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106 Cards in this Set
- Front
- Back
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What is the role of I.S. in business? |
New emerging platforms (mobile, virtual, etc.) Changing nature of business processes Data driven business ("big data") Service-oriented business (cloud computing) Internet of Things So... platforms, processes, data, services, I.O.T. |
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What are the five phases of the Garter Hype Cycle? |
Technology Trigger (technology breakthrough) Peak of Inflated Expectations (success stories - failures not included) Trough of Disillusionment (fails to deliver) Slope of Enlightenment (how it can benefit, 2nd & 3rd gen products released) Plateau of Productivity (mainstream adoption) |
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What Management Information Systems related issues caused Boo.com to fail? |
Missing the world's I.S. situation Investment in I.S.: with no plan or work done I.S. implementation: solution was delayed with disappointing results, poor user interface Lack of I.S. planning Lack of I.S. management (over-reliance on technological solutions) Sub-optimisation: focused on I.S. rather than the actual business |
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What is Schumpetarian competition? Explain it using an example. |
Schumpeterian competition is a new pattern of competition, related to 'creative destruction' - the incessant product/process innovation mechanism by which new production units replace outdated ones. Example: search engine competition: Google supplanted Yahoo, which supplanted AltaVista. |
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What is the Network Economics? Provide an example of it. |
Network Economics is a network-based strategy that takes advantage of firms' abilities to network with each other. It is when the value of a good or services increases when others by the same good or service.
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Describe Carr's new rules for IT management. |
Spend less on IT, be defensive, manage IT costs. Follow and don't blindly lead in industry IT use. Focus on IT risks not (tech) opportunities. Know IT, know your organisation (& its vulnerabilities) Understand your spending on IT. |
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Explain Carr's new rules for IT management. |
IT has become ubiquitous and a commodity. Commodities do not have strategic values. Companies must challenge themselves in using IT in innovative ways, with systems and processes, so it can be more than just a commodity. |
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What does it mean to say 'Knowledge is Sticky'? Provide an example. |
Knowledge is sticky when it is hard to move, situated (emeshed in a firms culture), contextual (only works in certain situations). Tacit knowledge is sticky because it is hard to share. It is expert work that requires practices, inaccessible, only accessible by first person. Involves mental processes and 'know-how'. Example: driving a car. |
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What is a GPT? Provide an example. |
A GPT is a general purpose technology. IT can be considered the latest GPT in a series of technologies. |
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How does a GPT differ from a disruptive technology? |
A disruptive technology can bring sweeping change to business, industries and markets e.g. personal computers, word processing software, the internet, etc. GPT can be seen as a specific type of disruptive technology. They affect an economy at a national or global level, and have the potential to drastically alter societies through their pre-existing economic and social structures. |
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Briefly describe five steps organisations can take to address privacy concerns. |
Align privacy with strategy Focus on privacy as a holistic concern rather than a main concern Anticipate issues and plan for disaster recovery Treat privacy as a social responsibility Rely on technology when appropriate |
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What is the 'superstar' effect and how does it relate to maximising return on talent? How can an organisation manage this effect? |
That the bulk of consumers will purchased what is perceived to be the better product, even if the talent advantage over competitors is small. IT Management: not a question of 'what you can get' but 'what you know already', products should assist in unloading the burden of choice rather than creating more irrelevant/unnecessary processes. |
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What is the Social Contract? |
An ancient social phenomenon that pertains an actual or hypothetical agreement among the members in an organised society, which defines the rules, limits, rights and duties of its members. |
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How does the social contract relate to cyber bullying? |
The internet was seen as a 'different space', but can now be seen as part of social life, and thus, the social contract. Cyberbullying can lead to negative after effects (e.g. alcohol abuse, suicide attempts etc.). Just because it is behind a screen doesn't mean it doesn't affect people in real life, hence it affects the social contract. |
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What is Information Overload? |
When a person feels forced to multi-task rapidly on simultaneous streams of information from devices, simply because information feeds come from them in real time. Includes having too many choices, and too many features per choice. |
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What are IT management consequences in regards to information overload? |
Information overload can lead to irrational choice, hasty and ineffective decision making by staff, and poor performance. IT managers need to minimise info overload. Can be done through default rules (guiding their choices in a certain direction), allowing psychological distancing, emphasise focus on 'what matters', and implement training programmes based on these concepts. |
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What are the five critical indicators of the end of buildout phase in IT? |
1. IT's power outstripping most of the business needs it fulfils 2. The price of essential IT functionality has dropped to the point where it is more or less affordable to all 3. The capacity of the Internet has caught up with demand 4. IT vendors are rushing to position themselves as 'commodity suppliers' or even as utilities 5. The investment bubble has burst |
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Describe the Top-Down process propagation. |
Top-down: where the process' design is centralised, beginning with the design of overall state of a system and assuming each component has universal knowledge of the system. The general knowledge of the system will be replaced with communication eventually. |
