FN ISI Export Format VR 1.0 PT J AU Alavi, M Leidner, DE TI Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues SO MIS QUARTERLY LA English DT Review DE knowledge management; knowledge management systems; research issues in knowledge management; organizational knowledge management; knowledge management review ID ORGANIZATIONAL KNOWLEDGE; DYNAMIC THEORY; MEMORY; FIRM; INNOVATION; CREATION AB Knowledge is abroad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures. To be credible, KMS research and development should preserve and build upon the significant literature that exists in different but related fields. This paper provides a review and interpretation of knowledge management literatures in different fields with an eye toward identifying the important areas for research. We present a detailed process view of organizational knowledge management with a focus on the potential role of information technology in this process. Drawing upon the literature review and analysis of knowledge management processes, we discuss several important research issues surrounding the knowledge management processes and the role of IT in support of these processes. C1 Emory Univ, Goizueta Business Sch, John & Lucy Cook Chair Informat Technol, Atlanta, GA 30322 USA. INSEAD, F-77305 Fontainebleau, France. Texas Christian Univ, Ft Worth, TX 76129 USA. RP Alavi, M, Emory Univ, Goizueta Business Sch, John & Lucy Cook Chair Informat Technol, Atlanta, GA 30322 USA. 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PD MAR PY 2001 VL 25 IS 1 BP 107 EP 136 PG 30 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 522XU UT ISI:000173922900007 ER PT J AU Moon, JW Kim, YG TI Extending the TAM for a World-Wide-Web context SO INFORMATION & MANAGEMENT LA English DT Article DE technology acceptance; Technology Acceptance Model (TAM); playfulness; World-Wide-Web ID PERCEIVED USEFULNESS; INFORMATION TECHNOLOGY; EXTRINSIC MOTIVATION; OVER-JUSTIFICATION; USER ACCEPTANCE; MIS RESEARCH; EASE; PLAYFULNESS; INSTRUMENTS; CONSTRUCTS AB Ease of use and usefulness are believed to be fundamental in determining the acceptance and use of various, corporate ITs. These beliefs, however, may not explain the user's behavior toward newly emerging ITs, such as the World-Wide-Web (WWW). In this study, we introduce playfulness as a new factor that reflects the user's intrinsic belief in WWW acceptance. Using it as an intrinsic motivation factor, we extend and empirically validate the Technology Acceptance Model (TAM) for the WWW context. (C), 2001 Elsevier Science B.V. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. RP Kim, YG, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Cheongryangri Dong, Seoul 130012, South Korea. 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Manage. PD FEB PY 2001 VL 38 IS 4 BP 217 EP 230 PG 14 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 385AN UT ISI:000165979600002 ER PT J AU Bock, GW Zmud, RW Kim, YG Lee, JN TI Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate SO MIS QUARTERLY LA English DT Review DE knowledge sharing; theory of reasoned action; extrinsic motivators; social-psychological forces; organizational climate ID LEADER-MEMBER EXCHANGE; SELF-EFFICACY; REASONED ACTION; PLANNED BEHAVIOR; TECHNOLOGY USE; INFORMATION; MODEL; FIRM; PERFORMANCE; DETERMINANTS AB Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA), and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge-sharing intentions. Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes. C1 Natl Univ Singapore, Sch Comp, Dept Informat Syst, Singapore 117543, Singapore. Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA. Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130012, South Korea. Kookmin Univ, Sch Business IT, Seoul 136702, South Korea. City Univ Hong Kong, Kowloon, Hong Kong, Peoples R China. RP Bock, GW, Natl Univ Singapore, Sch Comp, Dept Informat Syst, 3 Sci Dr 2, Singapore 117543, Singapore. 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PD MAR PY 2005 VL 29 IS 1 BP 87 EP 111 PG 25 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 900FD UT ISI:000227199900005 ER PT J AU Collberg, CS Thomborson, C TI Watermarking, tamper-proofing, and obfuscation - Tools for software protection SO IEEE TRANSACTIONS ON SOFTWARE ENGINEERING LA English DT Article DE obfuscation; watermarking; tamper-proofing; intellectual property protection ID SECURITY; CHECKING; PROGRAMS; RUN AB We identify three types of attack on the intellectual property contained in software and three corresponding technical defenses. A defense against reverse engineering is obfuscation, a process that renders software unintelligible but still functional. A defense against software piracy is watermarking, a process that makes it possible to determine the origin of software. A defense against tampering is tamper-proofing, so that unauthorized modifications to software (for example, to remove a watermark) will result in nonfunctional code. We briefly survey the available technology for each type of defense. C1 Univ Arizona, Dept Comp Sci, Tucson, AZ 85721 USA. Univ Auckland, Dept Comp Sci, Auckland 1, New Zealand. RP Collberg, CS, Univ Arizona, Dept Comp Sci, Tucson, AZ 85721 USA. 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Softw. Eng. PD AUG PY 2002 VL 28 IS 8 BP 735 EP 746 PG 12 SC Computer Science, Software Engineering; Engineering, Electrical & Electronic GA 581GA UT ISI:000177281900002 ER PT J AU Holsapple, CW Singh, M TI The knowledge chain model: activities for competitiveness SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE competitiveness; knowledge chain; knowledge management activities; model ID MANAGEMENT; SMART AB Today, there is a growing recognition by researchers and practitioners about the importance of managing knowledge as a critical source for competitive advantage. Various assertions about competitiveness through knowledge management (KM) are consistent with results of empirical studies and lessons learned on the knowledge highways and byways. In spite of these macro-level contentions and success stories. there has been little investigation of a systematic means for studying connections between KM activity and competitiveness. This paper advances a knowledge chain model that identifies and characterizes KM activities an organization can focus on to achieve competitiveness. The model is analogous to Porter's value chain and is grounded in a descriptive KM framework developed via a Delphi-study involving international KM experts. It is comprised of five primary activities that an organization's knowledge processors perform in manipulating knowledge resources, plus four secondary activities that support and guide their performance. Each activity is discussed in detail, including examples. Evidence is provided from the literature illustrating each activity's role in adding value to an organization to increase its competitiveness through improved productivity, agility, reputation, and innovation. In conclusion, we present some observations about avenues for future research to extend, test, and apply the model in business practices. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Kentucky, Carol M Gatton Coll Business & Econ, Sch Management, Lexington, KY 40506 USA. Texas Christian Univ, MJ Neeley Sch Business, Dept Management, Ft Worth, TX 76129 USA. RP Holsapple, CW, Univ Kentucky, Carol M Gatton Coll Business & Econ, Sch Management, Lexington, KY 40506 USA. CR 1996, PC WEEK, V13, E3 1997, PC WEEK, V14, P73 *DELPH GROUP, 1999, KNOWLEDGE MANAGE MAR *LOT DEV CORP, 1999, LOT WHIT PAP LOT IBM *MICR, 1999, BUILD KNOWL MAN SOL *STRAT LEAD FOR, 1996, STRAT LEAD, V24, P16 ACHSTATTER GA, 1999, INVESTOR BUSINE 0820, A6 ALLEE V, 1997, TRAINING DEV, V51, P71 ALTER AE, 1997, COMPUTERWORLD, V31, P72 AMIDON DM, 1997, INNOVATION STRATEGY APPLEGATE LM, 1996, CORPORATE INFORMATIO BASSI LJ, 1997, TRAINING DEV, V51, P25 BLACK G, 1998, COMPUTER WEEKLY 0604, P8 BROADBENT M, 1998, INFORMATION OUTLOOK, V2, P23 BUSOT T, 1999, FAST CO SEP, P80 CALLAWAY E, 1996, PC WEEK, V15, P15 CHASE RL, 1998, CREATING KNOWLDGE BA COHEN D, 1998, 122298CH COLEGOMOLSKI B, 1997, COMPUTERWORLD, V31, P49 CROWLEY A, 1997, PC WEEK, V6, P101 DONLON JP, 1997, CHIEF EXECUTIVE, V120, P52 DRUCKER P, 1993, POSTCAPITALIST SOC, P8 DUTTA S, 1997, IEEE T ENG MANAGE, V44, P79 DYKEMAN JB, 1998, MANAGING OFFICE TECH, V43, P12 ERNST, 1997, 20 QUESTIONS KNOWLED GALAGAN PA, 1997, TRAINING DEV, V51, P20 GOTSCHALL MG, 1999, KNOWLEDGE INC, V4, P1 HADAD N, 1998, KNOWLEDGE INCORPORAT, V3, P1 HIEBLER R, 1996, STRATEGY LEADERSHIP, V42 HOLSAPPLE CW, 1988, INFORMATION