Knowledge Cities Approaches Experiences and Perspectives 3 doc

... values and align culture to strategic needs is a capability-generating exercise that con- tinually renews commitment and deepens relationships. Culture 133 ch07.qxd 3/ 19/04 3: 59 PM Page 133 common ... integrity and accountability to maxi- mize value, using our time, money, resources, and talent toward the understanding and service of the customer. Innovation: sharing informati...

Ngày tải lên: 21/06/2014, 13:20

... whom they call knowledge stewards. The knowledge stewards possess expert knowledge in their domain and also show a tendency to share that knowledge and partake in problem solving and innovation. ... exchange of knowledge. It visual- izes and quantifies the effective connection routes and barriers to knowledge flow. Knetmap TM , created by KonvergeandKnow, is a web-based dat...

Ngày tải lên: 21/06/2014, 13:20

... com- ponents of our Knowledge Capital Model) and the art of customer calibration. The Customer Imperative 33 ch02.qxd 3/ 19/04 3: 53 PM Page 33 served today—where products and services are presently ... capabilities. One organization may 32 The Conductive Organization ch02.qxd 3/ 19/04 3: 53 PM Page 32 time, becomes assimilated. As its transformational knowledge prin- cip...

Ngày tải lên: 21/06/2014, 13:20

... Organization ch09.qxd 3/ 19/04 4:01 PM Page 178 Knowledge Maps and Conventional Organizational Charts With knowledge flows mapped and artefacts identified and contin- ually created, knowledge maps illustrate ... customers and uppliers Optimize capital assets by managing Leverage both capital and knowledge associated costs assets Lead through hierarchical command and Lead...

Ngày tải lên: 21/06/2014, 13:20

... (one of the three com- ponents of our Knowledge Capital Model) and the art of customer calibration. The Customer Imperative 33 ch02.qxd 3/ 19/04 3: 53 PM Page 33 16 The Conductive Organization End ... solution ch02.qxd 3/ 19/04 3: 53 PM Page 28 These dimensions are further developed throughout the book in illustrations of the principles and concepts, tools and approaches,...

Ngày tải lên: 21/06/2014, 03:20

... external tacit access (stock) exchange (flow) explicit Figure 3. 4 Knowledge Stocks and Flows ch 03. qxd 3/ 19/04 3: 54 PM Page 42 Innovation Building customer relationships based on partnering goes hand-in- hand with innovation, which ... conductivity as it relates to new product The Knowledge Capital Model 49 ch 03. qxd 3/ 19/04 3: 54 PM Page 49 Stocks and Flows Stocks and flo...

Ngày tải lên: 21/06/2014, 03:20

... been identified. ch06.qxd 3/ 19/04 3: 58 PM Page 112 Within the knowledge strategy, the knowledge architecture pro- duces a blueprint of tools and approaches for creating, storing, and exchanging knowledge that ... cre- ating and communicating the brand. By that time, branding had become entrenched as the connector between Clarica’s culture and its customers. External and I...

Ngày tải lên: 21/06/2014, 03:20

... organizational knowledge pool. Systems: Generating Capabilities 169 070 058 067 004 081 005 009 011 0 63 001 068 051 018 062 054 057 039 076 010 007 029 024 040 020 022 016 019 041 0 23 0 13 088 027 059 037 014 017 0 03 046 0 53 047 Figure ... tacit knowledge flows within the organization required someone to be responsible for knowledge, whom they call knowledge stewards. The...

Ngày tải lên: 21/06/2014, 03:20

... Organization ch10.qxd 3/ 19/04 4:10 PM Page 190 Knowledge Maps and Conventional Organizational Charts With knowledge flows mapped and artefacts identified and contin- ually created, knowledge maps illustrate the ... team-based and cross-functional relationships that are the real drivers of innovation and competitive advantage in the knowledge era. Knowledge Access and Le...

Ngày tải lên: 21/06/2014, 03:20

... the project and solution requirements in an online, interactive format. Customer Calibration 63 ch04.qxd 3/ 19/04 3: 56 PM Page 63 and our environment, understand our customer’s needs, analyze and internalize ... organization and integrated with organizational systems and structures such as performance reviews and compensation plans. The Strategy-Making Perspective 89 ch05.qxd...

Ngày tải lên: 21/06/2014, 03:20