Knowledge and Business Process Management

Knowledge and Business Process Management

Copyright: © 2003 |Pages: 308

ISBN13: 9781591400363|ISBN10: 1591400368|EISBN13: 9781591400745

DOI: 10.4018/978-1-59140-036-3

Cite Book Cite Book

MLA

Hlupic, Vlatka, editor. Knowledge and Business Process Management. IGI Global, 2003. https://doi.org/10.4018/978-1-59140-036-3

APA

Hlupic, V. (Ed.). (2003). Knowledge and Business Process Management. IGI Global. https://doi.org/10.4018/978-1-59140-036-3

Chicago

Hlupic, Vlatka, ed. Knowledge and Business Process Management. Hershey, PA: IGI Global, 2003. https://doi.org/10.4018/978-1-59140-036-3

Export Reference

Favorite Full-Book Download

In today's competitive and global business environments' knowledge is recognized as one of the most important strategic assets for modern organizations. In the light of this, knowledge management (KM) continues to receive much attention both from the academic and business communities. With improvements in IT-based systems for handling knowledge, KM is becoming an essential theme of research into business success as well as a subject of new business initiatives. Knowledge and Business Process Management provides a unique and timely compilation of multi-disciplinary views related to knowledge and business process management.

Table of Contents

Reset

Front Materials

Title Page

Copyright Page

Preface

Acknowledgments

Chapters

Research Issues in Knowledge and Business Process Management

Chapter 1

Directions and Trends in Knowledge Management Research: Results from an Empirical Analysis of European Projects (pages 1-15)

George M. Giaglis

Knowledge and Information Management (KIM) has existed as a separate field of scientific research for almost a decade. It is therefore surprising that very few studies to date have been concerned with the identification of the scope...

Chapter 2

Knowledge Economy: An Overview (pages 16-32)

Vlatko Ceric

The dramatic development of information and communications technology, the increased speed of scientific and technological progress, and the increased global competition led to the growing importance of knowledge and technology for...

Chapter 3

Simulation Modelling: The Link Between Change Management Approaches (pages 33-50)

Wendy L. Currie, Vlatka Hlupic

Although change management approaches have been widely discussed in the business and management literature for several decades, not many publications address the role of simulation modelling in supporting these approaches. This...

Chapter 4

Intelligent Agents for Knowledge Management in E-Commerce: Opportunities and Challenges (pages 51-67)

Athanasia Pouloudi, Vlatka Hlupic, George Rzevski

E-commerce has become a key aspect of the global business environment, causing fundamental changes in markets and organisational structures. This chapter considers how knowledge management, the latest management approach aimed at...

Chapter 5

Knowledge Management: Analysis and Some Consequences (pages 68-81)

Petros A.M. Gelepithis, Nicole Parillon

Although the debate on the nature of ‘knowledge’ and ‘information’ is far from settled, it is now taken for granted throughout the academic world that the two notions are related but fundamentally distinct. This result, and its...

Practical Aspects of Knowledge and Business Process Management

Chapter 6

Knowledge Management in Action: The Experience of Infosys Technologies (pages 83-98)

V. P. Kochikar, Kavi Mahesh, C. S. Mahind

This chapter presents the detailed architecture that Infosys has deployed for implementing KM internally, and the company’s experiences in using that architecture for managing its knowledge. A brief historical perspective of the...

Chapter 7

The Learning Enactment of Process Knowledge: An Approach Anchored on Work Practices (pages 99-117)

Kostas Samiotis, Angeliki Poulymenakou

This chapter is concerned with issues of learning enactment within a single organisation. More particularly, we look into theory and we provide some empirical evidence regarding the exploration and exploitation of organizational...

Chapter 8

Bridging the Gap from the General to the Specific by Linking Knowledge Management to Business Processes (pages 118-136)

John S. Edwards, John B. Kidd

A phenomenon common to almost all fields is that there is a gap between theory and practical implementation. However, this is a particular problem in knowledge management, where much of the literature consists of general principles...

Chapter 9

Designing Organisational Memory in Knowledge-Intensive Companies: A Case Study (pages 137-153)

Dee Alwis, Vlatka Hlupic, George Rzevski

Organisational memory refers to the storage of a company’s collective expertise and experience that is cultivated through human and technological networks for improving organisational performance. A knowledge-sharing environment...

Chapter 10

Opportunities for Data Mining and Customer Knowledge Management for Shopping Centres (pages 154-172)

Charles Dennis, David Marsland, Tony Cockett

Shopping centers are an important part of the UK economy and have been the subject of considerable research. Relying on complex interdependencies between shoppers, retailers and owners, shopping centers are ideal for knowledge...

People and Technology

Chapter 11

Managing Knowledge in a Collaborative Context: How May Intellectual Resources Be Harnessed Towards Joint Effect? (pages 174-195)

Sajda Qureshi, Vlatka Hlupic, Gert-Jan de Vreede, Robert O. Briggs, Jay Nunamaker

The value of electronic collaboration has arisen as successful organisations recognize that they need to convert their intellectual resources into customized services. The shift from personal computing to interpersonal or...

Chapter 12

Technical Aspects of Knowledge Management: A Methodology for Commercial Knowledge Management Tool Selection (pages 196-216)

Nayna Patel, Vlatka Hlupic

One of the repercussions of the ever-rising popularity of knowledge management is a sudden increase in the number and range of knowledge management tools available on the software market. This can present a problem for organisations...

Chapter 13

A Framework for Managing Knowledge in Requirements Identification: Bridging the Knowledge Gap Between Business and System Developers (pages 217-237)

Wafi Al-Karaghouli, Sarmad Alshawi, Guy Fitzgerald

This chapter reflects on experiences when traditional IT approaches were used to design large IT systems and ended in failure (Etheridge, 2001). The main reflections focus on the reasons for system failure and how they relate to the...

Chapter 14

The Impact of the Knowledge Economy on Leadership in Organisations (pages 238-258)

Manon Van Leeuwen

The world economy is in transition. It is moving from the industrial age to a new set of rules — that of the “Information Society” or knowledge economy. This will change everybody’s work, affecting the flow of new ideas into...

Chapter 15

The Role of Teams in Business Process Change (pages 259-276)

Jyoti Choudrie

The concept of reengineering teams is not new to business process change practice and research. However, frameworks that describe the organisational changes that have to be undertaken in order to establish reengineering teams, in...

Back Materials

About the Authors

Index

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.

Username or email: *

Password: *

Forgot individual login password?

Create individual account