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Describe the Bottom-Up process propagation. |
Bottom-up: design of a process starts with specifying the requirements and capabilities of each part of the system, with overall global behaviour of the whole system to emerge from the interactions between each part of the system and environment. |
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How can 'psychological distancing' help deal with information overload? |
Allows one to take a step back from small details concerning the decision, grasp choices at an abstract level, filter out trivial details and focus on core issues. Focus on the IT-enabled issues, rather than the IT itself. |
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Define a Knowledge Worker and their characteristics. |
A person who has responsibility for exploring and generating ideas and concepts, rather than concentrating solely on implementing and managing existing processes, or operations, within the organisation. Characteristics include: - Use their intellect to convert ideas into products, services & processes - Problem solvers rather than production workers - Use intellectual rather than manual skills to earn a living e.g. software developers |
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Discuss the importance of trust in the context of App development. |
By taking people and their needs into account, apps can: solve social problems, facilitate better decision making, improve knowledge management IT can facilitate trust through benevolence and design thinking: trust leads to advocacy by existing customers to new ones; quality service and transparent communication; benevolent apps can increase brand image, trust, consideration, preference and purchase intent. |
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Provide an example of a trust in the context of App development. |
The North Face Snow Report App: engages customers with the brand, is what they use their products for, helps customers understand weather conditions and ensures their safety, showing a dedication to the customer. |
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How can design thinking facilitate benevolence? Provide an IT example. |
Play logic can allow people to engage with organisations in a fun, creative, collaborative way instead of enforcing ideas on consumers. Allows for strategies concerning awareness (what matters to people); people to explore and exploit ideas on their own; people to think for themselves. Example: IKEA augment reality app and IKEA 'hackers'- helps creative thinking and avoids forcing ideas. |
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What is the effect of new technologies on the Social Contract? |
New technologies are changing conventional norms within the social contract. Internet was previously seen as a different 'space' where people could behave as they pleased, but now its largely becoming a part of social life, and it affects peoples' real lives. While the lines are still blurred it is integrating into aspects of the social contract. |
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What is an example of new technologies' affect on the social contract? |
Cyberbullying, and the case of 'dog poop girl'. Incident on the train lead to her being shamed on the internet, spread from internet into real life. So detrimental she attempted suicide. |
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Discuss some of the conditions that create 'Technostress'. |
Information Overload: the constant juggling between devices and screens, and the managing of multiple information flows. Excessive IT-enabled routines, complex user interfaces that are difficult to navigate, using an unreasonable amount of IT (e.g. Doctors in a hospital environment). Lack of Purpose - being locked to one's own devices, people tethered to their devices, connected to work around the clock. Lack of Focus - constantly changing UIs, screens, functionalities with very little support. |
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Discuss the five conditions that could indicate IT misuse in an organisation. |
Risks to PRODUCTIVITY & INNOVATION. (New IT systems can be detrimental) Risks to EMPLOYEE WELL-BEING. (Technostress) Risks to FINANCE & REPUTATION. (Privacy matters, data breaches) Risks to IT INTEGRITY AND AVAILABILITY. (Sharing passwords, unlicensed software, casual attitudes, etc.) Risks to LEGAL STRUCTURES. (IT addiction can fall under disability - threats to management & organisation) |
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What are the problems of fragmentation and autonomy? How can they be seen as threats to a successful process? |
Fragmentation and autonomy are threats to strandardisation in the deployment of software. Fragmentation: deployed in other ways than it was originally intended Autonomy: deployed in many separate instances |
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Explain the concept of 'serious games'. |
A virtual experience that's purpose goes beyond entertainment. Serious game purposes include: strategy, management, security. Often used for education, training, communications, marketing. E.g. advergaming - persuade customers through advertising. |
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How does design thinking relate to playing? |
Play by definition is an engaging phenomenon. Playing a game to achieve something (a role, goal or task). Beyond winning and rewarding. Play logic involves intuitively interacting with people, environment and technologies, so can be very beneficial to design thinking. |
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How can play logic aid development of intuitive solutions? |
Playing intuitively can help in the designing of intuitive tools. Goes beyond the traditional strategy of frustrating, limiting, simplistic computers. |
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What is a Benevolent App? How effective are Benevolent Apps? |
The Benevolent App model suggests that organisations should focus on peoples' interests rather than sales. It takes peoples' needs into account rather than profits. It is linked to principles of design thinking. Benevolent Apps are effective in building trust with customers, leading to advocacy for your product to others. They increase brand image, trust, consideration, preference and purchase intent. |
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Two examples of Benevolent Apps. |
North Face Snow Report App: engages customers with the brand, is what they use their products for, helps customers understand weather conditions and ensures their safety, showing a dedication to the customer. IKEA Augment Reality App: users are able to picture what IKEA furniture would look like in their home, encourages design and open thinking. |
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Three steps senior executives can take to address the dark side of IT. |
Pay attention to difference in practices. Examine sensational popular beliefs in policy making. Encourage mindful technology use.