JUNGLE HOLSAPPLE CW, 1995, KNOWLEDGE POLICY, V8 HOLSAPPLE CW, 1996, DECISION SUPPORT SYS HOLSAPPLE CW, 1999, HDB KNOWLEDGE MANAGE HOLSAPPLE CW, 2000, 3 ANN C SO ASS INF S JOSHI K, 1998, THESIS U KENTUCKY LE KALAKOTA R, 1996, J ORG COMP ELECT COM, V6, P11 KENNEDY ML, 1997, INFORMATION OUTLOOK, V1, P39 LAPLANTE A, 1997, COMPUTERWORLD, V31 LAUDON KC, 1998, INFORMATION SYSTEMS LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LEV B, 1997, FORBES ASAP, V7, P35 MALHOTRA Y, 1998, KNOWLEDGE MANAGEMENT MALONE M, 1997, FORBES ASAP, V7, P40 MARKLAND RE, 1995, OPERATIONS MANAGEMEN MARSHALL C, 1996, CALIF MANAGE REV, V38, P77 MCCARTNEY L, 1998, IND WEEK, V247, P30 MCCUNE JC, 1999, MANAGEMENT REV APR, P10 MCKINSEY, 1998, QUARTERLY, V1, P19 MINTZ SL, 1999, MAGAZINE SENIOR FINA, V15, P29 MULLEN H, 1996, AM BOOK REV, V17, P5 NONAKA I, 1991, HARVARD BUSINESS NOV, P96 NONAKA I, 1995, KNOWLEDGE CREATING C OSTRO N, 1997, CHIEF EXECUTIVE, V123, P58 PEREZ RR, 1999, KNOWLEDGE MANAGE MAY, P16 PORTER M, 1985, COMPETITIVE ADVANTAG PORTER M, 1985, HARVARD BUSINESS JUL PRUSAK L, 1996, STRATEGY LEADERSHIP, V24, P6 RAMANI KV, 1992, INTEFACES, V2, P101 RIFKIN G, 1997, BUCKMAN LABS IS NOTH RUTLEDGE J, 1997, FORBES ASAP, V7, P43 STETTNER M, 1999, INVESTOR BUSINES DAI, V17, A1 STEWART TA, 1997, INTELLECTUAL CAPITAL STEWART TA, 1998, FORTUNE, V12, P199 STRADLING D, 1999, ENVIRON HIST, V4, P6 SVEIBY K, 1998, WHAT IS KNOWLEDGE MA TAPP L, 1997, BUSINESS Q, V61, P27 TRUSSLER S, 1998, J BUS STRAT, V19, P16 WAH L, 1999, MANAGEMENT REV APR, P17 WRIGHT P, 1998, STRATEGIC COMMUN AUG, P10 NR 69 TC 68 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0957-4174 J9 EXPERT SYST APPL JI Expert Syst. Appl. PD JAN PY 2001 VL 20 IS 1 BP 77 EP 98 PG 22 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 397PH UT ISI:000166703700007 ER PT J AU Courtney, JF TI Decision making and knowledge management in inquiring organizations: toward a new decision-making paradigm for DSS SO DECISION SUPPORT SYSTEMS LA English DT Article DE decision support systems; knowledge management; inquiring systems; inquiring organizations; wicked decisions AB Organizational decisions of the future may include social, environmental, and economic concerns, and be much more "wicked" [Policy Sciences, 4 (1973) 155], complex and interconnected than those of the past. Organizations and their decision support systems must embrace procedures that can deal with this complexity and go beyond the technical orientation of previous DSS. Singerian inquiring organizations [Australian Journal of Information Systems, 6 (1) (1998) 3; http://www.cba.uh.edu/ similar to parks/fis/fis.htm (1998); Proceedings of 3rd Americas Conference on Information Systems, Indianapolis, August 1997, p. 293; Proceedings of the 1999 Meeting of the America's Conference on Information Systems, Milwaukee, August 1999; Special Issue of Information Systems Frontiers on Philosophical Reasoning in Information Systems Research (in press)], based on Churchman's [The Design of Inquiring Systems: Basic Concepts of Systems and Organization, Basic Books, New York, NY, 1971] inquiring systems and Mitroff and Linstone's [The Unbounded Mind: Breaking the Chains of Traditional Business Thinking, Oxford Univ. Press, New York, 1993] unbounded systems thinking (UST), are designed to deal with wicked decision situations. This paper discusses DSS and knowledge management in Singerian oganizations and calls fur a new decision-making paradigm for DSS. (C) 2001 Elsevier Science B.V. All rights reserved. C1 Univ Cent Florida, Coll Business Adm, Dept Management Informat Syst, Orlando, FL 32816 USA. RP Courtney, JF, Univ Cent Florida, Coll Business Adm, Dept Management Informat Syst, POB 161400, Orlando, FL 32816 USA. CR *POPK SOFTW SYST, 1998, MOD SYST UML ADDLESON M, WHAT LEARNING ORG ANTHONY RN, 1965, PLANNING CONTROL SYS AXELROD R, 1976, STRUCTURE DECISION C BOCK W, 1998, KNOWLEDGE MANAGEMENT BONCZEK RH, 1981, FDN DECISION SUPPORT CHEN P, 1976, ACM T DATABASE SYSTE, V1 CHURCHMAN CW, 1971, DESIGN INQUIRING SYS CHURCHMAN CW, 1982, THOUGHT WISDOM COURTNEY JF, 1998, AUSTR J INFORMATION, V6, P3 DAVENPORT TH, 1997, INFORMATION ECOLOGY DELL M, CONNECTED EC DRUCKER PF, 1988, HARVARD BUS REV, V66, P45 ELAM JJ, 1980, 1ST P INT C INF SYST, P98 GORRY GA, 1971, SLOAN MANAGEMENT REV, V13 HODGES WS, 1991, THESIS A M U TEXAS HOLSAPPLE CW, 1996, DECISION SUPPORT SYS KEEN PG, 1979, DATAMATION NOV, P117 KIENHOLZ A, 1998, SYSTEMS RETHINKING I LINSTONE HA, 1984, MULTIPLE PERSPECTIVE LOY S, 1986, THESIS TEXAS TECH U MALHOTRA Y, 1997, P 3 AM C INF SYST IN, P293 MASON RO, 1981, CHALLENGING STRATEGI MASSEY AP, 1996, DECIS SUPPORT SYST, V17, P253 MAXWELL N, 1984, KNOWLEDGE WISDOM MERIKANGAS R, 1998, FUTURES RES Q SUM, P67 MITROFF LI, 1993, UNBOUNDED MIND BREAK NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C PARADICE DB, 1989, INFORMATION RESOURCE, V2, P1 RAMAPRASAD A, 1985, STRATEGIC MANAGE J, V6, P377 RESCHER N, 1977, DIALECTICS CONTROVER RICHARD H, 2000, CORPORATE SOCIAL RES RICHARDSON SM, IN PRESS SPECIAL ISS RICHARDSON SM, 1999, P 1999 M AM C INF SY RITTEL HWJ, 1973, POLICY SCI, V4, P155 SCHULTZE U, IN PRESS MANAGEMENT SCHULTZE U, 1998, P IFIP WORK GROUPS 8 SIMON HA, 1960, NEW SCI MANAGEMENT D SOWELL T, 1980, KNOWLEDGE DECISION VONKROGH G, 1994, STRATEGIC MANAGE J, V15, P53 NR 41 TC 65 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0167-9236 J9 DECIS SUPPORT SYST JI Decis. Support Syst. PD MAY PY 2001 VL 31 IS 1 SI Sp. Iss. SI BP 17 EP 38 PG 22 SC Computer Science, Artificial Intelligence; Computer Science, Information Systems; Operations Research & Management Science GA 417LL UT ISI:000167836400003 ER PT J AU Malhotra, A Majchrzak, A Carman, R Lott, V TI Radical innovation without collocation: A case study at Boeing-Rocketdyne SO MIS QUARTERLY LA English DT Article DE virtual teams; supply-chain collaboration; innovation; collaboration technology ID VIRTUAL ORGANIZATIONS; COMMUNICATION; FIRMS AB This paper describes how a unique type of virtual team, deploying a computer-mediated collaborative technology, developed a radically new product The uniqueness of the team-what we call VC3 teams, for Virtual Cross-value-chain, Creative Collaborative Teams-stemmed from the fact that it was inter-organizational and virtual, and had to compete for the attention of team members who also belong to collocated teams within their own organizations. Existing research on virtual teams does not fully address the challenges of such VC3 teams. Using the case of Boeing-Rocketdyne, we describe the behavior of members of a VC3 team to derive implications for research on virtual teaming, especially for studying teams within emerging contexts such as the one we observed. The data we collected also allowed us to identify successful managerial practices and develop recommendations for managers responsible for such teams. C1 Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA. Univ So Calif, Marshall Sch Business, Los Angeles, CA 90089 USA. Boeing Corp, Rocketdyne Prop & Power, Adv Technol Programs, Canoga Pk, CA 91309 USA. Raytheon Syst Co, Texas Operat Elect Syst, Met Fabricat, Dallas, TX 75209 USA. RP Malhotra, A, Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA. CR AHUJA MK, 1999, ORGAN SCI, V10, P741 BOLAND RJ, 1994, ORGAN SCI, V5, P456 BOWERS J, 1995, INFORMATION SOC, V11, P189 CLARK H, 1991, PERSPECTIVES SOCIAL CLARK H, 1996, USING LANGUAGE CLARK HH, 1993, GROUPWARE COMPUTER S, P222 CRAMTON CD, 1997, ACAD MANAGEMENT BEST, P298 DAVENPORT TH, 1997, WORKING KNOWLEDGE OR DAVIDOW WH, 1992, VIRTUAL CORPORATION DEMEYER A, 1991, SLOAN MANAGEMENT SPR, P49 DESANCTIS G, 1999, ORGAN SCI, V10, P693 DOUGHERTY D, 1992, ORGAN SCI, V3, P179 DUARTE D, 1999, MASTERING VIRTUAL TE FINHOLT T, 1990, INTELLECTUAL TEAMWOR, P291 FOX J, 1993, QUALITY DESIGN FURST S, 1999, AC MAN M CHIC IL AUG GABARRO JJ, 1990, INTELLECTUAL TEAMWOR, P79 HAYWOOD M, 1998, MANAGING VIRTUAL TEA HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9 HUBKA V, 1996, DESIGN SCI INTRO NEE HUTCHINS E, 1991, PERSPECTIVES SOCIALL JARVENPAA SL, 1999, ORGAN SCI, V10, P791 JOHANSEN R, 1992, COMPUTER AUGMENTED T, P5 KALAY YE, 1989, MODELING OBJECTS ENV KRAUSS RM, 1990, INTELLECTUAL TEAMWOR, P111 KRAUT RE, 1990, HUMAN REACTIONS TECH, P145 KRAUT RE, 1995, COMMUN ACM, V38, P69 MADHAVAN R, 1998, J MARKETING, V62 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MARSHALL C, 1995, INFORM TECH PEOPLE, V8, P54 MCGRATH JE, 1991, SMALL GR RES, V22, P147 MEYERSON D, 1996, TRUST ORG FRONTIERS, P166 NEMIRO JE, 2000, KNOWLEDGE MANAGEMENT OHARADEVEREAUX M, 1994, GLOBAL WORK BRIDGING OLSON GM, 