The Experts below are selected from a list of 457053 Experts worldwide ranked by ideXlab platform
W Yanbing - One of the best experts on this subject based on the ideXlab platform.
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r d stock Knowledge Function and productive efficiency
China Economic Quarterly, 2006Co-Authors: W YanbingAbstract:This paper investigates the properties of the Knowledge production Function and the determinants of RD efficiency using a panel dataset of large and medium sized Chinese industrial firms.One innovation of the paper is the construction of the firm-level RD stock.Key findings include:First,RD personnel contributes more to Knowledge production than RD capital stock,and Knowledge production exhibits decreasing or constant returns to scale;second,firm size and industrial performance have no significant impact on RD production;third,state ownership has a negative effect on RD efficiency.
Adam P. Henne - One of the best experts on this subject based on the ideXlab platform.
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Conservation biology and traditional ecological Knowledge: Integrating academic disciplines for better conservation practice
Ecology and Society, 2006Co-Authors: Joshua A Drew, Adam P. HenneAbstract:Conservation biology and environmental anthropology are disciplines that are both concerned with the identification and preservation of diversity, in one case biological and in the other cultural. Both conservation biology and the study of traditional ecoloigcal Knowledge Function at the nexus of the social and natural worlds, yet historically there have been major impediments to integrating the two. Here we identify linguistic, cultural, and epistemological barriers between the two disciplines. We argue that the two disciplines are uniquely positioned to inform each other and to provide critical insights and new perspectives on the way these sciences are practiced. We conclude by synthesizing common themes found in conservation success stories, and by making several suggestions on integration. These include crossdisciplinary publication, expanding memberships in professional societies and conducting multidisciplinary research based on similar interests in ecological process, taxonomy, or geography. Finally, we argue that extinction threats, be they biological or cultural/linguistic are imminent, and that by bringing these disciplines together we may be able to forge synergistic conservation programs capable of protecting the vivid splendor of life on Earth.
Karl M Wiig - One of the best experts on this subject based on the ideXlab platform.
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people focused Knowledge management how effective decision making leads to corporate success
2004Co-Authors: Karl M WiigAbstract:CONTENTS iii ACKnowledgeMENTS ix PREAMBLE xi FOREWORD xiii CHAPTER 1 - COMPETING IN THE GLOBAL ECONOMY REQUIRES EFFECTIVE ENTERPRISES 1 Premise 1-1: The Global Economy Demands Excellence The Competitive Enterprise Example The Global Economy Challenge The World Requires Us to Change Knowledge INTENSIVE WORK The Misunderstanding of Knowledge-intensive Work Knowledge-Intensity WORK IS BECOMING INCREASINGLY COMPLEX Complex Work Creates Greater Value THE SIX MAJOR CHALLENGES FOUR MANAGEMENT INITIATIVES Enterprise Effectiveness Requires Good Intellectual Capital Assets EXAMPLES OF STRUCTURAL INTELLECTUAL CAPITAL THE ROLE OF Knowledge WORKERS CHAPTER 2 - THE EFFECTIVE ENTERPRISE Premise 2-1: Individual Actions Lead to Overall Enterprise Performance Premise 2-2: Effective Enterprise Behavior Leads to Success The Proactive and Decisive Company Example Management Philosophy Management Choices Knowledge-Related Practices and Actions Resulting Behavioral and Cultural Traits The Company's Business Results What Does It Mean for the Enterprise to Be Effective GOOD ENTERPRISE PERFORMANCE RESULTS FROM EFFECTIVE PERSONAL ACTIONS EFFECTIVE ENTERPRISES RELY ON BROAD AND DEEP Knowledge WHAT IS SUCCESSFUL ENTERPRISE PERFORMANCE? EXTERNAL AND INTERNAL ENTERPRISE EFFECTIVENESS SUCCESS AND Knowledge-INTENSIVE WORK THE IMPORTANCE OF INFORMATION TECHNOLOGY Productivity Is Not Always What We Expect! DIFFERENT KINDS OF PRODUCTIVITY VALUE CREATION AND PRODUCTIVITY A Systemic Model of Enterprise Performance CHANGING ENTERPRISE PERFORMANCE TAKES TIME Characteristics of the Effective Enterprise SIX SUCCESS FACTORS FOR THE EFFECTIVE ENTERPRISE 1. Management Philosophy and Practice 2. Deliberate and Systematic Knowledge Management 3. Knowledge and Other Resources 4. Motivation and Personal Energy 5. Opportunities 6. Permission SIX BEHAVIORS OF THE EFFECTIVE ENTERPRISE 1. Ethical, Safe and Approachable Behavior 2. Effectiveness-Seeking Behavior 3. Consistent and Durable Behavior 4. Employee Engagement Behavior 5. Stakeholder Supportive Behavior 6. Competitive Behavior Successful Performance Is