Formal trainings concerning IT use. Engage with and involve people in work practices. |
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Why must sleep be seen as a strategic resource? |
Sleep is linked to memory and health. Sleep deprivation leads to lower levels of effort, performance and unethical/deviant behaviour. Sleep is a strategic resource for improved performance, less injuries, and more positive work environments. |
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Management strategies to manage sleep as a critical resource in organisations. |
Sleep supportive practices such as leveraging a wellness programme to improve sleep habits, limit the number of hours employees work, create nap rooms and encourage their use (e.g. Google has nap pods ... of course it does). |
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Traditional Viewpoints of I.S. |
Technical Perspective: focuses on technology, mathematical-based models, computer science/management research/operations research Behavioural Perspective: focuses on behaviour, behavioural issues (strategic business integration etc.), psychology, economics, sociology. |
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Convention viewpoint of I.S.
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Four main actors: suppliers, business, staff, organisation environment. Organisations: transforms the business into an I.S. organisation, or integrates an I.S. platform into an organisation (e.g. mobile). Society: network society - I.S. shapes society, society shapes I.S. |
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What are the organisational factors in I.S. planning?
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Environment, structure (hierarchy etc.), culture & politics, type of organisation & style of leadership, main interest groups affected by the system, and tasks, decisions & business processes the system will assist. |
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What are some issues regarding I.S. planning?
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Incorrect organisational focus: I.S. used for irrelevant aspects, I.S. become the focus (rather than business processes it enables) Sub-Optimisation: optimising sub-systems independently rather than a system as a whole (e.g. Boo.com's website). |
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Porter's Five Forces!!!
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Traditional Competitors, New Market Entrants, Substitute Products & Services, Customers, Suppliers. |
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Five Forces Competitive Strategies!!!
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Focus on Market Niche e.g. Hilton Hotel's OnQ System Strengthen Customer & Supplier Intimacy i.e. develop strong ties (benevolent apps?) Increase Switching Costs e.g. Netflix, Amazon |
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Responses to Carr's [Investing in I.T.] Argument
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A Luddite's Argument: didn't look into the future. Saw present lethargic state, was right about needing a change. But also got it very wrong. Counter response: if he was wrong, wouldn't be written about on its 10th anniversary. Carr was misinterpreted, talked about what it enabled people to do. |
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The Silver Bullet concept of I.T.
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I.T. was seen as the silver bullet solution. Executives continue to spend more on I.T. assuming that the advantage will be available indefinitely. One can only hope to get a short term advantage with competitors eventually catching up. Even best I.T. practices quickly added or replicated.
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I.S. Adoption & Synergy
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I.S. can improve overall performance of business units by promoting synergies. Synergy can be seen as: when outputs of some units are used as inputs to others', or organisations' pool markets & expertise e.g. Google's acquisition of YouTube. Role of CIO: I can make a project fail, but can't make it succeed. For that I need my (non-IT) business colleagues. |
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I.S. Adoption & Core Competencies
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I.S. can improve overall performance of business units by promoting core competencies. Core competencies are activities that makes a firm a world-class leader. Relies on knowledge, experience, sharing across business units. Focus on core competencies can help alleviate the problem of sub-optimisation. Aligns business with technology, distributing knowledge & skillsets. |
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What is a Virtual Company Strategy?
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Example: Li & Fung's Virtual Company Model Manages production & shipment of garments for major fashion companies, outsourcing all work to more than 7,500 suppliers, responsible for ~50% of clothes found in Europe. Li & Fung's platform is not in I.T. - strength found in orchestrating complex supply networks. |
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What is an I.S. Organisational Network?