1996, GROUPWARE AUTHORING, P106 RESNICK LB, 1991, PERSPECTIVES SOCIALL RING PS, 1994, ACAD MANAGE REV, V19, P90 SAFOUTIN MJ, 1993, IEEE T ENG MANAGE, V40, P360 SAGE AP, 1992, SYSTEMS ENG WIESENFELD BM, 1999, ORGAN SCI, V10, P777 ZACK MH, 1993, INFORMATION SYSTEMS, V4, P207 NR 41 TC 52 PU SOC INFORM MANAGE-MIS RES CENT PI MINNEAPOLIS PA UNIV MINNESOTA-SCH MANAGEMENT 271 19TH AVE SOUTH, MINNEAPOLIS, MN 55455 USA SN 0276-7783 J9 MIS QUART JI MIS Q. PD JUN PY 2001 VL 25 IS 2 BP 229 EP 249 PG 21 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 522XW UT ISI:000173923100005 ER PT J AU Shin, M Holden, T Schmidt, RA TI From knowledge theory to management practice: towards an integrated approach SO INFORMATION PROCESSING & MANAGEMENT LA English DT Review DE decision support; knowledge flow; knowledge management; knowledge management systems ID ORGANIZATIONAL KNOWLEDGE; VERTICAL INTEGRATION; INFORMATION-SERVICES; FIRM; TECHNOLOGY; INNOVATION; QUALITY; MEMORY; RENTS; PRODUCTIVITY AB This paper critically contrasts the three main schools of thought on knowledge - namely, those that respectively conceptualize knowledge as situated in mind, process, and object - and assesses the resulting implications for knowledge management (KM), Against the background of the existing diversity of definitions of KM an integrated and holistic view of the KM value chain is put forward. Within this theoretical framework five main research streams (culture, knowledge location, awareness, evaluation, and absorption) are identified with a view to devising a practical concept of KM applicable in a business context. With a focus on knowledge flow and detailed approaches to potential solutions, conflicts and compatibilities between existing business strategies and KM are examined. A conceptual model is devised to offer a holistic integration of the theoretical and practical themes in order to serve as a framework for developing a future research agenda for the development of theoretically grounded, yet practical, KM business tools and applications. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Cambridge, Dept Engn, Mfg & Management Div, Decis Support Grp, Cambridge CB2 1RX, England. Manchester Metropolitan Univ, Dept Retailing & Mkt, Manchester M1 3GH, Lancs, England. RP Shin, M, Univ Cambridge, Dept Engn, Mfg & Management Div, Decis Support Grp, Mill Lane, Cambridge CB2 1RX, England. 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Process. Manage. PD MAR PY 2001 VL 37 IS 2 BP 335 EP 355 PG 21 SC Computer Science, Information Systems; Information Science & Library Science GA 402VL UT ISI:000167008800009 ER PT J AU Choi, B Lee, H TI Knowledge management strategy and its link to knowledge creation process SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE knowledge management strategy; knowledge creating process; corporate performance ID ORGANIZATIONAL KNOWLEDGE; MODEL; CAPABILITIES; RELIABILITY; LEADERSHIP; AGREEMENT; INDUSTRY; ASSETS; WORK AB Knowledge has become to be considered as valuable strategic assets that can provide proprietary competitive advantages. It is more important for companies to distinguish themselves through knowledge management strategies. Without a constant creation of knowledge, a business is condemned to poor performance. However, it is still unclear how these strategies affect knowledge creation. Knowledge management strategies can be categorized as being either human or system oriented. This paper proposes a model to illustrate the link between the strategies and its creating process. The model is derived on the basis of samples from 58 Korean firms. The model depicts how companies should align the strategies with four knowledge creation modes such as socialization, externalization, combination, and internalization. It is found that human strategy is more likely to be effective for socialization while system strategy is more likely to be effective for combination. Furthermore, the survey result suggests that managers should adjust knowledge management strategies in view of the characteristics of their departments. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Corp Informat Syst Lab, Dongdaemoon Gu, Seoul 130012, South Korea. RP Lee, H, Korea Adv Inst Sci & Technol, Grad Sch Management, Corp Informat Syst Lab, Dongdaemoon Gu, 207-43 Cheongyangri Dong, Seoul 130012, South Korea. 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Appl. PD OCT PY 2002 VL 23 IS 3 BP 173 EP 187 PG 15 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 598FC UT ISI:000178264000001 ER PT J AU Lin, FR Shaw, MJ TI Reengineering the order fulfillment process in supply chain networks SO INTERNATIONAL JOURNAL OF FLEXIBLE MANUFACTURING SYSTEMS LA English DT Article DE order fulfillment process; supply chain networks; multiagent information system; business process reengineering ID MANAGEMENT AB An order fulfillment process (OFP) starts with receiving orders from customers and ends with delivering the finished goods. The order fulfillment process is complex because it is composed of several activities, executed by different functional entities, and heavily interdependent among the tasks, resources, and agents involved in the process. A supply chain network (SCN) is a network of autonomous or semi-autonomous business entities involved. through upstream and downstream links. in the different processes and activities that produce goods or services to customers. As manufacturing practice shifts toward the outsourcing paradigm, the OFF is more likely to be executed throughout SCNs. It becomes imperative to integrate the OFF into SCNs to improve the OFF. Generalizing from the variety and complexity of SCNs, this study identifies several main types of SCN structures and addresses OFF issues based on them. The objective of reengineering the OFF is to achieve agility in the process in terms of efficiency, flexibility, robustness, and adaptability We propose a multiagent information system (MAIS) approach for reengineering the OFF in SCNs, The MAIS models the OFF in SCNs and evaluates OFF performance by applying the proposed strategies. A multiagent simulation platform, called Swarm, is enhanced and applied for modeling the MAIS; and experiments are conducted to simulate the OFF and then evaluate the potential improvement strategies to identify useful strategies for improving the OFF. The strategies we evaluated include (1) coordinating demand management policies, (2) information sharing strategies, (3) synchronizing material and capacity availability, (4) dynamic resource allocation, and (5) the combination of various strategies. The results shed light on identifying the main effects of various strategies on OFF performance. The insights from utilizing various strategies in different SCNs help reengineer the OFF in SCNs. C1 Natl Sun Yat Sen Univ, Dept Informat Management, Kaohsiung 80424, Taiwan. Univ Illinois, Dept Business Adm, Urbana, IL 61801 USA. RP Lin, FR, Natl Sun Yat Sen Univ, Dept Informat Management, Kaohsiung 80424, Taiwan. CR ARNTZEN BC, 1995, INTERFACES, V25, P69 ARTMAN LB, 1995, MAN MAN S 1995 DSS M BARBUCEANU M, 1994, 3 WORKSH EN TECHN IN BARBUCEANU M, 1995, IJCAI 95 WORKSH INT BOND AH, 1988, READINGS DISTRIBUTED BRAZIER FMT, 1995, MODELING DISTRIBUTED BROSTEK S, 1995, MAN MAN S 1995 DSS M CARLEY K, 1994, COMPUTATIONAL ORG TH CHRISTOPHER M, 1992, LOGISTICS SUPPLY CHA DAVENPORT TH, 1993, PROCESS INNOVATION R FISHER K, 1994, P 2 INT WORK C COOP FISHER ML, 1994, HARVARD BUSINESS MAY, P83 GOLDMAN SL, 1995, AGILE COMPETITORS VI HAMMOND JH, 1990, GLOBALIZATION TECHNO, P185 HAYES RH, 1988, READINGS MANAGEMENT, P417 HIEBELER D, 1994, P DEC SUPP 2001 ADV KALAKOTA R, 1996, FRONTIERS ELECT COMM LEE HL, 1993, OPER RES, V41, P835 LEE HL, 1995, INTERFACES, V25, P42 LIN F, 1998, J ORG COMPUTING ELEC MALHOTRA Y, 1996, BUSINESS PROCESS RED MALONE TW, 1987, MANAGE SCI, V33, P1317 MCCUTCHEON DM, 1994, SLOAN MANAGE REV, V35, P89 MINTZBERG H, 1983, STRUCTURE 5 DESIGNIN OULD MA, 1995, BUSINESS PROCESSES M SANCHEZ R, 1995, C JOIN INF INFR TECH SHAW MJ, 1991, P 24 ANN IEEE HAW IN, V4, P3 STRADER TJ, 1998, IN PRESS DECISION SU SWAMINATHAN JM, 1996, MODELING DYNAMICS SU SYCARA KP, 1991, IEEE EXPERT, V6, P29 TORSUN IS, 1995, FDN INTELLIGENT KNOW, P401 WOMACK JP, 1990, MACHINE CHANGED WORL WOOLDRIDGE MJ, 1995, INTELLIGENT AGENTS NR 33 TC 39 PU KLUWER ACADEMIC PUBL PI DORDRECHT PA SPUIBOULEVARD 50, PO BOX 17, 3300 AA DORDRECHT, NETHERLANDS SN 0920-6299 J9 INT J FLEXIBLE MANUF SYST JI Int. J. Flexible Manuf. Syst. PD JUL PY 1998 VL 10 IS 3 BP 197 EP 229 PG 33 SC Engineering, Manufacturing; Operations Research & Management