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Enhancing Knowledge Management Strategies
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Despite worldwide attention to strategic planning, the notion of strategic practice is surprisingly new.
To draw a strategy is relatively easy but to execute it is
difficult—strategy is both a macro and a micro phenomenon
that depends on synchronization. One should systematically
review, evaluate, prioritize, sequence, manage, redirect,
and if necessary even cancel strategic initiatives. (No. 58 | August 2009)
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Building Trust in the Workplace
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Workplace dynamics make a significant difference to people
and the organizations they sustain. High-performance
organizations earn, develop, and retain trust for superior
results. (No. 57 | August 2009)
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The Roots of an Emerging Discipline
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Organizations must become information based: (i) Knowledge workers are not amenable to command and control; (ii) In the face of unremitting competition, it is vital to systematize innovation and entrepreneurship; (iii) In a knowledge-based economy, it is imperative to decide what information one needs to conduct one's affairs. (No. 56 | August 2009)
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Managing Virtual Teams
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Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is as always clarity of purpose. But group participation in achieving that is more than ever important to compensate for lost context. Virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions. (No. 55 | August 2009)
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Value Cycles for Development Outcomes
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Development work is a knowledge-intensive process that is fed by knowledge services and knowledge solutions. Projects
are the primary mechanism by which strategic change is
brought about. Value cycles can maximize their potential through delivery platforms. (No. 53 | July 2009)
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