How can Social media and collaborative technology INCREASE Productivity, Improve and Strengthen decision-making business teams? Introductory presentation by Tom Purves, Enterprise 2.0, November 7, 2006
Wednesday, December 5, 2007
How To Derestrict A Skyteam St 50
How can Social media and collaborative technology INCREASE Productivity, Improve and Strengthen decision-making business teams? Introductory presentation by Tom Purves, Enterprise 2.0, November 7, 2006
Parche Para Websense Enterprise
Enterprise 2.0 How to make effective KM?
Abstract This article presents an innovative model "holistic" knowledge management, which considers ten factors critical for the successful implementation of a "system" of Knowledge Management in the company.
Evaluation and enhancement of the elements presented in the model allows a "system" of Knowledge Management that brings real and tangible value to the company.
1. Abstract
Knowledge is the most important asset of enterprises [Stewart TA (1999), Stewart TA (2002); Civi E. (2000), Nonaka I., Takeuchi H. (1997)] is the competitive differential of greater value, because it descended from the excellent and innovative products and services, organizational best practices, the most appropriate and forward looking strategies, the optimal use of human resources, economic and financial resources, those tangible and intangible , the best relationship with our customers and their highest satisfaction.
The state of the discipline of Knowledge Management appears to now still quite fragmented and does not, in our view, an overview of the topic [Dalkia K. (2005); M. Corso et al. (2001); Civi E. (2000), Alavi, M., & Leidner, DE (2001); C. Evangelou, N. Karacapilidis (2005); W. Lam (2005); D. Hislop (2005), Nonaka I. et al. (2000)].
In developing the theory and practice, many areas such as technology, organizational processes, the supporting roles, methods of analysis, implementation and management, are explored in parallel, without providing a single view of the topic .
Valuable attempts with vision have been proposed by several authors, but without providing a link between knowledge management and effective competitiveness [Dalkia K. (2005); Wiig KM (2003), Firestone JM, McElroy MW (2003); H. Rollett (2003); C. Armistead, M. Meakins (2002); Biloslavo R., M. Zornada (2004); F. Burstein, H. Linger (2003), Choi I. et al. (2004); Zack MH (2001), Zack MH (2003), Jackson MC (2005)].
The questions, according to the authors, remain unresolved are: "What is Knowledge Management?", "How to evaluate the knowledge management business?" and "What are the elements that contribute to proper management of knowledge?"
The authors' proposal, though improved, is meant to represent a starting point to see the Knowledge Management point of view of competitiveness.
2. The context for the model CSE Crescendo-innovActing
For the purposes for which the authors have, we want to provide a new definition of Knowledge Management: "The Knowledge Management is the effective management of knowledge inside and outside the company, three at the strategic, managerial and operational, leading to a result value for the client (and thus for the enterprise)."
So to the authors, the Knowledge Management must deal with the management of both the great value of tacit and explicit knowledge in the company and the immense wealth of existing knowledge (and continually in flux) at the outer boundaries of the company (databases , consultants, new technologies, customers, suppliers, government, intelligence on competitors, ...) (see Figure 1), but so that this knowledge and its management is directly linked to the creation di valore per i Clienti e, di conseguenza, di valore per i dipendenti, per gli stakeholder e per gli azionisti. I tre livelli in cui il Knowledge Management genera valore sono (v. Figura 2): strategico, per decidere ed indirizzare le scelte strategiche dell'impresa, gestionale, per una corretta gestione dei processi di creazione di valore dell'impresa, operativo, per l'effettiva realizzazione di tale valore. 
Figura 1 -Il Knowledge Management si deve occupare della gestione sia della conoscenza interna sia della conoscenza esterna
Figura 2 - I tre livelli di gestione della conoscenza
E' fondamentale The management of knowledge and practical kinds really value for the company (see Figure 3), or the Knowledge Management will remain only a "fashion" managerial or computer that will not survive over time.
Figure 3 - The Knowledge Management needs to create real and tangible value for the company
3. The model-CSE Crescendo innovActing
For Knowledge Management to fully achieve the objectives set in the definition presented in paragraph 2, identify the key factors that enable the knowledge management to move from potential value to value real and tangible.
must therefore build an innovative model providing an operational definition of "system" of effective Knowledge Management (see Figure 4):
"System" of KMefficace = (Knowledge) x (Availability) x (Accessibility) x (capacity utilization) x ( culture) x (Creativity of Use) x (willingness to use) x (Relational Capacity) x (KM Strategy) x (Organisation for KM)
Figure 4 - The model CSE Crescendo Knowledge Management-innovActing
The model presented contains the information needed to fully realize the potential of Knowledge Management in the company.
The operator product (x) is used to indicate that the efficacy order of business of the company, is the product of the different elements that make up the model. It 'worth noting that if a factor is null, the total value of the "system" of knowledge management is invalid. Therefore, only exploiting all elements of the template, you can create a "system" of Knowledge Management really effective for businesses.
With "system" of Knowledge Management authors wish then all the elements of strategic, organizational, cultural, personal, motivational, psychological, technological, information, communications designed to manage knowledge in order to create value for the company.
The following discusses the various elements making up the model.
3.1. Knowledge
Knowledge is what you know, you know, do you know that you know to do.