Science GA 149XQ UT ISI:000077632500002 ER PT J AU Gopal, RD Sanders, GL TI International software piracy: Analysis of key issues and impacts SO INFORMATION SYSTEMS RESEARCH LA English DT Article DE economics; ethics; software piracy; intellectual property; culture ID ETHICAL DECISION-MAKING; CLINICAL RESEARCH; MIS RESEARCH; MODELS; SATISFACTION; EASE AB The pervasiveness of software piracy throughout the world is having a profound effect on the software publishing industry and the development of digital intellectual properties and technologies-especially in developing countries, where the piracy rates are extremely high. An economic model is first presented that incorporates the incentive structures for governments, software publishers, and individual consumers. The analytical model provides the economic rationale for the reluctance of a number of governments to aggressively enact and enforce intellectual property rights. An important proposition derived from the analysis states that the government's incentive to enact and enforce copyright laws are closely related to the size of the domestic software industry. The ensuing empirical study provides support for the proposition and further suggests that this relationship holds regardless of the income levels of the countries. Our analysis reveals that alliances between foreign and domestic software publishers through product relationships can be mutually beneficial and will provide an environment of increased copyright enforcement. These results provide a viable strategy to combat global software piracy. With strong policies on copyright enforcement, and a vigorous promotion of alliances between foreign and domestic publishers, a government can increase the net welfare of the country and help establish a strong domestic software industry. Through product relationships with domestic publishers, a foreign publisher can improve profits and operate in an environment of increased intellectual property protection. We then present a general model of ethical behavior related to the impact of behavioral and cultural factors on software piracy. The purpose of this model is to examine whether these determinants of piracy behavior are supranational and transcend cultural and ethical barriers. An empirical study involving U.S. and Indian graduate students suggests that the general model of ethics as related to software piracy is valid in the United States. However, the model results from the Indian sample suggest that additional cross-cultural research with revised models and improved scales is necessary. C1 Univ Connecticut, Sch Business, Dept Operat & Informat Management, Storrs, CT 06269 USA. SUNY Buffalo, Jacobs Management Ctr 310A, Buffalo, NY 14260 USA. RP Gopal, RD, Univ Connecticut, Sch Business, Dept Operat & Informat Management, Storrs, CT 06269 USA. 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Syst. Res. PD DEC PY 1998 VL 9 IS 4 BP 380 EP 397 PG 18 SC Information Science & Library Science; Management GA 165MW UT ISI:000078525800007 ER PT J AU Wu, DJ TI Software agents for knowledge management: coordination in multi-agent supply chains and auctions SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Review DE software agents; supply chains; knowledge management; auctions ID REPEATED PRISONERS-DILEMMA; FINITE AUTOMATA PLAY; INFORMATION; ENTERPRISES; TRUST AB A fundamental question that must be addressed in software agents for knowledge management is coordination in multi-agent systems. The coordination problem is ubiquitous in knowledge management, such as in manufacturing, supply chains, negotiation, and agent-mediated auctions. This paper summarizes several multi-agent systems for knowledge management that have been developed recently by the author and his collaborators to highlight new research directions for multi-agent knowledge management systems. In particular, the paper focuses on three areas of research: Coordination mechanisms in agent-based supply chains. How do we design mechanisms for coordination, information and knowledge sharing in supply chains with self-interested agents? What would be a good coordination mechanism when we have a non-linear structure of the supply chain, such as a pyramid structure? What are the desirable properties for the optimal structure of efficient supply chains in terms of information and knowledge sharing? Will DNA computing be a viable tool for the analysis of agent-based supply chains? Coordination mechanisms in agent-mediated auctions. How do we induce cooperation and coordination among various self-interested agents in agent-mediated auctions? What are the fundamental principles to promote agent cooperation behavior? How do we train agents to learn to cooperate rather than program agents to cooperate? What are the principles of trust building in agent systems? Multi-agent enterprise knowledge management, performance impact and human aspects. Will people use agent-based systems? If so, how do we coordinate agent-based systems with human beings? What would be the impact of agent systems in knowledge management in an information economy? (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Drexel Univ, Bennett S LeBow Coll Business, Dept Management, Philadelphia, PA 19104 USA. Univ Penn, Wharton Sch, Dept Operat & Informat Management, Philadelphia, PA 19104 USA. RP Wu, DJ, 101 N 33rd St,Acad Bldg, Philadelphia, PA 19104 USA. 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Appl. PD JAN PY 2001 VL 20 IS 1 BP 51 EP 64 PG 14 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 397PH UT ISI:000166703700005 ER PT J AU Ruppel, CP Harrington, SJ TI Sharing knowledge through intranets: A study of organizational culture and intranet implementation SO IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION LA English DT Article DE corporate culture; ethics; intranet; knowledge management (KM); organizational communication; trust ID INFORMATION-SYSTEMS; MANAGEMENT; CLIMATE; CREATION AB This study explores factors affecting the implementation of intranets, which are the technology upon which many knowledge management (KM) systems are built. Because intranets facilitate sharing of employee knowledge. many believe that organizational culture will influence intranet implementation. The results of this study found that intranet implementation is facilitated by a culture that emphasizes an atmosphere of trust and concern for other people (ethical culture), flexibility and innovation (developmental culture), and policies, procedures, and information management (hierarchical culture). Management should ensure that the proper values are in place to optimize intranet implementation and facilitate knowledge sharing. C1 Univ Toledo, Coll Business, Toledo, OH 43606 USA. Georgia Coll & State Univ, Milledgeville, GA 31061 USA. RP Ruppel, CP, Univ Toledo, Coll Business, 2801 W Bancroft St, Toledo, OH 43606 USA. 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Prof. Commun. PD MAR PY 2001 VL 44 IS 1 BP 37 EP 52 PG 16 SC Communication; Engineering, Multidisciplinary GA 413AE UT ISI:000167587100005 ER PT J AU Aubert, BA Rivard, S Patry, M TI A transaction cost model of IT outsourcing SO INFORMATION & MANAGEMENT LA English DT Article DE outsourcing; transaction cost theory; IS operations; asset specificity; outsourcing decision ID VERTICAL INTEGRATION; COAL MARKETS; INDUSTRY; DETERMINANTS AB This paper proposes and tests an explanatory model of information technology (IT) outsourcing behavior. Relying on transaction costs and incomplete contracts theories, the model hypothesizes that characteristics of IT operation activities-asset specificity, uncertainty, business skills, and technical skills required to perform the activities-will influence the level of their outsourcing. The model was tested using data from a survey of 335 firms. Results indicate that uncertainty is the major deterrent to outsourcing, while the level of technical skills is the most important reason to outsource. Business skills do not seem to play a significant role. Finally, asset specificity, which is always presented as a constraint to outsourcing, showed inconsistent effects. (C) 2003 Elsevier B.V. All rights reserved. C1 HEC Montreal, Montreal, PQ H3T 2A7, Canada. CIRANO, Montreal, PQ H3A 2A5, Canada. RP Aubert, BA, HEC Montreal, 3000 Cote Ste Catherine Rd, Montreal, PQ H3T 2A7, Canada. 