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Technology based projects increasingly becoming managerial ones than technical ones. Network based strategies: network economics, virtual company model, business ecosystems. I.S. can help encourage synergy within an organisation network. |
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What are the values of I.S. Networks?
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Carr's Warning: IS networks may help address the problem of overspending by creating more value. |
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IT Adoption: Function I.T.
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Example: Unlike Ducati, BMW computer-aided styling (CAS) faced resistance to change: some persuasion might be required for new ways of working. |
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IT Adoption: Network I.T.
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The use of technologies is voluntary rather than mandatory. They make users feel more, rather than less, in control of their work. As a result, their adoption isn't difficult. Possible issues: continue to exploit old I.T. methods. |
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IT Adoption: Enterprise I.T.
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Difficult for companies to adopt, the benefit looks great to people at the top but employees usually dislike EIT technologies. Unlike NIT, they don't enable new ways of working, they dictate them.
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Five steps organisations can take to address privacy concerns:
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1. Align privacy with strategy
2. Create accountability 3. Treat privacy as a social responsibility 4. Anticipate issues 5. Plan for disaster recovery |
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3 main reasons IT investment does not always give the best results: |
1. Information Quality - high quality decision making requires high quality information
2. Management Filters - Management have selective attention, preclude information based on biases 3. Organisational Politics - powerful forces may attempt to prevent change |
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How HR leaders can address the dark side of I.T. |
Assess extent of dark side - impact of stress or misuse Improve employee sense of well-being Tailor policies to suit individuals Determine actions following misuse - terminate or correct |
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What Senior Executives can do regarding the dark side of I.T. |
1. Top management attitudes a critical element of promoting pro-security behaviours 2. Empower employees to reflect upon good and bad impacts of I.T. 3. Create an environment that encourages understanding of I.T. |
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What I.T. Leaders can do regarding the dark side of I.T. |
1. Informal meetings to discuss I.T. issues/remedies 2. Inform & train users of risks 3. Remain engaged following implementation 4. Persuasive systems: nudge users towards more effective I.T. usage, pre-built options regarding how to process interruptions (dashboard applications that track length of use) 5. Develop/implement I.T. use policies that clearly define appropriate use & forbid misuse |
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The Commoditisation of I.T. |
1. I.T. is a communication technology, and like all, is more valuable when shared 2. Is highly replicable 3. Vendors are positioning themselves as utility providers 4. Experiencing rapid price deflation |
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Proprietary vs. Infrastructural Technology |
Proprietary: May be owned actually or effectively by a single company e.g. patents/licenses etc. As long as they can be protected, they will provide a sustainable competitive advantage. Infrastructural Technology: Value greater when shared than isolated. If physical or legal issues are limited in early phase of buildout, companies can have a short competitive advantage. Window for advantage is very short. Companies can gain advantage by having greater insight in how to use infrastructural technology. |
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I.T. Management and Design Thinking |
1. Experience empathy for the user 2. Rapid prototyping 3. Generate compelling design vision 4. Effective brainstorming |
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Play Logic to Management: |
1. Focus on rules not jobs 2. Focus on engagement 3. Focus on decision making that involves key players |
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Design Thinking Rules of Engagement |
Be curious. Defer judgement. Encourage wild ideas.
Goldilock zone between quality & quantity.
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Design Thinking vs. Business Thinking. |
Business: deductive & inductive reasoning. Design: abductive (what could be). |
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Traditional Thinking vs. Design Thinking. |
Traditional: what is right answer? Think for insight. Talk to. Detached (data, facts, events). Siloed. Design: what is right question? Intuitive. Build for insight. Listen to. Collaborative (stories, experience, feelings). Engaged. |
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Reflections |
We socially pressure each other to behave in a modern way. Productivity, efficiency and optimisation have become stand-alone cultural values by which people are measured. I.T. built around and reinforces these values. |
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Being Modern: Habits of Modern People |
