By Peter Love, Patrick Fong, Zahir Irani
Management of data in undertaking environments is a different textual content that brings jointly contributions from prime educational practitioners, to illustrate how the administration of data can result in venture good fortune in present day complicated and altering enterprise surroundings. The paintings examines how the administration of information, quite the sharing of data and the significance of studying via mirrored image, can result in venture luck and more suitable enterprise functionality. This ebook is written by way of a world contributor group and provides sensible purposes, types and case reports from various foreign views. * Demonstrates how the administration of data may end up in good fortune in undertaking results * Highlights the significance of inter- and intra- organizational studying * accommodates overseas case reviews to illustrate how wisdom will be successfully controlled
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Extra info for Management of Knowledge in Project Environments
Seeley, C. and Dietrick, W. (2001) Crafting a Knowledge Management Strategy. KM Review Special Report. London: Melcrum Publishing. Sveiby, K. E. (2001) A knowledge-based theory of the firm to guide in strategy formulation. Journal of Intellectual Capital 2(4): 344–358. Wexler, M. (2001) The who, what, and why of knowledge mapping. Journal of Knowledge Management 5(3): 249–263. Zack, M. H. (1999) Managing codified knowledge. Sloan Management Review. Cambridge, MA: MIT Press, pp. 45–58. Zimmermann, K.
Brown, J. and Duguid, P. (1991) Organisational learning and toward a unified view of working, learning and innovation. Organization Science 2(1): 40–56. Burt, R. (1992) Structural Holes: The Social Structure of Competition. London: Harvard University Press. Clark, K. and Fujimoto, T. (1991) Product Development Performance: Strategy, Organization, and Management in the World Auto Industry. Boston, MA: Harvard Business School Press. Cooper, R. B. and Zmud, R. W. (1990) Information technology implementation research: a technological diffusion approach.
Referring to the GOil and IEngineering cases, it is clear that their strong emphasis and dependence on innovation to survive had facilitated the development of integration flexibility. However, this does not suggest that DBank and TRetailing had underemphasized the need for continuous innovation. As one manager from TRetailing noted, ‘we are suffering from initiative overload and inability to cope with change consistently and successfully’. A similar experience was also found in the DBank case.