Knowledge is the whole (non-exhaustive list):
- information,
- Data
- books, manuals, drawings, documents, regulations, procedures,
- organizational processes and technology (knowledge process , knowledge processes, knowledge "wired" in the process),
- formulas and algorithms (knowledge of the formulas and algorithms, knowledge about formulas and algorithms, knowledge "Wired" in the formulas and algorithms),
- mental and psychological processes (knowledge of mental processes and psychological knowledge about mental processes and psychological knowledge "wired" in mental processes and psychological),
- models decision (the decision-making models of knowledge, knowledge on decision-making models, the knowledge "wired" in the decision-making models),
- methodologies and tools (knowledge of methodologies and tools, the knowledge on methodologies and tools, knowledge "wired" in the methodologies and tools),
- skills (knowledge of skills, knowledge, skills, knowledge "wired" in skills),
- the skills (knowledge of skills, knowledge about the skills, knowledge "wired" in skills),
- relations (the relations of knowledge, knowledge about relationships, the knowledge "wired" in the relationship), relationships can be between people and people, objects and objects, objects and people, ideas and concepts, concepts and people, concepts and objects, etc..
Knowledge derived from study, from research, practice, experience, access to external databases, the contribution of the consultants, the knowledge of new technologies, new management methods, knowledge of customers and the knowledge generated by the report with customers, partners and the knowledge of the conoscenza generata dalla relazione con i Partner, dalla conoscenza dei fornitori e dalla conoscenza generata dalla relazione con i fornitori, dalla conoscenza degli enti e dalla conoscenza generata dalla relazione con gli enti, dall'attività di intelligence sui concorrenti, etc.
3.2. Disponibilità
La Disponibilità è la possibilità che la conoscenza sia fruibile dall'azienda, quindi organizzata e raccolta (conoscenza esplicita) o organizzata e segnalata (conoscenza tacita).
La Disponibilità risponde alle domande "Dov'è la conoscenza?", "Qual è la conoscenza?"
La Disponibilità è facilitata dai sistemi informatici.
3.3. Accessibility
Accessibility is the possibility that knowledge is easily and readily recalled by those who need it.
Accessibility is facilitated by computer systems.
3.4. Ability to use
The ability to use and the ability of individuals to derive benefit from the knowledge derived from the "system" of Knowledge Management, which is to create value by combining the knowledge object to achieve concrete results - eg. is the ability to use a formula of engineering, which requires engineering and mathematical skills, university preparation on the subject, experience, etc.
The ability to use and the efficiency with which you get knowledge from other knowledge is "knowledge for."
The ability to use is mainly use of expertise and skills.
3.5. Culture
Culture is people's ability to assess the knowledge which comes from the "system" of Knowledge Management in a "frame" wider - eg. the ability to assess the correctness of the result of the calculation formula of engineering, which requires knowledge of the boundary conditions of the formula used.
Culture is the degree of effectiveness with which you get knowledge from other knowledge, is the "verification correctness "of the knowledge gained.
culture is mainly used to internalized knowledge, the thought patterns, size and cognitive psychological paradigms to be adopted, the value system, to the world map, the identity of the person.
Culture is introjected knowledge acquired, settled, that does not need and / or ability to be managed by a "system" of Knowledge Management.
The basic consideration that arises from this aspect is that a "system" of Knowledge Management, as a whole , will never be able to handle all the knowledge, because the reality is dynamic and requires flexibility and adaptation.
3.6. Creativity of Use
of Use Creativity is the ability of people to create links between different knowledge objects and their knowledge and personal culture or between different knowledge object, then the ability to reconstruct reality, to create new patterns, models, paradigms, eg. the birth of the Pony Express in Milan in the 80s: it was known that the items had unsatisfactory performance, but developers pony express (or a few others, but did not realize the idea) have linked this to the business (relatively Milan), adapting a business model already exists.
Creativity is the ability of Use associative and analogical mind and the efficient use of methodologies and tools support.
3.7. Willingness to use
the will to use is the willingness of people to collaborate and share, people's willingness to use the "system" of knowledge management, management's willingness to support the initiative, management's willingness to invest in the initiative , people's willingness to change habits (change management). The Will of use is supported by internal communications and marketing initiative.
3.8. Relational capacity
the relational capacity is the ability of people to create relationships between them that would assist the exchange of knowledge (both tacit and explicit).
the relational capacity involves psychological and emotional sphere and is based on emotional competencies, including empathy, openness, ability to listen and communicate, interpersonal communication and trust.
the relational capacity is fundamental to work in teams, to establish communities of practice, for "thin" the circulation of information and knowledge in the company.
3.9. Knowledge Management Strategy
The Knowledge Management Strategy is the set of managerial decisions for the purposes of Knowledge Management, Knowledge Management objectives, programs and plans for Knowledge Management. The Strategy Knowledge Management Strategy covers the use, collection, distribution, communication, acquisition (including human resources), development (including human resources), evaluation, sharing, validation, renewal, delete, update, creation of knowledge in the company.
Knowledge Management strategies must be aligned with business strategies. The definition of the objectives of Knowledge Management must be in line with business objectives.
3.10. Organisation for Knowledge Management
Organization for Knowledge Management is the set of organizational elements to "run" the "system" of Knowledge Management. The Organisation for Knowledge Management covers company structure (organizational business processes, roles, new roles, Knowledge Management, Knowledge Management new function, internal communication, use of information systems to support) for the use, collection, distribution, communication, acquisition, development (which includes training), evaluation, sharing, validation, renewal, deletion, updating, knowledge generation in the company.
Organization of Knowledge Management must be in line with the strategies and business objectives and strategies and objectives of Knowledge Management.
4. Conclusions
This article was presented an innovative holistic approach to Knowledge Management, which embraces all the value components of effective management of knowledge in the company.
The components of the model must all be taken into account and exploited to achieve an effective "system" of Knowledge Management in the company.