Durable Performance Is a Function of Many Factors Acting Simultaneously The Intellectual Asset Management Mentality Building and Exploiting Intellectual Capital Assets Are Important People Adopt New Mindsets! CHAPTER 3 - ACTIONS ARE INITIATED BY KnowledgeABLE PEOPLE: PEOPLE MAKE DECISIONS AND ACT USING DIFFERENT KINDS OF MENTAL FunctionS Premise 3-1: The "Machinery of the Brain" Is a Useful Beginning Premise 3-2: The Mind-as-Machine Metaphor Does Not Cover Everything The Personal Reasoning Example Have We Misunderstood How People Think, Make Decisions and Act? THINKING, REASONING AND Knowledge Associations and Biases Govern Our Actions Information Is Not Knowledge! On Information, Knowledge and Discontinuity GOOD REASONING MATCHES Knowledge AND INFORMATION KnowledgeABLE AND INFORMED DECISIONS DELIVER PERFORMANCE GOAL-DIRECTED REASONING RELIES ON GOALS, INFORMATION AND Knowledge Personal Knowledge Is Built from Mental Models ON MENTAL MODELS MANY MENTAL MODELS ARE BASED ON METAKnowledge The Importance of Metacognition The Importance of Implicit Learning The Personal and Enterprise Knowledge Evolution Cycle The Needs to Increase People's Knowledge Knowledge REQUIRED TO ACT EFFECTIVELY Examples of Approaches to Develop Mental Models in People CHAPTER 4 - MENTAL AND STRUCTURAL REFERENCE MODELS Premise 1: People Imitate Prior Behavior Premise 2: Organizations Reenact Past Practices The Personal Memory Example Mental Model Preview Personal Reference Models Reference Models Are Stories! Why Are Stories Important? IT IS ALWAYS HARD TO GRASP THE WHOLE COHERENTLY STORIES ARE UNSURPASSED FOR EFFECTIVE COMMUNICATION WE RELY ON STORIES TO TACKLE NEW PROBLEMS STORIES HELP US LEARN BETTER STORIES AND MENTAL SIMULATIONS Organizational Reference Models LEADERS CREATE POWERFUL REFERENCE MODELS CHAPTER 5 - A Knowledge MODEL FOR PERSONAL SITUATION-HANDLING Premise 5-1: Situation-Handling Requires Actions Premise 5-2: Good Situation-Handling Is the Result of Effective Actions Personal Situation-Handling: A Customer Service Example Introduction to Personal Situation-Handling THE GENERAL CONTEXT The Knowledge-Based Situation-Handling Model THE CUSTOMER SERVICE EXAMPLE REVISITED The Four Tasks of Situation-Handling SENSEMAKING AND SITUATIONAL AWARENESS Sensemaking Situational Awareness DECISION-MAKING/PROBLEM-SOLVING AND ACTION SPACE AND INNOVATION CAPABILITY Decision-Making Single-Stage and Multi-Stage Decision-Making Mental Simulations Problem-Solving Action-Space Innovation Capability IMPLEMENTATION AND EXECUTION CAPABILITY Implementation Execution Capability MONITORING AND GOVERNANCE COMPETENCE AND PERSPECTIVES Monitoring Governance Competence and Perspectives The Expert and the Novice: When Situations Are Not As First Believed Story-Based Reference Models Provide Situation-Handling Knowledge TOPIC DOMAIN Knowledge The Mental reference Models in Situation-Handling Understanding Adjacent Operations THE RELEVANCE OF GENERAL AND WORLD Knowledge CHAPTER 6 - ENTERPRISE SITUATION-HANDLING Proposition: Individual Situation-Handling Actions Lead to Consolidated Enterprise Behavior The Enterprise Situation-Handling Example The Situation Information Gathering Sensemaking Understanding the Situation Decision-Making/Problem-Solving and Action-Selection General Aspects Introduction to Enterprise Situation-Handling The Four Enterprise Situation-Handling Tasks SENSEMAKING AND SITUATIONAL AWARENESS Sensemaking in the Enterprise Enterprise Situational Awareness DECISION-MAKING/PROBLEM-SOLVING AND ACTION SPACE AND INNOVATION CAPABILITY Enterprise Decision-Making Enterprise Problem-Solving Enterprise Action Spaces Enterprise Innovation Capabilities IMPLEMENTATION AND EXECUTION CAPABILITY Implementation in the Enterprise Enterprise Execution Capability MONITORING AND GOVERNANCE COMPETENCE AND PERSPECTIVES Monitoring in the Enterprise Enterprise Governance Competence and Perspectives Enterprise Situation-Handling Has Many Levels The Importance of the Situation-Handling Model ENTERPRISE SITUATION-HANDLING MODEL INSIGHTS WHY SHOULD WE BE CONCERNED WITH DETAILS? Chapter 6 Appendix: Action Program Details of the Enterprise Situation-Handling Example CHAPTER 7 - PEOPLE-FOCUSED Knowledge MANAGEMENT IN DAILY OPERATIONS Premise 7-1: Knowledge Drives Enterprise Performance Premise 7-2: Knowledge Must Be Managed Premise 7-3: Effective Knowledge Management Must Be People-Focused Premise 7-4: Six Factors Determine Personal Knowledge-Related Effectiveness The Vigilant Knowledge Company Example New Generation Knowledge Management NEW GENERATION Knowledge MANAGEMENT IS DIFFERENT NEW OPPORTUNITIES REQUIRE NEW EFFORTS AND DIRECTIONS New Generation Knowledge Management Perspectives DELIBERATE AND SYSTEMATIC Knowledge MANAGEMENT New Generation Knowledge Management Foci The Bar Has Been Raised - NGKM Implications STARTING THE Knowledge MANAGEMENT PRACTICE Problems with Conventional Knowledge