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Manage. PD SEP PY 2004 VL 41 IS 7 BP 921 EP 932 DI 10.1016/j.im.2003.09.001 PG 12 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 848FK UT ISI:000223452700008 ER PT J AU Lee, SM Hong, SG TI An enterprise-wide knowledge management system infrastructure SO INDUSTRIAL MANAGEMENT & DATA SYSTEMS LA English DT Article DE knowledge-based systems; information technology ID INFORMATION AB The borderless global economy has accentuated the Importance of knowledge as the most critical source of competitive advantage. Thus, knowledge management (KM) has become a strategic mandate for most world-class organizations. A key enabler for Implementing an effective KM system Is advanced information technology (IT). Strategies for developing an enterprise-wide KM system infrastructure with embedded IT are discussed. In particular, this paper discusses the concept of a KM life cycle knowledge capture, knowledge development, knowledge sharing, and knowledge utilization, and how applications of new IT support each step of the KM practices within and between organizations is suggested. C1 Univ Nebraska, Coll Business Adm, Dept Management, Lincoln, NE 68588 USA. Texas A&M Int Univ, Coll Business Adm, Dept Accounting & Informat Syst, Laredo, TX USA. RP Lee, SM, Univ Nebraska, Coll Business Adm, Dept Management, Lincoln, NE 68588 USA. CR *KNOWL RES I, 1998, EV PERSP KNOWL MAN A *NAT RES COUNC, 1997, ENH ORG PERF BOUDREAU MC, 1998, ACAD MANAGEMENT EXEC, V12, P120 BUKOWITZ W, 1996, CIO 0401 CHOO C, 1998, KNOWING ORG ORG US I DAVENPORT T, 1996, CIO 0101 DAVENPORT TH, 1998, SLOAN MANAGEMENT WIN, P43 DRUCKER P, 1996, HARVARD BUSINESS JAN, P54 DRUCKER P, 1998, HARVARD BUSINESS JAN, P45 DRUCKER PF, 1992, HARVARD BUSINESS SEP, P95 DYKEMAN JB, 1998, MANAGING OFFICE TECH, V43, P12 FOTCH E, 1997, MED INTRANET FOR SEP GOLL EO, 1992, APICS PERFORMANCE AD, P29 GONZALEZ C, 1997, DECISION SCI, V28, P793 HAMMER M, 1990, HARVARD BUS REV, V68, P104 HAMMER M, 1992, REENGINEERING CORPOR HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HERSH WR, 1996, J AM MED INFORM ASSN, V3, P273 HOLTSHOUSE D, 1998, INFORMATION TECHNOLO HUBER GP, 1991, ORGAN SCI, V2, P88 KENDALL KE, 1997, DECISION SCI, V28, P775 MALHOTRA Y, 1996, ORG LEARNING LEARN O MCGILL ME, 1992, ORGAN DYN, V21, P5 NEVIS E, 1998, UNDERSTANDING ORG LE NONAKA I, 1991, HARVARD BUSINESS NOV, P96 OLEARY D, 1998, COMPUTER MAR, P54 QUINTAS P, 1997, LONG RANGE PLANN, V30, P385 ROWE AJ, 1996, INTELLIGENT INFORMAT SCHNITT DL, 1993, J SYST MANAGE, V44, P14 SCOTT JE, 1998, DECIS SUPPORT SYST, V23, P3 SENGE P, 1990, 5 DISCIPLINE ART PRA SKEELS D, 1996, J DATA WAREHOUSING, V1, P23 WALKER C, 1998, PC WEEK 0824, P14 WALLIN J, 1998, J DATA WAREHOUSING, V3, P24 WILLIS J, 1998, ALTERN J, V24, P4 NR 35 TC 27 PU EMERALD PI BRADFORD PA 60/62 TOLLER LANE, BRADFORD BD8 9BY, W YORKSHIRE, ENGLAND SN 0263-5577 J9 INDUSTRIAL MANAGE DATA SYST JI Ind. Manage. Data Syst. PY 2002 VL 102 IS 1-2 BP 17 EP 25 DI 10.1108/02635570210414622 PG 9 SC Computer Science, Interdisciplinary Applications; Engineering, Industrial GA 540NL UT ISI:000174935000002 ER PT C AU Woo, JH Clayton, MJ Johnson, RE Flores, BE Ellis, C TI Dynamic Knowledge Map: reusing experts' tacit knowledge in the AEC industry SO AUTOMATION IN CONSTRUCTION LA English DT Proceedings Paper DE Internet; Dynamic Knowledge Map; AEC AB Much knowledge in the Architecture, Engineering and Construction (AEC) industry is experience-based and tacit. Nevertheless, the typical strategy for knowledge management is focused on computer-based approaches for capturing and disseminating explicit knowledge. AEC firms have been successful at collecting and storing explicit information in enterprise databases, but they are poor at knowledge retrieval and exchange. Consequently, AEC professionals find it difficult to reuse core experts' knowledge for highly knowledge-intensive AEC activities. This situation calls for a method for disseminating tacit knowledge from experts' brains to achieve higher quality AEC projects. The primary purpose of this paper is to set a theoretical foundation for clarifying the contribution of experts' tacit knowledge in the AEC industry. The secondary purpose is to describe the concept for prototype software, Dynamic Knowledge Map, that can assist in the reuse of experts' tacit knowledge. Dynamic Knowledge Map is a Web-based knowledge navigator that searches for experts and facilitates communication with those experts by using internet technology. Higher performance levels theoretically can be achieved while accelerating the knowledge transfer processes. Future research will test the suitability of Dynamic Knowledge Map for tacit knowledge utilization in AEC organizations. (C) 2003 Elsevier B.V. All rights reserved. C1 Texas A&M Univ, Dept Architecture, College Stn, TX 77843 USA. RP Woo, JH, Texas A&M Univ, Dept Architecture, College Stn, TX 77843 USA. EM jwoo@tamu.edu CR BAUMARD P, 1999, TACIT KNOWLEDGE ORG BROWN JS, 1991, ORGAN SCI, V2, P40 DAVENPORT T, 1998, WORKING KNOWLEDGE OR HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HERSCHEL RT, 2001, J KNOWLEDGE MANAGEME, V5, P107 JOHANNESSEN JA, 2001, INT J INFORM MANAGE, V21, P3 LEVITT RE, 1985, PROJECT MANAGEMENT J, V16, P57 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT NEILSEN J, 1993, USABILITY ENG NONAKA I, 1995, KNOWLEDGE CREATING POLANYI M, 1966, TACIT DIMENSION REBER AS, 1993, IMPLICIT LEARNINT TA ROGUS D, 2001, COLLECTING YOUR THOU SOMECH A, 1999, J PSYCHOL, V133, P605 STENMARK D, 2000, J MANAGE INFORM SYST, V17, P9 STERNBERG RJ, 2000, PRACTICAL INTELLIGEN SVEIBY KE, 1997, NEW ORG WEALTH NR 17 TC 24 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0926-5805 J9 AUTOM CONSTR JI Autom. Constr. PD MAR PY 2004 VL 13 IS 2 BP 203 EP 207 DI 10.1016/j.autcon.2003.09.003 PG 5 SC Construction & Building Technology; Engineering, Civil GA 804TM UT ISI:000220321000008 ER PT J AU Benbya, H Passiante, G Belbaly, NA TI Corporate portal: a tool for knowledge management synchronization SO INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT LA English DT Article DE knowledge management systems; knowledge management processes; corporate portal AB As the basis of value creation and success of organizations increasingly depends on the leverage of knowledge available internally, knowledge management systems (KMS) are emerging as vital tools for competitive advantage. Among these KMS, corporate portals present the potential of providing organizations with a rich and complex shared information workspace for the generation, exchange, and use of knowledge. But developing corporate portals and building the critical mass of users required to make them successful is not an easy task. In this paper, drawing upon the literature review and an analysis of early adopters of corporate portals, we address the strength of this tool which consists mainly in synchronizing and supporting knowledge processes, put the emphasis on factors inhibiting its adoption by companies and finally propose some perspectives for a successful implementation. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Lecce, ISUFI, Dept Innvoat Engn, E Business Management Sch, I-73100 Lecce, Italy. RP Benbya, H, Univ Lecce, ISUFI, Dept Innvoat Engn, E Business Management Sch, Via Monteroni SN, I-73100 Lecce, Italy. EM h.benbya@benbel.com giuseppina.passiante@unile.it n.belbaly@benbel.com CR *GARTN GROUP, 1998, KNOWL MAN SCEN C PRE *KPMG, 2000, KNOWL MAN RES REP 20 ALAVI M, 1997, KPMG PEAT MARWICK US ALAVI M, 1999, COMMUNICATIONS AIS, V1 ALAVI M, 2001, MIS QUART, V25, P107 ANDERSEN A, 1996, KNOWLEDGE MANAGEMENT ANEJA A, 2000, CORPORATE PORTAL FRA BARNEY J, 1986, ACAD MANAGEMENT REV, V11 BARTLETT C, 1996, MCKINSEY CO MANAGING CHANDLER AD, 1992, J ECON PERSPECT, V6, P79 DAVENPORT T, 1998, WORKING KNOWLEDGE OR DELONG DW, 2000, ACAD MANAGE EXEC, V14, P113 DETLOR B, 2000, INT J INFORM MANAGE, V20, P91 DRUCKER D, 2001, INTERNET WEE 0129 GARVIN D, 1994, HARVARD BUSINESS JUL GOTTSCHALK P, 2000, INFORMING SCI, V3, P117 GRIFFITHS J, 1999, B AM SOC INFORM INF, V26, P21 HICKINS M, 1999, MANAGEMENT REV SEP, P40 HOLSAPPLE W, 1998, SEARCH DESCRIPTIVE F MALHOTRA Y, 2002, HDB KNOWLEDGE MANAGE, P577 MARTINSONS G, 1991, J TECHNOLOGY MANAGEM, V18, P1 MERTINS K, 2001, KNOWLEDGE MANAGEMENT NONAKA I, 1995, KNOWLEDGE CREATING C PARLBY D, 1997, POWER KNOWLEDGE BUSI PENROSE E, 1959, THEORY GROWTH FIRM PRAHALAD C, 1990, HARVARD BUSINESS MAY ROMANO A, 2001, CREATING BUSINESS IN RUGGLES R, 1997, KNOWLEDGE MANAGEMENT SCHWARTZ P, 1999, OECD FUTURE GLOBAL E SENSIPER S, 1997, AMS KNOWLEDGE CTR CA TEECE J, 1997, STRATEGIC MANAGEMENT, V18 TIWANA A, 2001, IN PRESS COMMUNICATI VANCE DM, 1997, P 1997 AM C INF SYST VANDESPEK R, 1997, KNOWLEDGE MANAGEMENT WATSON R, 1999, DATA MANAGEMENT DATA WENGER E, 2002, CULTIVATING COMMUNIT WENSLEY