In this way, the Knowledge Management helps to move from the "know how" (which were based companies to date) to "manage the know-how", with a broad understanding of the context, such as to call into question the assumptions underlying the formula business as a result, the Knowledge Management Assessment of Knowledge and become methods of analysis of the context and actions to increase the value of knowledge and therefore the company.
approaches and practical implementations that have only partially considered the elements of the proposed model, have often proved of little help and not winning the company.
The creation of real value and tangible means of a "system" of Knowledge Management, therefore, must pass the evaluation and design in perspective and complexity of the challenge is much to knowledge management in enterprises.
5. References
Alavi, M., & Leidner, D. E. (2001). Review - Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
Armistead, C., & Meakins, M. (2002). A framework for practising knowledge management. Long Range Planning, 35(1), 49-71.
Burstein, F., & Linger, H. (2003). Supporting post-Fordist work practices: A knowledge management framework for supporting knowledge work. Information Technology & People, 16(3), 289-305.
Biloslavo, R., & Zornada, M. (2004, April 2-3). Development of a knowledge management framework within the systems context. Paper presented at the Fifth European Conference on Organizational knowledge, Learning and Capabilities (OKLC 2004), Innsbruck, Austria.
Civi E. (2000). "Knowledge management as a competitive asset: a review" in "Marketing Intelligence & Planning", Aug 2000, Vol. 18, Issue 4
Corso, M., Martini, A., Paolucci, E., & Pellegrini, L. (2001). Knowledge management in product innovation: An interpretative review. International Journal of Management Reviews, 3(4), 341-352.
Dalkir K. (2005). Knowledge Management in Theory and Practice. Elsevier
Evangelou C., Karacapilidis N. (2005) On the interaction between humans and Knowledge Management Systems: a framework of knowledge sharing catalysts. Knowledge Management Research & Practice (2005) 3, 253–261.
Firestone, J. M., & McElroy, M. W. (2003). Key issues in the new knowledge management. Boston, MA: Butterworth-Heinemann.
Hislop D. (2005). The effect of network size on intra-network knowledge processes. Knowledge Management Research & Practice (2005) 3, 244–252.
Jackson M.C. (2005). Reflections on knowledge management from a critical systems perspective. Knowledge Management Research & Practice (2005) 3, 187–196.
Lam W. (2005). Successful knowledge management requires a knowledge culture: a case study. Knowledge Management Research & Practice (2005) 3, 206-217.
Nonaka I., Takeuchi H. (1997). The Knowledge-Creating Company. Ed Guerini e Associati
Nonaka I. et al. (2000). A Firm as a Knowledge-creating Entity: A New Perspective on the Theory of the Firm. Industrial and Corporate Change (2000) Vol 9. N. 1.
Rollett, H. (2003). Knowledge management: processes and technologies. New York, NY: Springer-Verlag New York, LLC.
Stewart TA (1999). Intellectual Capital. Ed Ponte Alle Grazie
Stewart TA (2002). The Wealth of Knowledge. Ed Ponte Alle Grazie
Wiig, KM (2003). A knowledge model for situation-handling. Journal of Knowledge Management, 7 (5), 6-24.
Zack, MH (2001). If managing knowledge is the solution, then what's the problem? In Y. Malhotra (Ed.), Knowledge management and business model innovation (pp. 16-36). Hershey, PA: Idea Group Publishing.
Zack, M. H. (2003). Rethinking the knowledge-based organization. Sloan Management Review, 44(4), 67-71. 
carried an article written by me and Caesar Priests for Annual Congress AICA 2006, which highlights, in my opinion, crucial to effective size (ie used and profiqua) KM systems.
A Model of Effective Knowledge Management oriented competitiveness
Andrea Rossi (innovActing - andrea.rossi @ innovacting.it )
Cesare Sacerdoti (CSE Crescendo - c.sacerdoti @ cse-crescendo.com )
Cesare Sacerdoti (CSE Crescendo - c.sacerdoti @ cse-crescendo.com )
Abstract This article presents an innovative model "holistic" knowledge management, which considers ten factors critical for the successful implementation of a "system" of Knowledge Management in the company.
Evaluation and enhancement of the elements presented in the model allows a "system" of Knowledge Management that brings real and tangible value to the company.
1. Abstract
Knowledge is the most important asset of enterprises [Stewart TA (1999), Stewart TA (2002); Civi E. (2000), Nonaka I., Takeuchi H. (1997)] is the competitive differential of greater value, because it descended from the excellent and innovative products and services, organizational best practices, the most appropriate and forward looking strategies, the optimal use of human resources, economic and financial resources, those tangible and intangible , the best relationship with our customers and their highest satisfaction.
The state of the discipline of Knowledge Management appears to now still quite fragmented and does not, in our view, an overview of the topic [Dalkia K. (2005); M. Corso et al. (2001); Civi E. (2000), Alavi, M., & Leidner, DE (2001); C. Evangelou, N. Karacapilidis (2005); W. Lam (2005); D. Hislop (2005), Nonaka I. et al. (2000)].
In developing the theory and practice, many areas such as technology, organizational processes, the supporting roles, methods of analysis, implementation and management, are explored in parallel, without providing a single view of the topic .
Valuable attempts with vision have been proposed by several authors, but without providing a link between knowledge management and effective competitiveness [Dalkia K. (2005); Wiig KM (2003), Firestone JM, McElroy MW (2003); H. Rollett (2003); C. Armistead, M. Meakins (2002); Biloslavo R., M. Zornada (2004); F. Burstein, H. Linger (2003), Choi I. et al. (2004); Zack MH (2001), Zack MH (2003), Jackson MC (2005)].