1. Fill all free time with task accomplishment.
2. Discipline self to efficiency. 3. Optimise task alternatives as moral necessity. These habits have great value but also great cost. Major milestone in modernity focusing on PRODUCTIVITY and EFFICIENCY. These attributes have become a part of everything we do. |
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Change Islands: Choices |
Very limited on Change-Islands. Realise that there are not as many choices needed. Because it was possible to do less, expectations of self were lowered. Best alternative requires a lot more effort to do good enough. We waste too much time evaluating choices. |
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Change Islands: Productivity |
Modern orientation to work - time management, planning, optimising outcomes, efficiency & productivity. Change Islanders uninterested in improving efficiency. In theory, increased efficiency means more free time but in practice means higher standards & more work. In corporate world, value related most to those who can squeeze the most in. |
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Change Islands: Control |
Change islanders do not plan their days, no attempt to maximise productivity or control time. Determine what to do based upon environmental/social cues. E.g. work outside when sunny/rearrange day when visitors pop by. Modern activity planning is based upon means-ends analysis and optimisation. |
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Benevolence App Spectrum |
Push Apps e.g. Domino's Pizza Benevolent Apps e.g. North Face Snow Report App |
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Trust |
Confidence, competence, benevolence |
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Complements to GPTs |
Organisational changes & innovations in the way work gets done. 1. Better skilled workers 2. Enhanced teamwork 3. Redesigned processes 4. New decision rights |
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I.T. Selection Process |
What do we need I.T. to do for us? Inside out approach. Identify required capabilities that can match the I.T. type. FIT = productivity/optimisation NIT = collaboration EIT = standardised monitoring of workflows |
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I.T. Adoption Process |
Putting technologies to productive use. Help create complements that will maximise value.
N.I.T. easy adoption, users feel like it gives them more control over their work, show best practices. E.I.T. hard to adopt, dictates new ways of working. Don't under-estimate resistance. Push on in face of it. Identify how key issues will be raised & solved. |
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I.T. Exploitation Process |
Extract maximum benefits from I.T. once it is in place. F.I.T. = fine-tune complements N.I.T. = guide users E.I.T. = easier than adoption, as hard work has already been done and users are eager to get max value out of something that was difficult |
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Function I.T. |
Technology that makes execution of stand alone tasks more efficient - word, excel etc. Complements maximise value, but can perform without capabilities. Capabilities: enhanced precision, increased capacity for experimentation. |
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Network I.T. |
Provides a means for communication - emails, I.M.s, blogs, etc. Complements are implemented & developed over time. Capabilities: facilitating collaboration, enabling expression of opinions, fostering emergence. |
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Enterprise I.T. |
Restructures interactions between groups of employees & business partners. Top-down implementation. Complements immediately necessary.
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How has I.T. intensified competition? |
It enabled improvement to business models and then made it possible to replicate on a wide scale. E.I.T. helps process changes stick and propagates them quickly & widely, but competitors can strike back quickly too. Performance spread rises as most successful I.T. exploiters pull away from pack, concentration increases as leggards fall by wayside, continued process innovation causes turbulence. |
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New Competitive Dynamic |
Greater gap between leaders & leggards More concentrated & winner takes all More churn amongst rivals in a sector Since mid-90s competition has intensified following mainstream adoption of internet & commercial software. Accelerated competition coincides with sharp increase & power of I.T. investments. |
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Why do Internet and Enterprise I.T. accelerate competition? |
Processes not products have become digital. Business processes can be propagated easily with no loss of fidelity by embedding in E.I.T. Innovative processes can scale rapidly to dominate industry. |
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I.T. enabled processes |
1) Deploy: determine which parts of operational model should be replicated worldwide, deploy with high fidelity. Two barriers: frag & auto. 2) Innovate: I.T. enabled opportunities. Web 2.0 apps allow bottom-up innovation. I.T. speeds up search for innovation. However, no replacement for management Eureka! moment. 3) Propagate: allow for flows of data to be standardised. |
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I.T. enabled processes: Examples |
Fragmentation: CISCO managers deployed own applications on platform
Top-down propagation: imposition of EIT on CVS pharmacy Bottom-up propagation: CISCO staff writing programme for Mac users |
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Superstar Effect |
Most value will accrue to the best process innovator rather than finding what is considered "the best" I.T. solution (as competitive advantage is usually relatively small) |
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Maximising Return on Talent |
Aggressively seek out and identify individuals that are process innovators, develop and reward them appropriately. More aggressive in vetting new hires, interview more applicants, scrutinise each one, involve senior management, invest money & time into talent. Give employees more job discretion and associate performance with rewards. |
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How to Tee-Up Choices |
When to let people make their own decisions and when to steer them in a certain direction through default rules. Default rules determine what happens when people choose to do nothing. Changing default rules is a powerful tool and can produce desired outcomes at less cost than economic incentives. |
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Automated Decision Making: 3 Types of Decisions |
1) Structured: decision maker must apply judgement, evaluate each decision 2) Unstructured: repetitive, standard structure 3) Partially Structured: part of problem has clear cut answer |
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Balancing Exploitation & Exploration |
Ambidexterity: ability to explore new ideas whilst maximising existing ideas Exploit: optimise performance in current tasks Exploration: disengagement from current tasks and contemplation of alternatives Exploitation involves the part of the brain that is reward seeking & learns by doing, exploration involves executive thinking & part of the brain that deals with new situations. Best performance delivered by sequencing exploitation & exploration & by knowing when to switch to exploration. |
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Privacy: Generation Gap |
Generation might impact upon perceptions of privacy. Google search engine forgiveness something that may only come naturally to digital generation. Younger generation will develop appreciation for risk as they grow older. |
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What was Privacy? |
That people would feel confident that what others could find out about them would be treated with reasonable care & could do no harm. Businesses and customers must negotiate to determine where the line is drawn. Judicial decision unlikely to produce a satisfactory solution. |
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Concept of Privacy |
Norms around privacy dictate that in some circumstances or situations we are not allowed to notice or eavesdrop & others we are. Technology upheaves said norms.
