Knowledge Cities Approaches Experiences and Perspectives by Edna Pasher 5 doc

... through what we call the Knowledge Capital Model. This model has been key to our work at both Clarica and Armstrong and has been greatly influenced by the work of Karl-Erik Sueiby and Leif Edvinsson. Throughout ... 3/19/04 3 :53 PM Page 30 Reference 1. For information on the Agility Forum, see http://www.iacocca- lehigh.org and Goldman, S.L., R.N. Nagel, and K. Preiss (19 95) . Ag...

Ngày tải lên: 21/06/2014, 13:20

... integrity and accountability to maxi- mize value, using our time, money, resources, and talent toward the understanding and service of the customer. Innovation: sharing information and creating knowledge ... to identify employee values. Distributed to 5, 500 people (including all Canadian and US employees and all Canadian agents), the survey contained 1 25 questions. Using a m...

Ngày tải lên: 21/06/2014, 13:20

... create knowledge. To recap, we define knowledge as the capa- Systems: Generating Capabilities 157 Knowledge access Knowledge exchange • codified and stored • tends to be more static • driven by accessibility ... exchange of knowledge. It visual- izes and quantifies the effective connection routes and barriers to knowledge flow. Knetmap TM , created by KonvergeandKnow, is a w...

Ngày tải lên: 21/06/2014, 13:20

... who are knowledgeable, flexible, and empowered. Leadership is responsible for both being aware of and understand- ing its marketplace, for interpreting patterns internally and exter- nally, and for ... value by transforming raw matter Create value by building on ideas, into finished goods including those of customers and uppliers Optimize capital assets by managing Leverage bot...

Ngày tải lên: 21/06/2014, 13:20

... through what we call the Knowledge Capital Model. This model has been key to our work at both Clarica and Armstrong and has been greatly influenced by the work of Karl-Erik Sueiby and Leif Edvinsson. Throughout ... the speed and quality of knowledge flow—a high degree of conductivity. Innovation Quality knowledge flows, strong trusting relationships, and genera- tive capabiliti...

Ngày tải lên: 21/06/2014, 03:20

... Derivative Platform Fix Knowledge Transfer Effectivity Reward Technical Risk Decreasing Knowledge Transfer Risk 0.0 . 25 .5 . 75 1.0 Figure 3 .5 Knowledge Transfer Risk ch03.qxd 3/19/04 3 :54 PM Page 50 working to understand the dynamics of the customer’s ... collaboration. Customer Calibration 55 ch04.qxd 3/19/04 3 :56 PM Page 55 A knowledge architecture supports the dynami...

Ngày tải lên: 21/06/2014, 03:20

... the organization’s thinking, actions, and relationships, enabled by the quality and speed of its knowledge flows. ᭿ Innovation results from sharing information and creating knowledge to constantly find news ... Organization ch 05. qxd 3/19/04 3 :57 PM Page 84 In this environment where knowledge exchange is fluid, change management becomes less important because everyone understands...

Ngày tải lên: 21/06/2014, 03:20

... and communicating the brand. By that time, branding had become entrenched as the connector between Clarica’s culture and its customers. External and Internal Branding 1 05 ch06.qxd 3/19/04 3 :58 ... 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,...

Ngày tải lên: 21/06/2014, 03:20

... create knowledge. To recap, we define knowledge as the capa- Systems: Generating Capabilities 157 Knowledge access Knowledge exchange • codified and stored • tends to be more static • driven by accessibility ... organizational knowledge pool. Systems: Generating Capabilities 169 070 058 067 004 081 0 05 009 011 063 001 068 051 018 062 054 057 039 076 010 007 029 024 040...

Ngày tải lên: 21/06/2014, 03:20

... PM Page 183 Knowledge Objects From a learning perspective, when employees found knowledge they wished to explore, they could acquire knowledge by accessing units of knowledge, called knowledge ... 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 create...

Ngày tải lên: 21/06/2014, 03:20