The questions, according to the authors, remain unresolved are: "What is Knowledge Management?", "How to evaluate the knowledge management business?" and "What are the elements that contribute to proper management of knowledge?"
The authors' proposal, though improved, is meant to represent a starting point to see the Knowledge Management point of view of competitiveness.
2. The context for the model CSE Crescendo-innovActing
For the purposes for which the authors have, we want to provide a new definition of Knowledge Management: "The Knowledge Management is the effective management of knowledge inside and outside the company, three at the strategic, managerial and operational, leading to a result value for the client (and thus for the enterprise)."
So to the authors, the Knowledge Management must deal with the management of both the great value of tacit and explicit knowledge in the company and the immense wealth of existing knowledge (and continually in flux) at the outer boundaries of the company (databases , consultants, new technologies, customers, suppliers, government, intelligence on competitors, ...) (see Figure 1), but so that this knowledge and its management is directly linked to the creation di valore per i Clienti e, di conseguenza, di valore per i dipendenti, per gli stakeholder e per gli azionisti. I tre livelli in cui il Knowledge Management genera valore sono (v. Figura 2): strategico, per decidere ed indirizzare le scelte strategiche dell'impresa, gestionale, per una corretta gestione dei processi di creazione di valore dell'impresa, operativo, per l'effettiva realizzazione di tale valore.
Figura 1 -Il Knowledge Management si deve occupare della gestione sia della conoscenza interna sia della conoscenza esterna
Figura 2 - I tre livelli di gestione della conoscenza
E' fondamentale The management of knowledge and practical kinds really value for the company (see Figure 3), or the Knowledge Management will remain only a "fashion" managerial or computer that will not survive over time.
Figure 3 - The Knowledge Management needs to create real and tangible value for the company
3. The model-CSE Crescendo innovActing
For Knowledge Management to fully achieve the objectives set in the definition presented in paragraph 2, identify the key factors that enable the knowledge management to move from potential value to value real and tangible.
must therefore build an innovative model providing an operational definition of "system" of effective Knowledge Management (see Figure 4):
"System" of KMefficace = (Knowledge) x (Availability) x (Accessibility) x (capacity utilization) x ( culture) x (Creativity of Use) x (willingness to use) x (Relational Capacity) x (KM Strategy) x (Organisation for KM)
Figure 4 - The model CSE Crescendo Knowledge Management-innovActing
The model presented contains the information needed to fully realize the potential of Knowledge Management in the company.
The operator product (x) is used to indicate that the efficacy order of business of the company, is the product of the different elements that make up the model. It 'worth noting that if a factor is null, the total value of the "system" of knowledge management is invalid. Therefore, only exploiting all elements of the template, you can create a "system" of Knowledge Management really effective for businesses.
With "system" of Knowledge Management authors wish then all the elements of strategic, organizational, cultural, personal, motivational, psychological, technological, information, communications designed to manage knowledge in order to create value for the company.
The following discusses the various elements making up the model.
3.1. Knowledge
Knowledge is what you know, you know, do you know that you know to do.
Knowledge is the whole (non-exhaustive list):
- information,
- Data
- books, manuals, drawings, documents, regulations, procedures,
- organizational processes and technology (knowledge process , knowledge processes, knowledge "wired" in the process),
- formulas and algorithms (knowledge of the formulas and algorithms, knowledge about formulas and algorithms, knowledge "Wired" in the formulas and algorithms),
- mental and psychological processes (knowledge of mental processes and psychological knowledge about mental processes and psychological knowledge "wired" in mental processes and psychological),
- models decision (the decision-making models of knowledge, knowledge on decision-making models, the knowledge "wired" in the decision-making models),
- methodologies and tools (knowledge of methodologies and tools, the knowledge on methodologies and tools, knowledge "wired" in the methodologies and tools),
- skills (knowledge of skills, knowledge, skills, knowledge "wired" in skills),
- the skills (knowledge of skills, knowledge about the skills, knowledge "wired" in skills),
- relations (the relations of knowledge, knowledge about relationships, the knowledge "wired" in the relationship), relationships can be between people and people, objects and objects, objects and people, ideas and concepts, concepts and people, concepts and objects, etc..
Knowledge derived from study, from research, practice, experience, access to external databases, the contribution of the consultants, the knowledge of new technologies, new management methods, knowledge of customers and the knowledge generated by the report with customers, partners and the knowledge of the conoscenza generata dalla relazione con i Partner, dalla conoscenza dei fornitori e dalla conoscenza generata dalla relazione con i fornitori, dalla conoscenza degli enti e dalla conoscenza generata dalla relazione con gli enti, dall'attività di intelligence sui concorrenti, etc.
3.2. Disponibilità
La Disponibilità è la possibilità che la conoscenza sia fruibile dall'azienda, quindi organizzata e raccolta (conoscenza esplicita) o organizzata e segnalata (conoscenza tacita).
La Disponibilità risponde alle domande "Dov'è la conoscenza?", "Qual è la conoscenza?"
La Disponibilità è facilitata dai sistemi informatici.
3.3. Accessibility
Accessibility is the possibility that knowledge is easily and readily recalled by those who need it.
Accessibility is facilitated by computer systems.
3.4. Ability to use
The ability to use and the ability of individuals to derive benefit from the knowledge derived from the "system" of Knowledge Management, which is to create value by combining the knowledge object to achieve concrete results - eg. is the ability to use a formula of engineering, which requires engineering and mathematical skills, university preparation on the subject, experience, etc.
