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Knowledge Management An Integrated Approach 2nd Edition Ashok Jashapara - Solutions
when is it appropriate to maintain stability or challenge status quo to promote organisational learning?
is an autocratic or participative leadership style more suitable for organisational learning?
what is the value of business simulation games for organisational learning?
what are the drawbacks of business simulation games for organisational learning?
what other forms of virtual reality could help organisational learning?
Spend five minutes thinking about the different learning practices in your organisation and make a list of them. which ones have you found to be the most effective and why?what do you consider are the main strengths and limitations of external courses such as MBa programmes? How do you keep your
reflect on some successful projects or jobs based on your past experience. what specific lessons did you learn from them and did you use your experience on later projects?Similarly, now think of projects that were more like failures in your mind. How different were the lessons from these projects?
Benchmarking is all the rage in some organisations. what do you think are the problems of this form of vicarious learning? Similarly, what are the advantages and limitations of using off-the-shelf solutions compared with building them in-house?From your experience in organisations, what do you feel
we live in a world where we are bombarded with information and countless e-mails every day. From your experience, describe your perceptions of information overload on your job. How do you manage large quantities of information? if you discard much of this information, how do you know what to
as human beings, we have been considered as creatures of habit. Such habits in organisational terms may be considered as routines. How do you believe that such stable patterns of behaviour or organisational routines can aid or hinder organisations?From your experience, do you feel that all
what advice would you give akio toyoda about the toyota tundra plants in north america?
How could you help improve toyota’s learning and human capital?
what are the benefits and shortfalls of having contradictory viewpoints at toyota?
Most individual learning theory tends to focus on how we can change the external environment to promote greater learning. How could we synthesise cognitive and behavioural approaches to better understand our internal learning mechanisms?
By nature, some team members may be more argumentative whereas others may be more reflective and deeper thinkers. How does one manage these two groups without developing defensive routines in specific circumstances where discussion or dialogue may be required?
what measures can be taken to promote ‘error harvesting’ and sharing mistakes in organisational environments where mistakes are concealed and never discussed?
what are the advantages of a ‘dialectic’ between single-loop and double-loop learning rather than a preoccupation with double-loop learning for organisational success?
in what circumstances is it most appropriate to use vicarious learning or grafting in organisations?
How can a diversity of interpretations be managed effectively in an organisation?
what issues need to be considered when transferring organisational routines within the same organisation or between organisations? How would global factors affect the transfer of these routines?
what managerial competences are required to manage dynamic capabilities?
it has been argued that competitive advantage occurs from the unique resource configurations and linkages between organisational routines. given that routines are predominantly tacit in nature, how can managers develop them to ensure they possess Vrin attributes (valuable, rare, inimitable and
Knowledge sharing assumes a certain level of openness and cooperation between organisational members. what are the dangers of highly cooperative environments for organisational learning?
How can a shared vision of a learning organisation be developed?
How can trust and commitment be developed to promote a true learning organisation rather than a teaching organisation?
What are the key elements to consider when developing executives?
What are the advantages of wikis and video as learning tools over pen and paper?
What are the advantages of executive development through business schools rather than other sources?
Imagine you were tasked with initiating a company-wide programme for surfacing people’s mistakes and learning from them. How would you instigate such an ‘error harvesting’ programme where mistakes were surfaced and errors were discussed? What do you see as the primary difficulties in
Imagine that you have been asked to manage the development of a new product or service in your organisation. Describe how you could use metaphors, slogans, symbols and other figurative forms of language to fire the imagination of your team. What interventions could you make if your initial
As a manager, how can you ensure that the collective learning of your team is responding to changes in the competitive environment? How would you manage your team learning in an uncertain and turbulent environment? What time frames do you consider most workable for managing learning in your teams?
Reflect on any organisational situation where you feel power has been misused by your line manager. Describe your general feelings and impressions over the situation. What impact did the incident have on your performance and commitment to learning? How could the incident have been handled
How can Honda improve their learning and competitiveness of battery technologies?
What role do slogans play in the innovation process at Honda?
How can Honda improve its ‘talent management’processes in the UK?
What are the main differences between organisational learning and the learning organisation? Is the notion of a learning organisation little more than ‘old wine in new bottles’?
How can an idealised notion of a learning organisation help organisations succeed?
What are the problems of high-stretch goals?
What are the advantages and drawbacks of a prescriptive approach to a learning organisation?
How can a shared vision be achieved in organisations?
What are the dangers of clusters of learning and equal clusters of non-learning in organisations?
In what ways can imagination be mobilised in organisations?
How can cooperative cultures be a liability for organisations?
What are the dangers of a Foucauldian nightmare conception of a learning organisation?
What are the advantages and limitations of quantitative empirical research on the notion of a learning organisation?
How do you select an appropriate KM system to meet current and future business needs given the multitude of offerings in the marketplace?
What are the key factors that lead to effective implementation and adoption of KM systems?
Can higher-quality information from new KM systems lead to poorer-quality decisions?
Do KM systems achieve the necessary return on investment and expectations for the end customer?
What do risk managers look for in decision making systems?
What are the advantages of the SmithBayes platform?
What are the shortcomings of the SmithBayes platform?
Reflect on your own organisation. How important is Deming and Juran’s message to your organisation? Describe how quality is managed in your organisation. To ensure high and consistent levels of quality, what other factors do you think need to be taken into account apart from statistical quality
Imagine your ideal decision support system. What would you consider to be the optimal characteristics of a DSS that would allow you to solve organisational problems effectively? Given that the reality for most managers is incomplete information in decision making, how could a DSS be best employed?