A, 2000, BPRC C KNOWL MAN CON WIIG K, 1993, KNOWLEDGE MANAGEMENT ZACK M, 1999, CALIFORNIA MANAGEMEN NR 39 TC 19 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0268-4012 J9 INT J INFORM MANAGE JI Int. J. Inf. Manage. PD JUN PY 2004 VL 24 IS 3 BP 201 EP 220 DI 10.1016/j.ijinfomgt.2003.12.012 PG 20 SC Information Science & Library Science GA 821TE UT ISI:000221484800002 ER PT J AU Schepers, J Wetzels, M AF Schepers, Jeroen Wetzels, Martin TI A meta-analysis of the technology acceptance model: Investigating subjective norm and moderation effects SO INFORMATION & MANAGEMENT LA English DT Article DE technology acceptance model; meta analysis; subjective norm; culture; moderator analysis; structural equation modeling ID INFORMATION-TECHNOLOGY; ELECTRONIC SUPERMARKET; EMPIRICAL-EVALUATION; PERCEIVED USEFULNESS; COMPUTER-TECHNOLOGY; USER ACCEPTANCE; SELF-EFFICACY; USAGE; CONSUMER; ADOPTION AB We conducted a quantitative meta-analysis of previous research on the technology acceptance model (TAM) in an attempt to make well-grounded statements on the role of subjective norm. Furthermore, we compared TAM results by taking into account moderating effects of one individual-related factor (type of respondents), one technology-related factor (type of technology), and one contingent factor (culture). Results indicated a significant influence of subjective norm on perceived usefulness and behavioral intention to use. Moderating effects were found for all three factors. The findings yielded managerial implications for both intracompany and market-based settings. (c) 2006 Elsevier B.V. All rights reserved. C1 Eindhoven Univ Technol, Dept Technol Management Org Sci & Mkt, NL-5600 MB Eindhoven, Netherlands. Maastricht Univ, Maastricht, Netherlands. RP Schepers, J, Eindhoven Univ Technol, Dept Technol Management Org Sci & Mkt, POB 513,Den Dolech 2,Pav R-0-06, NL-5600 MB Eindhoven, Netherlands. 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Manage. PD JAN PY 2007 VL 44 IS 1 BP 90 EP 103 DI 10.1016/j.im.2006.10.007 PG 14 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 129QF UT ISI:000243743300008 ER PT J AU Yang, SJH TI Context aware ubiquitous learning environments for peer-to-peer collaborative learning SO EDUCATIONAL TECHNOLOGY & SOCIETY LA English DT Article DE ubiquitous learning; context aware; peer-to-peer; collaborative learning ID SYSTEMS AB A ubiquitous learning environment provides an interoperable, pervasive, and seamless learning architecture to connect, integrate, and share three major dimensions of learning resources: learning collaborators, learning contents, and learning services. Ubiquitous learning is characterized by providing intuitive ways for identifying right learning collaborators, right learning contents and right learning services in the right place at the right time. Our context aware ubiquitous learning environment consists of three systems, namely peer-to-peer content access and adaptation system, personalized annotation management system, and multimedia real-time group discussion system. Since the effectiveness and efficiency of ubiquitous learning heavily relies on learners' surrounding context, in this paper, we will address a context model and context acquisition mechanism for collecting contextual information at run time. We have built a context aware ubiquitous learning environment and in this paper we will address how this newly designed environment can fully support the needs of peer-to-peer collaborative learning. C1 Natl Cent Univ, Dept Comp Sci & Informat Engn, Jhongli 320, Taiwan. RP Yang, SJH, Natl Cent Univ, Dept Comp Sci & Informat Engn, 300 Jung Da Rd, Jhongli 320, Taiwan. EM jhyang@csie.ncu.edu.tw CR ABERER K, 2002, IEEE INTERNET COMPUT, V6, P58 BHATT GD, 2001, J KNOWLEDGE MANAGEME, V5, P68 BISTROM J, 2005, HUT T 110 551 SEM IN BRASE J, 2004, EDUC TECHNOL SOC, V7, P61 CHANG CY, 2002, IEEE INT WORKSH WIR CHENG Z, 2005, 19 INT C ADV INF NET EDWARDS K, 2002, ACM 2002 C COMP SUPP GALL MD, 1987, INT ENCY TEACHING TE, P232 HARUO N, 2003, 19 ANN C DIST TEACH KHEDR M, 2004, IEEE INTELL SYST, V19, P21 KHEDR M, 2005, 2 IFIP INT C WIR OPT LI M, 2003, 7 INT DAT ENG APPL S MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MOSTEFAOUI SK, 2003, P 5 INT C INF INT WE NEDJL W, 2002, 11 INT WORLD WID WEB OGATA H, 2004, 2 IEEE INT WORKSH WI TAKAHATA M, 2004, INT C NEW INT MUS EX YANG SJ, 2005, INT J ADV LEARNING T, V2 YANG SJH, 2003, IEEE T KNOWL DATA EN, V15, P457 YANG SJH, 2004, EDUC TECHNOL SOC, V7, P70 YANG SJH, 2005, 6 INT APPL DEV C 200 ZHANG G, 2005, 19 INT C ADV INF NET NR 22 TC 18 PU IEEE COMPUTER SOC, LEARNING TECHNOLOGY TASK FORCE PI PALMERSTON NORTH PA BAG 11-222, MASSEY UNIVERSITY, PALMERSTON NORTH, NEW ZEALAND SN 1436-4522 J9 EDUC TECHNOL SOC JI Educ. Technol. Soc. PY 2006 VL 9 IS 1 BP 188 EP 201 PG 14 SC Education & Educational Research GA 010HT UT ISI:000235179100016 ER PT J AU Liao, SH TI Problem solving and knowledge inertia SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE problem solving; knowledge management; knowledge inertia; artificial intelligence; theory ID MANAGEMENT; ARCHITECTURE; INTELLIGENCE; INTRANET; SYSTEMS AB Knowledge is becoming much more important for individuals and organizations than before. Knowledge management (KM) has been proposed as a methodology that can manage knowledge in organizations. However, KM may also have a nature, knowledge inertia (KI), stemming from the use of routine problem solving procedures, stagnant knowledge sources, and following past experience or knowledge. It may enable or inhibit an organization's or an individual's ability on problem solving. In order to explore to what extent, this research investigates several issues. First, types of knowledge have been specified. Second, knowledge from problem solving has been classified and understood. Third, inertia from knowledge is illustrated with some cases. Fourth, circulation of knowledge types in terms of avoiding KI is described. Finally, a case study of a military training institute implementing training revolution and overcoming KI is demonstrated. The proposed knowledge-based architecture investigates the mechanism of case base, heuristic base, and rule base that incorporates explicit knowledge, tacit knowledge, and procedural knowledge in support of managing knowledge and dealing with inertia. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Natl Def Univ, Coll Management, Resource Management Grad Sch, Jon Ho, Taipei County, Taiwan. RP Liao, SH, Natl Def Univ, Coll Management, Resource Management Grad Sch, POB 90046-17, Jon Ho, Taipei County, Taiwan. EM michael@rs590.ndmc.edu.tw CR ADAMS ME, 1998, J PROD INNOVAT MANAG, V15, P403 ANDERSON JR, 1985, CONGNITIVE PSYCHOL I ANDERSON JR, 1996, APOQ KNOWLEDGE MANAG BAXTER GP, 1997, 452 CSE U CAL GRAD S BETTENHAUSEN K, 1985, ADMIN SCI QUART, V30, P350 BLACKLER F, 1995, ORGAN STUD, V16, P1021 CANNONBOWERS JA, 1993, INDIVIDUAL GROUP DEC, P221 CANNONBOWERS JA, 1997, FRAMEWORK DEV TEAM P DAVENPORT DH, 1998, SLOAN MANAGEMENT WIN DAVENPORT TH, 1992, SLOAN MANAGE REV, V34, P53 DAVFENPORT TH, 1996, SLOAN MANAGEMENT SUM, P45 DWYER DJ, 1995, P HUM FACT ERG SOC 3 FRENCH JRP, 1978, ORG STRESS INDIVIDUA GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HEIJST G, 1997, EXPERT SYSTEMS APPL, V13, P41 HERBSLEB JD, 1998, PROC INT CONF SOFTW, P271 HOFSTEN C, 1998, COGNITION, V67, P255 JOHANNESSEN JA, 1999, INT J INFORM MANAGE, V19, P121 KAVCIC V, 1999, COGNITIVE BRAIN RES, V9, P199 KOLONDER JL, 1994, CASE BASED REASONING LAVE J, 1988, COGNITION PRACTICE LIAO SH, 2000, EUR J OPER RES, V123, P558 LIAO SH, 2001, EXPERT SYST APPL, V20, P313 LIEBOWITZ J, 1997, KNOWLEDGE MANAGEMENT LIEBOWITZ J, 2001, EXPERT SYST APPL, V20, P1 LORENTZOS NA, 1999, DATA KNOWL ENG, V29, P313 MALHOTRA Y, 2001, EXPERT SYST APPL, V20, P7 MARCHANT G, 1989, ACCOUNT REV, V64, P500 MICHELIS D, 1998, COMMUN ACM, V41, P64 NISSEN ME, 1999, DECIS SUPPORT SYST, V27, P47 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING O ORASANU J, 1995, DECISION MAKING ACTI OSER RL, 1997, EVENT BASED APPROACH POLYANI M, 1997, TACIT DIMENSION PRZYMUSINSKI TC, 1997, J LOGIC PROGRAM, V30, P125 ROMER P, 1995, WORLD LINK JAN, P56 SCHANK R, 1986, EXPLANATION PATTERNS SCHEIN EH, 1992, ORG CULTURE LEADERSH SRIDHAR S, 1998, DECIS SUPPORT SYST, V23, P19 STERNBERG RJ, 1985, I Q TRIARCHIH THEORY SUCHMAN L, 1984, PLANS SITUATED ACTIO WEBER R, 2001, EXPERT SYST APPL, V20, P17 WIELINGA B, 1997, EXPERT SYST APPL, V13, P73 WIIG KM, 1997, EXPERT SYST APPL, V13, P1 WIIG KM, 1997, EXPERT SYST APPL, V13, P15 XU LD, 1996, INT J BIOMED COMPUT, V40, P197 ZACK MH, 1999, SLOAN