The ability to use and the efficiency with which you get knowledge from other knowledge is "knowledge for."
The ability to use is mainly use of expertise and skills.
3.5. Culture
Culture is people's ability to assess the knowledge which comes from the "system" of Knowledge Management in a "frame" wider - eg. the ability to assess the correctness of the result of the calculation formula of engineering, which requires knowledge of the boundary conditions of the formula used.
Culture is the degree of effectiveness with which you get knowledge from other knowledge, is the "verification correctness "of the knowledge gained.
culture is mainly used to internalized knowledge, the thought patterns, size and cognitive psychological paradigms to be adopted, the value system, to the world map, the identity of the person.
Culture is introjected knowledge acquired, settled, that does not need and / or ability to be managed by a "system" of Knowledge Management.
The basic consideration that arises from this aspect is that a "system" of Knowledge Management, as a whole , will never be able to handle all the knowledge, because the reality is dynamic and requires flexibility and adaptation.
3.6. Creativity of Use
of Use Creativity is the ability of people to create links between different knowledge objects and their knowledge and personal culture or between different knowledge object, then the ability to reconstruct reality, to create new patterns, models, paradigms, eg. the birth of the Pony Express in Milan in the 80s: it was known that the items had unsatisfactory performance, but developers pony express (or a few others, but did not realize the idea) have linked this to the business (relatively Milan), adapting a business model already exists.
Creativity is the ability of Use associative and analogical mind and the efficient use of methodologies and tools support.
3.7. Willingness to use
the will to use is the willingness of people to collaborate and share, people's willingness to use the "system" of knowledge management, management's willingness to support the initiative, management's willingness to invest in the initiative , people's willingness to change habits (change management). The Will of use is supported by internal communications and marketing initiative.
3.8. Relational capacity
the relational capacity is the ability of people to create relationships between them that would assist the exchange of knowledge (both tacit and explicit).
the relational capacity involves psychological and emotional sphere and is based on emotional competencies, including empathy, openness, ability to listen and communicate, interpersonal communication and trust.
the relational capacity is fundamental to work in teams, to establish communities of practice, for "thin" the circulation of information and knowledge in the company.
3.9. Knowledge Management Strategy
The Knowledge Management Strategy is the set of managerial decisions for the purposes of Knowledge Management, Knowledge Management objectives, programs and plans for Knowledge Management. The Strategy Knowledge Management Strategy covers the use, collection, distribution, communication, acquisition (including human resources), development (including human resources), evaluation, sharing, validation, renewal, delete, update, creation of knowledge in the company.
Knowledge Management strategies must be aligned with business strategies. The definition of the objectives of Knowledge Management must be in line with business objectives.
3.10. Organisation for Knowledge Management
Organization for Knowledge Management is the set of organizational elements to "run" the "system" of Knowledge Management. The Organisation for Knowledge Management covers company structure (organizational business processes, roles, new roles, Knowledge Management, Knowledge Management new function, internal communication, use of information systems to support) for the use, collection, distribution, communication, acquisition, development (which includes training), evaluation, sharing, validation, renewal, deletion, updating, knowledge generation in the company.
Organization of Knowledge Management must be in line with the strategies and business objectives and strategies and objectives of Knowledge Management.
4. Conclusions
This article was presented an innovative holistic approach to Knowledge Management, which embraces all the value components of effective management of knowledge in the company.
The components of the model must all be taken into account and exploited to achieve an effective "system" of Knowledge Management in the company.
In this way, the Knowledge Management helps to move from the "know how" (which were based companies to date) to "manage the know-how", with a broad understanding of the context, such as to call into question the assumptions underlying the formula business as a result, the Knowledge Management Assessment of Knowledge and become methods of analysis of the context and actions to increase the value of knowledge and therefore the company.
approaches and practical implementations that have only partially considered the elements of the proposed model, have often proved of little help and not winning the company.
The creation of real value and tangible means of a "system" of Knowledge Management, therefore, must pass the evaluation and design in perspective and complexity of the challenge is much to knowledge management in enterprises.
5. References
Alavi, M., & Leidner, D. E. (2001). Review - Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
Armistead, C., & Meakins, M. (2002). A framework for practising knowledge management. Long Range Planning, 35(1), 49-71.
Burstein, F., & Linger, H. (2003). Supporting post-Fordist work practices: A knowledge management framework for supporting knowledge work. Information Technology & People, 16(3), 289-305.
Biloslavo, R., & Zornada, M. (2004, April 2-3). Development of a knowledge management framework within the systems context. Paper presented at the Fifth European Conference on Organizational knowledge, Learning and Capabilities (OKLC 2004), Innsbruck, Austria.
Civi E. (2000). "Knowledge management as a competitive asset: a review" in "Marketing Intelligence & Planning", Aug 2000, Vol. 18, Issue 4
Corso, M., Martini, A., Paolucci, E., & Pellegrini, L. (2001). Knowledge management in product innovation: An interpretative review. International Journal of Management Reviews, 3(4), 341-352.
Dalkir K. (2005). Knowledge Management in Theory and Practice. Elsevier
Evangelou C., Karacapilidis N. (2005) On the interaction between humans and Knowledge Management Systems: a framework of knowledge sharing catalysts. Knowledge Management Research & Practice (2005) 3, 253–261.
Firestone, J. M., & McElroy, M. W. (2003). Key issues in the new knowledge management. Boston, MA: Butterworth-Heinemann.