Think about the ways you communicate with people in your organisation. What would you say is your optimal approach? What role do face-to-face encounters play in your relationships with colleagues? What technological or collaborative tools do you use for communication and team working? If you use
Imagine you were asked to manage workflows in a virtual organisation. How would you go about conducting this role? What KM systems would you employ to manage the changing knowledge base of your supply chain from customers to suppliers? On a practical level, what measures would you adopt to ensure
The ultimate goal in marketing is to achieve one-to-one marketing where each customer is treated individually in terms of their preferences and needs. How could you use CRM systems rather than purely segmentation marketing to achieve this goal?What incentives could you provide customers to gather
What advice would you give Mr N.Chandrasekaran about the potential strategic alliance with Cisco?
What are the current weaknesses in Tata Consultancy Services approach to knowledge management?
How could these weaknesses be improved?
Are there differences between information management systems and KM systems?Or is it a case of ‘old wine in new bottles’?
The complexity of a system increases with the addition of different perspectives and subprocesses. How does one find a balance between simplicity and complexity of systems models in problem solving?
If conformance quality is a given starting point in today’s competitive environment, how do organisations develop KM systems in order to delight their customers?
How would you advise a firm about the strengths and pitfalls of a business process re-engineering approach?
Decision-support systems use a variety of models and analytical tools ranging from fuzzy logic to neural networks. How would you interpret the range of findings from different DSS using the same data warehouse? Are there lessons for designing the optimal DSS for structured and unstructured data?
If group support systems predominantly act to facilitate team meetings and coordination of tasks, how can the systems be developed to generate greater cohesion and build longer-term relationships?
Should a course in statistics be a pre-requisite for all managers and executives using KM systems for decision making?
How effective are workflow management systems for managing processes requiring high levels of skills and expertise? Do WMS encourage Frederick Taylor’s view of scientific management with a disregard for the psychological and social needs and capabilities of workers?
The customer-centric orientation of CRM systems nowadays can lead to firm’s holding sensitive information about customers. In the quest for understanding each customer uniquely, how can organisations prevent such information seen as private by some customers backfiring on them and destroying the
How can firms develop faith in their KM systems investments when the speed of change in hardware and software may alter dramatically every 18 months?
are intellectual capital accounts likely to help a firm gain competitive advantage and how can they enable a firm to critically review its practices and processes?
what aspects of ‘knowing how’ and ‘knowing that’ can be reliably measured to be meaningful for an organisation and its external stakeholders?
How can intellectual capital accounts be produced using existing organisational processes. if new processes are needed, what form should they take?
How can a firm strategically manage its intellectual property?
How do you get colleagues to ‘connect the dots’in organisations?
what can be done to improve the ‘silo’ mentality in organisations?
How can organisations harvest the knowledge of former employees?
Is measurement purely for internal consumption to improve management practices?
Is measurement for external consumption by analysts, brokers, banks, customers or any other stakeholders?
Are there dangers in predominantly measuring the more easily accessible explicit knowledge base of the firm at the expense of the potentially more valuable tacit knowledge or ‘know how’?
What is the time frame for such measures to be meaningful? Are snapshots annually likely to be meaningful in highly fluctuating capital markets?
Commonly accepted frameworks of intellectual capital are likely to lend themselves to benchmarking among organisations. Are there likely dangers of benchmarking? Are firms likely to reveal their sensitive knowledge assets for external monitoring purposes?
reflect on your personal knowledge assets. How would you describe your personal intellectual capital? do you believe this is a function of your academic or professional qualifications or more concerned with your general skills and experience? How far would you factor the strength of your contacts
As an employee, what does it mean to be told that the share of employees with higher degrees has gone up and line manager satisfaction rating has gone down?
As a senior manager, how would an instrument of intellectual capital assist you in your change management programmes or strategic development plans?
As an investor, how would the notion of an intellectual capital account help you to decide whether or not to invest in a company?
Using the balanced scorecard approach, how would you go about measuring the less tangible dimensions such as the ‘internal business process’ perspective in your organisation? what do you see as potential difficulties in comparing these measures historically? in your opinion, how realistic is
Does it add value to the customers?
Can it offer potential for the future?
How can one interpret it during a recession?
Does it provide a unique competitive advantage?
Is it sustainable over some years?
Is it firmly anchored within the organisation?
Does it engender a proactive transformative approach?
given the diversity of individual personalities in a team, what measures could you take to maintain or increase your team’s social capital? For example, how would you get more introverted colleagues to develop social networks across and outside your organisation? in addition, how could you
what might you consider patenting in your organisation? How would you decide on the strategic importance of a patent? How would you scan the competitive environment to ensure that your intellectual property rights were not being infringed? From your experience, how effective do you find patents as
imagine you were asked to produce an intellectual capital account for your organisation.How would you go about reporting such an account in practice? what forms of data collection would you adopt? How cost intensive is your approach? How far could your intellectual capital accounts be used for
discuss critically infosys’ current and future strategy. what advice would you give kris gopalakrishnan?
kShop has resulted in information overload among staff. what operational measures would you suggest to overcome such challenges?
if infosys is committed to providing strategic consulting services internationally, what cultural changes would you recommend over and above those currently instigated?
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