MANAGE REV, V40, P45 NR 49 TC 18 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0957-4174 J9 EXPERT SYST APPL JI Expert Syst. Appl. PD JAN PY 2002 VL 22 IS 1 BP 21 EP 31 PG 11 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 510QU UT ISI:000173219400003 ER PT J AU Trivedi, MH Kern, JK Marcee, A Grannemann, B Kleiber, B Bettinger, T Altshuler, KZ McClelland, A TI Development and implementation of computerized clinical guidelines: Barriers and solutions SO METHODS OF INFORMATION IN MEDICINE LA English DT Article DE medical informatics; decision making; computer assisted; practice guidelines; communication barriers ID PHYSICIAN ORDER ENTRY; DECISION-SUPPORT SYSTEMS; ACADEMIC MEDICAL-CENTER; PRIMARY-CARE; INFORMATION TECHNOLOGY; CONTROLLED TRIAL; USER ACCEPTANCE; MANAGEMENT; IMPACT; BEHAVIOR AB Research indicates that computerized decision support systems (CDSSs) can improve clinical performance patient outcomes, and yet CDSSs are not in widespread use. Physician guidelines, in general, face barriers in implementation. Guidelines in a computerized format can overcome some of the barriers to conventional text-form guidelines; however, computerized programs have novel aspects that have to be considered, aspects such as technical problems/support and user interface issues that can act as barriers. Though the literature points out that human, organizational, and technical issues can act as barriers in the implementation of CDSSs, studies clearly indicate that there are methods that can overcome these barriers and improve CDSS acceptance and use, These methods come from lessons learned from a variety of CDSS implementation ventures. Notably, most of the methods that improve acceptance and use of a CDSS require feedback and involvement of end-users. Measuring and addressing physician or user attitudes toward the computerized support system has been shown to be important in the sucessful implementation of a CDSS. This article discusses: 1) the barriers of implementation of guidelines in general and of CDSSs, 2) the importance of the physician's role in development, implementation, and adherence; 3) methods that can improve CDSS acceptance and use; and 4) the types of tools needed to obtain end-used feedback. C1 Univ Texas, SW Med Ctr Dallas, Dept Psychiat, Depress & Anxiety Disorders Program, Dallas, TX 75390 USA. Univ Texas, SW Med Ctr Dallas, Dept Family Practice, Dallas, TX 75390 USA. Univ Texas, SW Med Ctr Dallas, Clin Informat Serv, Dallas, TX 75390 USA. RP Trivedi, MH, Univ Texas, SW Med Ctr Dallas, Dept Psychiat, Depress & Anxiety Disorders Program, St Paul Profess Bldg 1,5959 Harry Hines Blvd,Suit, Dallas, TX 75390 USA. 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Med. PY 2002 VL 41 IS 5 BP 435 EP 442 PG 8 SC Computer Science, Information Systems; Health Care Sciences & Services; Medical Informatics GA 625XW UT ISI:000179841700014 ER PT C AU Tah, JHM Carr, V TI Towards a framework for project risk knowledge management in the construction supply chain SO ADVANCES IN ENGINEERING SOFTWARE LA English DT Proceedings Paper DE IDEFO; object modelling; project risk analysis and management; qualitative risk assessment; UML AB The shortcomings of current project risk management processes, tools and techniques, are identified and the case for the application of knowledge management philosophies and techniques to project risk management is made. A common language for describing risks based on a hierarchical-risk breakdown structure has been developed and it provides the basis for developing a sharable knowledge-driven approach to risk management. This defines generic risk and remedial action descriptive terms, which can then be stored in catalogues. These have been implemented in a database management system to act as a knowledge repository. A prototype system being developed to support the risk management framework is briefly discussed. (C) 2001 Civil-Comp Ltd and Elsevier Science Ltd. All rights reserved. C1 S Bank Univ, Sch Construct, Project Syst Engn Res Unt, London SW8 2JZ, England. RP Tah, JHM, S Bank Univ, Sch Construct, Project Syst Engn Res Unt, Wandsworth Rd, London SW8 2JZ, England. 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Eng. Softw. PD OCT-NOV PY 2001 VL 32 IS 10-11 BP 835 EP 846 PG 12 SC Computer Science, Interdisciplinary Applications; Computer Science, Software Engineering GA 484QT UT ISI:000171701600011 ER PT J AU Power, D TI Supply chain management integration and implementation: a literature review SO SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL LA English DT Review DE supply chain management; integration; management strategy ID LOGISTICS; SYSTEMS; ISSUES; ORGANIZATIONS; INFORMATION; ADVANTAGE; INTERVIEW; FRAMEWORK; BUSINESS; AGILITY AB Purpose - The purpose of this paper is to review a sample of the literature relating to the integration and implementation of supply chain management practices from a strategic viewpoint. Design/methodology/approach - The literature is examined from three perspectives. First, supply chain integration covers issues relating to integration of core processes across organizational boundaries through improved communication, partnerships, alliances and cooperation. Second, strategy and planning examines supply chain management as a strategic matter for trading partners, along with factors relating to the amount of planning required. Third, implementation issues concern factors critical for successful implementation, as well as issues specific to inter and intraorganizational aspects of supply chain initiatives are contained in this sub-group Findings - An important emergent theme from the literature is the importance of taking a holistic view, and the systemic nature of interactions between the participants. At the same time, it is also apparent that this requirement to take such an holistic and systemic view of the supply chain acts as an impediment to more extensive implementation. The strategic nature of adopting a supply chain wide perspective, on the one hand provides significant potential benefit, and on the other requires trading partners to think and act strategically. This is easier said than done within a stand-alone organization, let alone across a diverse and dispersed group of trading partners. Research limitations/implications - The scope of this review is by design limited to a cross-section of the literature in this area. As such, it cannot, and does not, attempt to be an examination of the full range of the literature, but a sampling of important and influential works. Practical implications - This review of the literature serves to highlight the inter-dependence between integration (technologies, logistics, and partnerships), a strategic view of supply chain systems, and implementation approach. All three need to inform and underpin each other in order for management of supply chains to be able to deliver on the promise of benefits for all trading partners. Originality/value - This study reviews a sample of recent and classic literature in this field, and in doing so provides some clear guidelines for the conduct of future research. C1 Univ Melbourne, Dept Management, Melbourne, Vic, Australia. RP Power, D, Univ Melbourne, Dept Management, Melbourne, Vic, Australia. 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PY 2005 VL 10 IS 3-4 BP 252 EP 263 DI 10.1108/13598540510612721 PG 12 SC Business; Management GA 967PS UT ISI:000232104300016 ER PT J AU Desouza, KC TI Strategic contributions of game rooms to knowledge management: some prelimenary insights SO INFORMATION & MANAGEMENT LA English DT Article DE knowledge management; tacit knowledge; knowledge exchange; explicit knowledge; information systems ID DYNAMIC THEORY; FIRM AB Academics and practitioners have stressed the significance of managing knowledge in today's competitive environment. This has resulted in many efforts to increase knowledge exchange between organizational members. Much work so far has focused on the use of information technology as either a solution or enabler of knowledge management. While information technology enables easy exchange of explicit knowledge, its contributions to sharing tacit knowledge is restricted to connecting individuals via tools, such as e-mail and groupware. This research adds to the literature by reporting on a people-centered perspective for facilitating tacit knowledge exchange. The article describes an in-depth case study carried out to determine the role played by game rooms in the exchange of tacit knowledge. (C) 2003 Elsevier Science B.V. All rights reserved. C1 Univ Illinois, Dept Informat & Decis Sci, Ctr Res Informat Management, Chicago, IL 60607 USA. RP Desouza, KC, Univ Illinois, Dept Informat & Decis Sci, Ctr Res Informat Management, 601 S Morgan St,M-C 294,2401 Univ Hall, Chicago, IL 60607 USA. 