Hislop D. (2005). The effect of network size on intra-network knowledge processes. Knowledge Management Research & Practice (2005) 3, 244–252.
Jackson M.C. (2005). Reflections on knowledge management from a critical systems perspective. Knowledge Management Research & Practice (2005) 3, 187–196.
Lam W. (2005). Successful knowledge management requires a knowledge culture: a case study. Knowledge Management Research & Practice (2005) 3, 206-217.
Nonaka I., Takeuchi H. (1997). The Knowledge-Creating Company. Ed Guerini e Associati
Nonaka I. et al. (2000). A Firm as a Knowledge-creating Entity: A New Perspective on the Theory of the Firm. Industrial and Corporate Change (2000) Vol 9. N. 1.
Rollett, H. (2003). Knowledge management: processes and technologies. New York, NY: Springer-Verlag New York, LLC.
Stewart TA (1999). Intellectual Capital. Ed Ponte Alle Grazie
Stewart TA (2002). The Wealth of Knowledge. Ed Ponte Alle Grazie
Wiig, KM (2003). A knowledge model for situation-handling. Journal of Knowledge Management, 7 (5), 6-24.
Zack, MH (2001). If managing knowledge is the solution, then what's the problem? In Y. Malhotra (Ed.), Knowledge management and business model innovation (pp. 16-36). Hershey, PA: Idea Group Publishing.
Zack, M. H. (2003). Rethinking the knowledge-based organization. Sloan Management Review, 44(4), 67-71.
How To Write A Co Signer Letter
I Am Knowledge Worker 2.0
Stephen Collins' presentation from the Office 2.0 Conference. It's a discussion on the changing nature of knowledge workers and how their organisations can help them be better at their jobs and more productive.
Stephen Collins' presentation from the Office 2.0 Conference. It's a discussion on the changing nature of knowledge workers and how their organisations can help them be better at their jobs and more productive.
28.11.2007, in which I describe how the analysis of customer satisfaction may be utilizzta to drive innovation in the company (Market Driven Innovation) 
Upload your own
Mercedes Plate Holder
beyond CRM - Knowledge From, To, Toward the Customer Communication Strategies
My speech at the conference Evolving Marketing ADICO 21.11.2007, which describes how to exceed the concept of Knowledge Management (CRM Customer Relationship Management) in the direction of Relationship Marketing (Relationship Marketing)
My speech at the conference Evolving Marketing ADICO 21.11.2007, which describes how to exceed the concept of Knowledge Management (CRM Customer Relationship Management) in the direction of Relationship Marketing (Relationship Marketing)
There are facts that are widely known and shared
Customers are increasingly demanding, both in terms of service and innovative products, both in terms of attention, respect and involvement Customers are increasingly difficult to know, understand and interpret; 
What to do to stay competitive? What to do to excel in new challenges? some ideas can come from three conferences in which I was invited to speak, between October and November this year, and summarize briefly.
What to do to stay competitive? What to do to excel in new challenges? some ideas can come from three conferences in which I was invited to speak, between October and November this year, and summarize briefly. November 28, 2007 - Meeting Assolombarda / AISM 
"Marketing for Innovation. Market - Innovation - Market: the virtuous circle to remain competitive "
"Marketing for Innovation. Market - Innovation - Market: the virtuous circle to remain competitive " The meeting was presented a booklet produced by AISM (Italian Marketing Association) in collaboration with Assolombarda on the theme Innovation and Marketing. The booklet is available in Assolombarda in AISM. 
George Basile, Director responsible for Research and Innovation Assolombarda, and Franco Giacomazzi, AISM President, gave the opening address
- Oscar Pallme, Secretary General AISM and management consultant, talked about enterprise and innovation, mistakes to avoid and practices "virtuous" to pursue a stable orientation to engage in continuous innovation of the DNA. In the intervention has been shown, among other things, the virtuous circle to be competitive, that part by the needs of the market, passes for innovation and returns to the market, thanks integration of different skills for doing business.
- Aldo Viapiana, Vice President and President AISM Direct Ltd in point, spoke of market forecasts in an uncertain environment, presenting the many tools available to companies to make assumptions based on future demand and trade program planned
- Carola Goglio, partner and CEO AISM Learning & Learning Ltd, spoke of internal marketing, or communication and involvement to prevent the organization of innovative initiatives do not reach the expected success.
- Franco Giacomazzi, AISM President and Professor of Industrial Marketing at the Politecnico di Milano, spoke about innovation in marketing: toward Web 2.0, illustrating the new paradigms and technical resources in the era of the continuous evolution and emphasizing that many companies are già seguendo questa strada, incoraggiando le azienda a non arrivare in ritardo.
21 novembre 2007 - Convention ADICO “Evolving Marketing”
“La Conoscenza da, per, verso il Cliente - Oltre il CRM”
Nel workshop all’interno della convention ADICO (Associazione Italiana Direttori Commerciali e Marketing Manager), dal titolo: “La Conoscenza da, per, verso il Cliente - Oltre il CRM”, ho parlato delle nuove possibilità offerte dalle nuove tecnologie e dal cambiamento culturale dei Clienti per realizzare compiutamente il Marketing Relazionale, andando oltre i limiti degli strumenti informatici chiamati di “Customer Relationship Management (CRM)”, che a scapito del nome, non sviluppano effettivamente una relazione piena con i Clienti. In un'ottica collaborativa e relazionale la Gestione della Conoscenza (“Knowledge Management”) nei processi di relazione con la clientela supera il CRM, diventando patrimonio non solo dell'Azienda ma anche del Cliente stesso.
