The Experts below are selected from a list of 122703 Experts worldwide ranked by ideXlab platform
Stefanie Betz - One of the best experts on this subject based on the ideXlab platform.
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Knowledge problems in corrective software maintenance a case study
Hawaii International Conference on System Sciences, 2012Co-Authors: Maria Alaranta, Stefanie BetzAbstract:Corrective software maintenance derives its importance not only from the huge costs it induces but also its importance to customer relations and ultimately, the software company's revenues. In this paper, we address the Knowledge problems in the corrective software maintenance process by applying the lens of Transactive Memory System (TMS). TMS is a theory of Knowledge coordination in groups. We carry out a case study of the troubled corrective software maintenance process of a multinational ICT company. We discuss our empirical case from three key TMS manifestations: specialization, credibility and coordination. Our results show that TMS could offer a fruitful avenue for understanding and Managing Knowledge problems that lead to poor performance in such a process. Designers of a global software maintenance process should not only pay attention to the process structure and supporting IS but also to facilitating a well-functioning TMS.
John L. Kmetz - One of the best experts on this subject based on the ideXlab platform.
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Mapping Workflows and Managing Knowledge: Using Formal and Tacit Knowledge to Improve Organizational Performance, Volume I
Business Expert Press, 2020Co-Authors: John L. KmetzAbstract:This is a book that does what the title says, and is different from most business process mapping information in three key ways. First, it lets users capture all the Knowledge that goes into a workflow in any kind of organization, including the most difficult kind of all; the tacit Knowledge people bring to the job and carry in their heads. Second, it is simple, powerful, flexible, and easy to learn. Third, it does not require installing, learning, and applying a complicated program (sometimes requiring reorganization to support the software rather than the software supporting the organization). It was developed by the author in a 15-year long program of studying, analyzing, and improving avionics maintenance processes for the U.S. Navy and the Royal Canadian Air Force, and then applied to organizations of all kinds ever since, for more than two decades. It has been taught and applied by the author and others in many short courses. It works
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Mapping Workflows and Managing Knowledge: Dynamic Modeling of Formal and Tacit Knowledge to Improve Organizational Performance, Volume II
Business Expert Press, 2020Co-Authors: John L. KmetzAbstract:This book is Volume II of simple but powerful tools for performance improvement. It is written for managers, analysts, and consultants who realize the value that system dynamic modeling can bring to companies and organizations, and would like to have that capability without a degree in math or computer science. It features the iThink modeling program, which requires no extensive Knowledge of math; instead, iThink uses a small set of symbols and rules to allow any keen observer of a system to create models graphically—the user literally draws a graphic of the system within the program and works from that. In Chapter 1, the author describes his own experiences with modeling, the growth and development of modeling software, and makes the case for its value. Chapter 2 is an overview of iThink symbols and rules, sufficient to enable the reader to interpret and understand iThink models; while the program has many advanced features, a great many models are based on the fundamentals in this chapter. Chapter 3 provides guidelines for converting workflow-mapping models into iThink dynamic models, and discusses approaches to building models from scratch. This approach to modeling is consistent with the author’s approach to workflow mapping and analysis, which uses a small symbol set and related discipline to map workflows in any company or organization, without the need for expensive software or extended training. That process is described in this volume of the series, and these maps are often the foundation for modeling the system as a dynamic entity
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Mapping Workflows and Managing Knowledge Capturing Formal and Tacit Knowledge to Improve Performance
'Business Expert Press', 2020Co-Authors: John L. KmetzAbstract:This is a book that does what the title says, and is different from most business process mapping information in three key ways. First, it lets you capture all the Knowledge that goes into a workflow in any kind of organization, including the most difficult kind of all, the tacit Knowledge people bring to the job and carry in their heads. Second, it is simple, powerful, flexible, and easy to learn. Finally, this book does not require installing, learning, and applying a complicated program (sometimes requiring reorganization to support the software rather than the software supporting the organization). It was developed by the author in a 15-year-long program of studying, analyzing, and improving avionics maintenance processes for the U.S. Navy and the Royal Canadian Air Force, and then applied to organizations of all kinds over more than two decades. It has been taught and applied by the author and others in many short courses. In short—this book works
Mohan Thite - One of the best experts on this subject based on the ideXlab platform.
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strategic positioning of hrm in Knowledge based organizations
The Learning Organization, 2004Co-Authors: Mohan ThiteAbstract:With Knowledge management as the strategic intent and learning to learn as the strategic weapon, the current management focus is on how to leverage Knowledge faster and better than competitors. Research demonstrates that it is the cultural mindset of the people in the organisation that primarily defines success in Knowledge intensive organisations. This article highlights the importance of people management in the Knowledge economy, explores major challenges to human resource management (HRM) in Managing Knowledge workers, and identifies some key HR strategies for effective people‐centric partnership in Knowledge management, namely, trusting HR philosophy, institutionalising learning to learn, and fine tuning HR systems in recruitment, retainment, performance and reward management of intellectual capital in a multi‐national context. This article reflects the key themes from the author's recent book, Managing People in the New Economy, published by Sage.
Maria Alaranta - One of the best experts on this subject based on the ideXlab platform.
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Knowledge problems in corrective software maintenance a case study
Hawaii International Conference on System Sciences, 2012Co-Authors: Maria Alaranta, Stefanie BetzAbstract:Corrective software maintenance derives its importance not only from the huge costs it induces but also its importance to customer relations and ultimately, the software company's revenues. In this paper, we address the Knowledge problems in the corrective software maintenance process by applying the lens of Transactive Memory System (TMS). TMS is a theory of Knowledge coordination in groups. We carry out a case study of the troubled corrective software maintenance process of a multinational ICT company. We discuss our empirical case from three key TMS manifestations: specialization, credibility and coordination. Our results show that TMS could offer a fruitful avenue for understanding and Managing Knowledge problems that lead to poor performance in such a process. Designers of a global software maintenance process should not only pay attention to the process structure and supporting IS but also to facilitating a well-functioning TMS.
Tua Haldin‐herrgard - One of the best experts on this subject based on the ideXlab platform.
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Difficulties in diffusion of tacit Knowledge in organizations
Journal of Intellectual Capital, 2000Co-Authors: Tua Haldin‐herrgardAbstract:To manage intangible assets such as Knowledge is perceived as an important capability for competition. One of the main matters for Managing Knowledge resources is diffusion of Knowledge within organizations. Knowledge management needs different forms according to the possibility to code Knowledge. Internal individual processes like experience and talent obtain tacit Knowledge that is difficult to code. Therefore it cannot be managed and shared as explicit Knowledge. To rely on personal tacit Knowledge is risky. Conversion of tacit Knowledge to explicit or at least ability to share it offers greater value to an organization. But what are the difficulties related to sharing tacit Knowledge? Different difficulties are to be found related to perception, language, time, value and distance.