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Concern for Privacy Bell Curve |
Absolutists (extreme privacy concern)
Unconcerned (don't care) |
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Exhibitionism as Opportunity |
People less concerned with privacy than they used to be e.g. FB, You Tube What public share on social media, see its appropriation for commercial purposes as invasion of privacy. |
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Why Privacy Matters |
Privacy divides world into optimists and pessimists, optimists trust their info will be treated responsibly whereas pessimists expect to be attacked at any time. Privacy less about controlling info & more about expecting society to develop in a civilised manner. Optimists expect norms to develop naturally, pessimists demand regulation. Business should respect privacy as trust in commercial transaction relies upon it. |
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The Death of Corporate I.T. & the Shape of a New Industry |
1. IT utilities: big companies that maintain core computing resources & distribute them to users 2. Component suppliers: makers of hardware/software 3. Large Network Operators: maintain high capacity, data communication lines |
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The Death of Corporate I.T: from Asset to Expense |
IT as a GPT: used by many companies to do many things & brings widespread societal change. Broad capabilities offer opportunities for economies of scale if supply can be centralised. Centralising I.T. can take a long time in early stage of roll out. Compromises must build & maintain their own systems. Companies may take years to abandon servers, but the cost savings will eventually become too compelling & abandoning the old model becomes a competitive necessity. |
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The Death of Coprorate I.T. & I.T.'s Transformation Begins |
These technologies when combined with high speed fibre will be revolutionary. As number of users goes up, demand load balances, capacity capitalisation rises, economies of scale expands. Mobility to proves I.T. as a utility expands, so too do economic incentives.
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The Death of Corporate I.T. & I.T's transformation begins |
Building Blocks: 1. Virtualisation: erases differences between propriety platforms & enables software designed to be deployed on system to be run anywhere 2. Grid Computing: large numbers of hardware components to act as a single device, pooling capacity & distributing it to users 3. Web Services: standardise interface between applications turning them into modules that can be cosembled or desembled with ease. |
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Dimensions of Knowledge |
Knowledge is a firm asset (intangible) Knowledge has different forms (explicit/tacit) Knowledge has a location (sticky/hard to move, structured, contextual) Knowing why things happen (causality) Knowledge is situational (conditional - knowing whent to apply procedures & contextual - knowing when to use tools) |
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Fuzzy Logic |
Simple rules for complex problems Subset of boolean logic - extended to include half-truths, truth values between completely true & completely false Handle ambiguous datasets Example: boiling an egg |
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Knowledge management & Knowledge Management Value Chain |
Knowledge Management: processes to collect, store, transfer & share knowledge Knowledge Management Value Chain: each stage adds value to raw data until it is converted into usable information |
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Stages of KMVC |
1. Acquisitional Knowledge (document explicit/tacit knowledge) 2. Storage of Knowledge (Database) 3. Disseminate (Wiki, e-mail, etc.) 4. Application (build into MGMT decision making processes etc.) |
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Organisational Learning |
Process by which organisations learn Improve/create business processes Change pattern of decision making |
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Explicit vs. Tacit Knowledge |
Explicit: public, easily shared, shared by 3rd person, know that. Tacit: private, hard to share, requires learning, only 1st person can access, know-how (skill, craft, intangible, invisible) |