La Conoscenza, nello svilupparsi della relazione Cliente-Azienda, transita dal Cliente verso l’azienda, dall’azienda verso il Cliente e la Conoscenza ricavata dall’impresa durante la relazione deve essere utilizzata per generare nuova Conoscenza ed idee innovative per i Clienti. Le Relazioni e la Conoscenza che da esse scaturisce sono il vero patrimonio di un’impresa.
The tools of knowledge management are numerous, can be used for many different needs, from document management to collaborative tools, training and development tools via the Internet tools of analysis of the acquired knowledge, but only with careful planning-oriented experience of customer, you can achieve successful results.
October 15, 2007 - Meeting ATEMA "Speaker's Corner"
The meeting, organized by Atem (Association for the Temporary Management) ho parlato delle nuove tecnologie “Web 2.0”, che rappresentano un radicale cambiamento di paradigma delle modalità di comunicazione ed interazione all’interno e all’esterno dell’azienda.
The innovative tools of the Internet called "Web 2.0" can amplify, if used effectively, the breadth and depth of relationship with customers, creating a bidirectional channel between the company and the market, able to inspire successful efforts to innovate - I nuovi scenari globali, l’aumento della complessità del business e l’estendersi del raggio d’azione delle imprese rendono indispensabile un utilizzo consapevole delle nuove tecnologie basate su Internet per presidiare efficacemente le nuove sfide contemporanee.
- Inoltre, lnternet e le nuove tecnologie legate al “Web 2.0”, consentono un apprendimento, uno scambio e una gestione di Conoscenze senza precedenti nella Storia, specialmente per quanto riguarda la Conoscenza relativa ai Clienti e quella People owned by the organization. aware of new opportunities for effective communication and Web technologies offer the most appropriate strategies to address and use of these technologies allows you to extend and deepen the knowledge of critical areas of the company, taking advantage of opportunities for interaction and control never experienced before .
- From the three conferences we can highlight some common guidelines on the theme Innovation and Marketing:
- Marketing is not just, unfortunately, as is commonly thought, the means of communication products and services and to promote sales, but above all the discipline to understand the needs, expectations and changes to the practical implementation of the clients and a solid relationship with them;
- To do this, marketing has various tools, including: Competitive Analysis of Market Analysis competitive firm, market forecasts and trends, levers of the marketing mix, marketing plans and marketing, relationship marketing, experiential marketing, measurement and monitoring of results, analysis of Customer Satisfaction;
- So Marketing becomes a key element of the innovation process and must work in a team with the components of research and development, design and the firm's production, which are not always in touch with the reality of the market and the customer experience;
- internal marketing, the ability to listen, communicate and involve those individuals in the 'company, is another important factor for the success of innovation initiatives;
What insights can we draw?
Today there is a young discipline, but sufficiently structured to supplement these concepts. It is called Knowledge Management, Knowledge Management in that company. This discipline integrates the potential of marketing within the company with the realities and develop strategies on a comprehensive framework to address successfully the continuous market changes.
Ignore the new phenomena means not only want them to see, certainly not eliminate them from reality.
The ingredients for success are the ability to understand the market and relationships with customers and prospects, skills related to marketing, and the ability to innovate in line with the needs of customers, all powered by new paradigms "Web 2.0".
Peter Drucker, management guru, said: "Companies have only two basic functions: Marketing and Innovation, Knowledge Management today that integrates aspects of these two functions, one might say" effectively manage internal and external knowledge to 'is the fundamental function of the holding company ", or as Dante had said, in the Thirteenth Century," you were not made to live like brutes but to follow virtue and knowledge "!
My hope is that companies taking advantage of the new paradigms and tools marketing and innovation to remain successful in the market, adapting quickly to new challenges and demands from customers already collected by many competitors.
Choke Between Her Thighs
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- http://digilander.libero.it/alexaver/index.htm
- )
- In these years we are witnessing an interesting phenomenon: the systematic distribution of beta versions that are in themselves a finished product that will remain in beta status for years or indefinitely (google, blogger, wikipedia, 2nd Life, nòva100 ,...) This phenomenon obscures the radical transformation of the paradigm of linear / sequential "analyze-plan-design-test-produce" in the new cyclic model -spirale/non-lineare "try-(ß) test-ADAPT, faster, highly iterative, and highly adaptive" evolutionary. " In fact, we see a marked change from artifact (a few) static and final (or nearly) for artifact (of many) dynamic and constantly changing (or nearly). To put it on the philosophical, is the transition from Kant to Hegel. We see a very close analogy between paradigm-ß and Knowledge Management. In fact, the knowledge is inherently dynamic and can not be harnessed in definitions / "products" / artifacts static character / (almost) final, but must be equipped with the dynamic attributes of continuous development.
Averone Alessio - "feeling of change"
In conclusione, siamo arrivati nell'Era della Conoscenza Dinamica, che lascia indietro, per certi versi, buona parte dei libri, corsi di laurea, esperienze e specializzazioni professionali. Crolla il mito della conoscenza enciclopedica, sopravanzato dalla Pragmatica della Conoscenza e della Meta-Conoscenza, di cui il Social Networking, il Social Bookmarking e i Feed sono un fattore fondamentale.
Siamo avvisati...
Any One Can Wear Amethyst/
Internet Innovation and Marketing - An indispensable elements for the success of companies
Il KM sposta il focus dal "fare" al "sapere per fare", perchè la differenza tra "fare" male e "fare" bene sta nella conoscenza che si applica alle proprie attività.