Management NEW GENERATION Knowledge MANAGEMENT CHALLENGES Knowledge-Related Mentality and Corporate Culture THE ENTERPRISE CULTURE FOUR KEY Knowledge MANAGEMENT THRUSTS THE POWER OF ROLE MODELS, EXAMPLES AND PRACTICES Making Everybody Understand UNDERSTANDING THE ENTERPRISE DIRECTION AND CONTEXT THE SERVICE PARADIGM Knowledge-Related Effectiveness and Efficiency Knowledge EFFECTIVENESS AND EFFICIENCY Knowledge Effectiveness Knowledge Efficiency Knowledge MANAGEMENT EFFECTIVENESS AND EFFICIENCY Knowledge Management Effectiveness Knowledge Management Efficiency CHAPTER 8 - PEOPLE-FOCUSED Knowledge MANAGEMENT EXPECTATIONS Premise: People-Focused Knowledge management Supports Global Excellence The Global Leader Example What Future Knowledge Management Business User May Expect The Business Environment Is under Pressure SUCCESS RELIES UPON KnowledgeABLE BEHAVIOR EXPECTED Knowledge MANAGEMENT DEVELOPMENTS THE CHANGING WORKPLACE Knowledge Will Be Bought and Sold Societal Side-Effects We Are Far from Finished! New Enterprises and Integrative Management Objectives of Integrative Management In Complex Businesses, Better Practices Are Required Intellectual Work Is Indeed Complex HOW DO WE IMPLEMENT INTEGRATIVE MANAGEMENT? Final Thoughts OUR PRESENT DIRECTION THE SOCIETAL CONUNDRUM - WHAT SHALL WE DO? APPENDICES APPENDIX A - EXAMPLES OF Knowledge MANAGEMENT ANALYSIS TOOLS Knowledge Assets Mapping Knowledge Flow Charting and Analysis Knowledge Management Benefit Assessment Knowledge Diagnostics Critical Knowledge Function Analysis Knowledge Vigilance Survey Approaches APPENDIX B - EXAMPLES OF Knowledge MANAGEMENT PRACTICES AND INITIATIVES Knowledge-Supported Mentality and Culture Changes Knowledge-Supported Enterprise Strategy Implementation Transfers of Expert Concepts to Other Practitioners Expert Networks "Town Meetings" and Knowledge Cafes Options for Sharing and Spreading Expertise Intelligent Performance Support Systems (IPSS) APPENDIX C - MEMORY AND Knowledge CATEGORIZATIONS Human Memory Organization Personal Knowledge Structural Knowledge Domains of Knowledge Types of Knowledge GLOSSARY REFERENCES AND RECOMMENDED READINGS INDEX
Joshua A Drew - One of the best experts on this subject based on the ideXlab platform.
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Conservation biology and traditional ecological Knowledge: Integrating academic disciplines for better conservation practice
Ecology and Society, 2006Co-Authors: Joshua A Drew, Adam P. HenneAbstract:Conservation biology and environmental anthropology are disciplines that are both concerned with the identification and preservation of diversity, in one case biological and in the other cultural. Both conservation biology and the study of traditional ecoloigcal Knowledge Function at the nexus of the social and natural worlds, yet historically there have been major impediments to integrating the two. Here we identify linguistic, cultural, and epistemological barriers between the two disciplines. We argue that the two disciplines are uniquely positioned to inform each other and to provide critical insights and new perspectives on the way these sciences are practiced. We conclude by synthesizing common themes found in conservation success stories, and by making several suggestions on integration. These include crossdisciplinary publication, expanding memberships in professional societies and conducting multidisciplinary research based on similar interests in ecological process, taxonomy, or geography. Finally, we argue that extinction threats, be they biological or cultural/linguistic are imminent, and that by bringing these disciplines together we may be able to forge synergistic conservation programs capable of protecting the vivid splendor of life on Earth.
Yanka Todorova - One of the best experts on this subject based on the ideXlab platform.
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audit of Knowledge flows and critical business processes
European Conference on Pattern Languages of Programs, 2012Co-Authors: Elissaveta Gourova, Kostadinka Toteva, Yanka TodorovaAbstract:The authors presented a series of business patterns for Knowledge Audit at EuroPLoP workshops trying to establish a pattern language in the field aimed at Knowledge Management practitioners, for managers of Small and Medium Enterprises, entrepreneurs, students, experts and consultants. As a follow-up of the previous work, in this paper are presented three patterns corresponding to the main tools used in the Knowledge Audit methodology - Knowledge Flows Analysis, Critical Knowledge Function Analysis and Knowledge Diagnostics. The patterns can be applied in Knowledge-intensive organizations as they propose guidelines for solving specific problems of linking Knowledge and business processes, better usage and provision of Knowledge when and where it is needed and taking advantage of existing Knowledge flows.
