have had cultural misunderstandings among friends or colleagues at work. How did you manage those situations and what lessons did you learn? How could some of those misunderstandings have been avoided and better cultural understanding be promoted in your organisation?
Reflect on your experiences of knowledge sharing. what social environments have made you feel more comfortable about sharing your knowledge? do you think that incentives would help you share knowledge more easily in your organisation? if so, what form do you think these incentives should take? Are
Reflect on different stories you may have heard in your organisation over the past few months. describe some of the stories that are foremost in your mind. what role do these stories play in your working life? For example, do they help you to work much better? if so, what aspects of stories have
what changes to knowledge online should John mcQuary recommend to Alan boeckmann in light of Fluor’s rapid expansion in south America?
what are the shortcomings of Fluor’s online communities and how could they be improved?
How can Fluor get employees to share project mistakes on knowledge online for the benefit of other employees and the organisation?
if culture is so difficult to change let alone understand, why should managers concern themselves with such a construct?
Communities of practice place considerable emphasis on stories and narratives for embedding tacit knowledge. what are the dangers in the current literature for not considering other surface manifestations of culture in communities of practice?
what issues need to be considered when the culture of different communities of practice may differ significantly from the dominant organisational culture?
is radical innovation or double-loop learning asking for cultural change when its tenets are to question the underlying assumptions and values in an organisation?
what is the relevance of measuring organisational or group cultures?
How does the concept of ‘ba’ add to the seCi model of knowledge conversion?
in what ways could the development of values of ‘care’ be detrimental to an organisation?
if communities of practice are the main component of a firm’s knowledge management strategy, how do you evaluate them?
what are the advantages and disadvantages of online communities of practice or threaded discussion groups?
How do you discard obsolete practices and routines that are embedded in a community of practice?
What are the problems of an action-oriented organisation?
How can reflection be incorporated into organisational routines?
How can tacit and explicit knowledge be managed effectively?
How can ‘past experience’ be stored in a manner that is useful and meaningful to staff on a daily basis?
How can organisations effectively manage the‘Net Generation’?
How can organisations harness the power of technology through the ‘Net Generation’?
What are the best working hours for the ‘Net Generation’?
Reflect on your way of looking at the world. Have you ever done any philosophical introspection to understand your own position in amongst the diverse ways of looking at the world? Are you more of a thinker or a doer? Do you think that this has any impact on how you see the world? Have you ever
On many levels, the pragmatist perspective may be considered to be the most appropriate one for managers. What do you think are the strengths and limitations of this perspective? Can you think of any circumstances when a pragmatist perspective could be detrimental to an organisation? Why do you
How appropriate do you believe it is to define and classify roles in organisations under‘know that’ and ‘know how’? When employers ask for skills and experience in person specifications, are they purely looking for ‘know how’? Passing a football around an organisation provides a useful
Look closely at Burrell and Morgan’s (1979) four paradigms. Why do you think that there has been almost negligible management research from a ‘radical humanist’ or‘radical structuralist’ perspective? What are the problems of ‘free will’ assumptions in management research? Do you
How would you describe your own knowledge? Do you use words such as ‘know how’and ‘know that’? Spend some time thinking about your own knowledge and make a list of words that describe your knowledge base. Can you recognise any similarities or differences in the words that you have used? Do
What advice would you give Bruno Laporte on potential interventions for the next phase of growth in the World Bank’s knowledge management activities?
How could knowledge management activities be applied more centrally to the World Bank’s core business?
What interventions would allow the World Bank’s knowledge to be used strategically for the aid of clients in developing countries?
Do you agree with the idealist notion that knowledge can only exist in our heads? If not, what alternative can you provide to our current conception of knowledge?
What are the strongest arguments against an empiricist perspective of knowledge?
Using Hegel’s notion of the dialectic process, which one of the competing perspectives is likely to provide a credible antithesis to the dominant positivist paradigm in management research?
From Husserl’s perspective, knowledge is linked to a directed mental content called‘intentionality’ in our consciousness. What are the merits and drawbacks of this perspective in knowledge management?
What are the likely consequences of an almost total lack of regard of issues concerning language in knowledge management research?
How could a philosophical understanding of knowledge improve worker performance?
Philosophical debates are often excluded and denigrated as being esoteric and inappropriate for management. Can this position be defended in the further quest for knowledge?
If knowledge is not purely about what we can say, how can we incorporate other forms of communication such as non-verbal cues into our theory of knowledge?
What is the difference between data, information and knowledge in an organisation?How can a manager effectively transform data and information into effective knowledge? How can organisations manage competing and often conflicting interpretations of the same data and information? What are the
If the underlying structure of knowledge is past experience, what are the drawbacks of considering intuitions, hunches and insights as part of one’s past experience?
what learning environments can be developed to promote effective learning?
How can complacency from successful ventures and defensive routines from failures be managed effectively?
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