denotes premium content | Sep 7 2008 Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 3 Issue 7
Features
Book review: Mastering the Digital Marketplace
TITLE: Mastering the Digital Marketplace
AUTHOR: Douglas F. Aldrich
PUBLISHER: John Wiley & Sons, 1999
ISBN: 0471345466
Building virtual communities
Communities of practice are invaluable networks for developing and maintaining best practice, particularly in larger organisations. In this article, John Davies describes two Internet-based tools used at BT to support COPs in a virtual environment
Collective knowledge
In a sensitive post-merger environment, there are pitfalls and cultural obstacles that can threaten to undermine knowledge-related initiatives. Using the development of a corporate intranet at Jones Lang LaSalle as an example, Gillian Westall emphasises the importance of face to face contact among project-workers, even when the virtual workplace has become an accepted part of business operations.
Faros, going live
In the third part of this series, Ove Rustung Hjelmervik focuses on the final stages in the development of Statoil’s knowledge management system, Faros. After the technological issues were resolved, it was time for Faros to finally be implemented in a live environment.
Intellectual ergonomics: an intranet diary
Intranet, Portal, Dashboard, Scorecard. What processes connect these tools to knowledge? Why are Application Service Providers, or ASPs, the next big thing for KM? Alden Globe shares his personal journal of intranet knowledge management, and describes practical methods to ensure winning projects.
Organic Knowledge Management, part one The ASHEN Model: An enabler of action
In a three-part series of articles originally published in this magazine in 1998, David Snowden laid the foundations for an approach to understanding the intellectual assets of an organisation using techniques derived from anthropology and based on the principle that we only know what we know when we need to know it. It was a methodology that eventually became known as Organic Knowledge Management. This article marks the first in a three part series that updates and augments that material with the benefit of two years of additional research and practice. The first article in this series looks at the language of knowledge and suggests a model of description that leads to constructive action. The second article will provide a practical set of guidelines to enable the identification of knowledge, updating and augmenting the 1998 material. The final article will complete the picture, and consider the critical importance of heuristics to managing in the face of uncertainty.
Your Say: KM & CRM
This months Your Say revisits the topic of customer relationship management, as our contributors discuss what knowledge management can offer the customer service sector
