Knowledge Cities Approaches Experiences and Perspectives by Edna Pasher 7 potx

... 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 ... necessitates full knowledge of how both the organization and the customer behave and interact, as well as where value is created. To understand the position from whic...

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 ... myths, jokes, anecdotes, heroes, metaphors, and jargon bandied throughout the organization. Values and behavioral norms: The social principles, goals, and standards within...

Ngày tải lên: 21/06/2014, 13:20

... organizational knowledge pool. Systems: Generating Capabilities 169 070 058 0 67 004 081 005 009 011 063 001 068 051 018 062 054 0 57 039 076 010 0 07 029 024 040 020 022 016 019 041 023 013 088 0 27 059 0 37 014 0 17 003 046 053 0 47 Figure ... exchange of knowledge. It visual- izes and quantifies the effective connection routes and barriers to knowledge flow. Knetmap TM ,...

Ngày tải lên: 21/06/2014, 13:20

... process. 178 The Conductive 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 ... 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 Leverag...

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

... achieving the knowledge strategy’s goals—it out- lines the approaches for placing the collective knowledge of the organization at the disposal of everyone. Knowledge access and knowledge exchange ... captured and accessible throughout the organization. Tacit knowledge is the intuitions, perspectives, beliefs, values, and know-how that result from the experience of individua...

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 ... strategy was developed by a narrow group of senior managers, it resulted in a lack of coherence, a disconnect with The Strategy-Making Perspective 87 ch05.qxd 3/19/04 3: 5...

Ngày tải lên: 21/06/2014, 03:20

... respect. Branding at Armstrong The branding approach at Armstrong continues to evolve as we align our core values and create congruence between the customer and employee brand experiences. Our 70 -year ... build conductivity. The Brand Promise In short, an organization should take care to brand itself in ways that are honest and accurate and that resonate with the values and desir...

Ngày tải lên: 21/06/2014, 03:20

... organizational knowledge pool. Systems: Generating Capabilities 169 070 058 0 67 004 081 005 009 011 063 001 068 051 018 062 054 0 57 039 076 010 0 07 029 024 040 020 022 016 019 041 023 013 088 0 27 059 0 37 014 0 17 003 046 053 0 47 Figure ... create knowledge. To recap, we define knowledge as the capa- Systems: Generating Capabilities 1 57 Knowledge access Knowledge exc...

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