In questo senso, il lavoratore della conoscenza (knowledge worker) raccoglie, applica e genera knowledge (and relationships, which are also knowledge) to perform their tasks at an optimal and constantly updated.
Now collapsing the old paradigm of the role, skills, seniority, seen as static or dynamic concept "to jump" and not related exclusively to the variable time. In terms of knowledge and its management, the value (business) a person coincides with his knowledge (useful and relevant) to perform their jobs (current and potential), and to better manage the exceptions that often today they are now involved with almost all of the business. The ability of learning and adaptation (another form of knowledge), ie the amount of new knowledge acquired or generated per unit time, varies from person to person, and therefore the only time variable can not be the only yardstick of value (corporate) of the person.
4) How can we evaluate learning capabilty?
5) How can we evaluate adaptability?
6) How can we define the remuneration for knowledge (used, shared with the company, communicated)?
Il KM sposta il focus dal "fare" al "sapere per fare", perchè la differenza tra "fare" male e "fare" bene sta nella conoscenza che si applica alle proprie attività.
In questo senso, il lavoratore della conoscenza (knowledge worker) raccoglie, applica e genera knowledge (and relationships, which are also knowledge) to perform their tasks at an optimal and constantly updated.
Now collapsing the old paradigm of the role, skills, seniority, seen as static or dynamic concept "to jump" and not related exclusively to the variable time. In terms of knowledge and its management, the value (business) a person coincides with his knowledge (useful and relevant) to perform their jobs (current and potential), and to better manage the exceptions that often today they are now involved with almost all of the business. The ability of learning and adaptation (another form of knowledge), ie the amount of new knowledge acquired or generated per unit time, varies from person to person, and therefore the only time variable can not be the only yardstick of value (corporate) of the person.
addition, the amount of time devoted to work is no longer, too, is a satisfactory measure of the commitment of a person as the key variable is instead the amount of knowledge (useful and updated) instilled in their work. 
Therefore, it seems to me that the antiquated equation of the last century "pay vs. Dedicated time to the business in a particular role," that still governs most of collaboration work, Monsters of unfathomable limits.
I think that, for knowledge workers (which is almost everyone) needs to be redefined the psychological contract that binds them to the company and the labor system, enhancing the knowledge (actual useful) held (ie net of knowledge and experience - another form of knowledge - old) and the ability to learn and adapt. Therefore, it seems to me that the antiquated equation of the last century "pay vs. Dedicated time to the business in a particular role," that still governs most of collaboration work, Monsters of unfathomable limits. Only in this way can actually make justice to the ordeal of knowledge and the knowledge and you can think of achieving a knowledge-oriented culture and its management. 
I open topics are: 1) How to measure the knowledge of a person (the sum of the knowledge learned in the work and knowledge learned outside of work)? 2) How to distinguish between knowledge and actual useful "and" useless and obsolete? 3) How to assess the knowledge for future events (potential useful knowledge)? 4) How to evaluate the ability to learn? 5) How to assess the resilience? 6) How should the pay of knowledge (used, instilled in the company, communicated)?
>>>>> I open topics are: 1) How to measure the knowledge of a person (the sum of the knowledge learned in the work and knowledge learned outside of work)? 2) How to distinguish between knowledge and actual useful "and" useless and obsolete? 3) How to assess the knowledge for future events (potential useful knowledge)? 4) How to evaluate the ability to learn? 5) How to assess the resilience? 6) How should the pay of knowledge (used, instilled in the company, communicated)? A New Psychological Contract for knowledge workers KM move the focus from "to do" to "to know for doing," Because The difference between "to do" and wrong "to do" right stands Applied knowledge in the to someone's activities. In this way, the knowledge worker gathers, applies and generates knowledge (and relations, which are knowledge themselves) in order to perform his/her tasks at the best and in an ever and ever updated way. Therefore, the old paradigms of role, competencies and seniority, seen as static or "discontinuosly" dynamic or anyway exclusively correlated to time dimension, break down. From the point of view of knowledge and knowledge management, the (enterprise) value of a person coincide with his/her (useful and updated) knowledge for doing his/her (present and future) tasks nd for managing exections, which are often deep-rooted with almost the totality of business. Learning and adapting capability (adaptability is another form of knowledge), that is the quantity of learnt or generated new knowledge in the time unit, noticeably varies from person to person and therefore the only time dimension cannot represent any more the unique measuring road of the (enterprise) value of a person. Moreover, the time amount dedicated to work does not represent any more a satisfactory measure of someone's effort; because the fundamental unit is the quantity of (useful and updated) knowledge transfused in someone's work. As a consequence, in my opinion, the ancient last century's equation "salary vs. time dedicated to the company in a certain role", which rules most of the collaboration agreements (at least, in Italy), shows abyssal limits. I think that for knowledge workers (which are most of people) must be redefined the psycological contract that link them to the company and to the working system, evaluating the (useful and updated) knowledge (therefore, detracted of obsolete knowledge and experience - another form of knowledge) and the learning and adapting capability owned. Only this way we can take effectively into account knowledge and the effort toward knowledge and we can carry out a knowledge and knowledge management oriented culture. Open issues are: 1) How can we measure the knowledge of a person (sum of learned knowledge in working and non-working time)? 2) How can we distinguish between "useful and updated" knowledge and "useless and obsolete" knowledge?
3) How can we evaluate the "useful-for-the-future" knowledge ("potential useful knowledge")? 4) How can we evaluate learning capabilty?
5) How can we evaluate adaptability?
6) How can we define the remuneration for knowledge (used, shared with the company, communicated)?
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