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Manage. PD OCT PY 2003 VL 41 IS 1 BP 63 EP 74 DI 10.1016/S0378-7206(03)00027-2 PG 12 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 725CE UT ISI:000185524800006 ER PT J AU Greenhalgh, T Robert, G Macfarlane, F Bate, P Kyriakidou, O Peacock, R TI Storylines of research in diffusion of innovation: a meta-narrative approach to systematic review SO SOCIAL SCIENCE & MEDICINE LA English DT Review DE systematic review; narrative; meta-narrative; diffusion of innovations ID CONTINUING MEDICAL-EDUCATION; QUALITATIVE RESEARCH; HEALTH-CARE; KNOWLEDGE; DISSEMINATION; IMPACT AB Producing literature reviews of complex evidence for policymaking questions is a challenging methodological area. There are several established and emerging approaches to such reviews, but unanswered questions remain, especially around how to begin to make sense of large data sets drawn from heterogeneous sources. Drawing on Kuhn's notion of scientific paradigms, we developed a new method-meta-narrative review-for sorting and interpreting the 1024 sources identified in our exploratory searches. We took as our initial unit of analysis the unfolding 'storyline' of a research tradition over time. We mapped these storylines by using both electronic and manual tracking to trace the influence of seminal theoretical and empirical work on subsequent research within a tradition. We then drew variously on the different storylines to build up a rich picture of our field of study. We identified 13 key meta-narratives from literatures as disparate as rural sociology, clinical epidemiology, marketing and organisational studies. Researchers in different traditions had conceptualised, explained and investigated diffusion of innovations differently and had used different criteria for judging the quality of empirical work. Moreover, they told very different over-arching stories of the progress of their research. Within each tradition, accounts of research depicted human characters emplotted in a story of (in the early stages) pioneering endeavour and (later) systematic puzzle-solving, variously embellished with scientific dramas, surprises and 'twists in the plot'. By first separating out, and then drawing together, these different meta-narratives, we produced a synthesis that embraced the many complexities and ambiguities of 'diffusion of innovations' in an organisational setting. We were able to make sense of seemingly contradictory data by systematically exposing and exploring tensions between research paradigms as set out in their over-arching storylines. In some traditions, scientific revolutions were identifiable in which breakaway researchers had abandoned the prevailing paradigm and introduced a new set of concepts, theories and empirical methods. We concluded that meta-narrative review adds value to the synthesis of heterogeneous bodies of literature, in which different groups of scientists have conceptualised and investigated the 'same' problem in different ways and produced seemingly contradictory findings. Its contribution to the mixed economy of methods for the systematic review of complex evidence should be explored further. (c) 2005 Elsevier Ltd. All rights reserved. C1 UCL, Dept Primary Care & Populat Sci, London N19 5LW, England. UCL, Ctr Hlth Informat & Multiprofess Educ, London N19 5LW, England. Univ Surrey, Sch Management, Guildford GU2 7XH, Surrey, England. Archway Healthcare Lib, London N19 5LW, England. RP Greenhalgh, T, UCL, Dept Primary Care & Populat Sci, London N19 5LW, England. EM p.greenhalgh@pcps.ucl.ac.uk CR *DEP HLTH, 2001, NHS PLAN BARTLETT CA, 1989, MANAGING BORDERS TRA BERO L, 1995, JAMA-J AM MED ASSOC, V274, P1935 BOURDENAVE JD, 1976, COMMUN RES, V3, P135 BROWN JS, 2000, SOCIAL LIFE INFORMAT BRUNER J, 1990, ACTS MEANING CAMPBELL R, 2003, SOC SCI MED, V56, P671 COLEMAN JS, 1966, MED INNOVATIONS DIFF DAVIS D, 1999, JAMA-J AM MED ASSOC, V282, P867 DAWSON S, 1995, QUAL HEALTH CARE, V4, P197 DENZIN M, 1994, HDB QUALITATIVE RES DIXONWOODS M, 2004, INTEGRATIVE APPROACH EVANS D, 2002, INT J NURS STUD, V39, P739 FERLIE E, 2001, ORG BEHAV ORG STUDIE FREEMANTLE N, 2003, COCHRANE DATABASE ST FULLER S, 2000, T KUHN PHILOS HIST O GARVIN DA, 1993, HARVARD BUS REV, V71, P78 GRANADOS A, 1997, INT J TECHNOL ASSESS, V13, P220 GREEN LW, 1996, CANADIAN J PUBLIC HL, V87, P11 GREENHALGH T, 2004, MILBANK Q, V82, P581, PMID 15595944 GREENHALGH T, 2005, DIFFUSION INNOVATION GRILLI R, 2000, COCHRANE DATABASE SY GRIMSHAW JM, 2004, HEALTH TECHNOL ASSES, V8, P1 GROL R, 2001, JAMA-J AM MED ASSOC, V286, P2578 HAINES A, 1994, BRIT MED J, V308, P1488 HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HIGHTOWER J, 1972, HARD TOMATOES HARD T HIPPEL EV, 1991, MANAGE SCI, V44, P429 HOLSAPPLE CW, 2002, INFORM MANAGE-AMSTER, V39, P477 JANIS IL, 1982, GROUPTHINK PSYCHOL S KEARNEY MH, 2001, RES NURS HEALTH, V24, P270 KOGUT B, 1992, ORGAN SCI, V3, P383 KUHN TS, 1962, STRUCTURE SCI RECOLU LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LOCOCK L, 2001, SOC SCI MED, V53, P745 LOKE YK, 2003, BMC MED RES METHODOL, V3, P14 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MAYS N, 2001, STUDYING ORG DELIVER, P188 MAYS N, 2004, REV SYNTHESIS QUALIT MILES MB, 1994, QUALITATIVE DATA ANA NONAKA I, 1994, ORGAN SCI, V5, P14 OBRIEN MAT, 2003, COCHRANE DATABASE SY, V1, P2003 PAWSON R, 2002, EVALUATION, V8, P340 PAWSON R, 2004, ESRC RES METHODS WOR, V1 PAWSON R, 2004, USING REALIST METHOD POLANYI M, 1962, TACIT DIMENSION ROBERT G, 2000, THESIS U SOUTHAMPTON ROBERTS KA, 2002, LANCET, V360, P1596 ROGERS EM, 1995, DIFFUSION INNOVATION RUSSELL J, 2004, BRIT MED J, V328, P1174 RYAN B, 1950, IOWA AGR STATION RES, V372, P665 SIBLEY JC, 1982, NEW ENGL J MED, V306, P511 TASHAKKORI A, 1998, MIXED METHODOLOGY CO THOMAS J, 2004, BRIT MED J, V328, P1010 VALENTE TW, 1995, SCI COMMUN, V16, P242 WEICK KE, 1995, SENSEMAKING ORG ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185 ZWARENSTEIN M, 2001, COCHRANE DATABASE SY NR 58 TC 15 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0277-9536 J9 SOC SCI MED JI Soc. Sci. Med. PD JUL PY 2005 VL 61 IS 2 BP 417 EP 430 DI 10.1016/j.soscimed.2004.12.001 PG 14 SC Public, Environmental & Occupational Health; Social Sciences, Biomedical GA 933UY UT ISI:000229659600015 ER PT J AU Yang, SJH Chen, IYL Shao, NWY TI Ontology enabled annotation and knowledge management for collaborative learning in virtual learning community SO EDUCATIONAL TECHNOLOGY & SOCIETY LA English DT Article DE ontology; Semantic Web services; metadata; annotation; collaborative learning AB The nature of collaborative learning involves intensive interactions among collaborators, such as articulating knowledge into written, verbal or symbolic forms, authoring articles or posting messages to this community's discussion forum, responding or adding comments to messages or articles posted by others, etc. Knowledge collaborators' capabilities to provide knowledge and the motivation to collaborate in the learning process influence the quantity and quality of the knowledge to flow into the virtual learning community. In this paper, we have developed an ontology enabled annotation and knowledge management to provide semantic web services from three perspectives, personalized annotation, real-time discussion, and semantic content retrieval. Personalized annotation is used to equip the collaborators with Web based authoring tools for commenting, knowledge articulation and exertion by extracting metadata from both the annotated content and the annotation itself, and establishing ontological relation between them. The real-time discussion is used as a bridge to link collaborators and knowledge and motivate collaborators for knowledge sharing by building profiles for collaborators and knowledge ( in the forms of content and annotation) during every discussion session, and establishing ontological relation between the collaborators and knowledge for the use of semantic content retrieval. The semantic content retrieval then utilizes the ontological relations constructed from the personalized annotation and real-time discussion for finding more relevant collaborators and knowledge. C1 Natl Cent Univ, Grad Inst Network Learning Technol, Jhongli 320, Taiwan. Natl Kaohsiung First Univ Sci & Technol, Grad Inst Management, Kaohsiung 811, Taiwan. Natl Kaohsiung First Univ Sci & Technol, Inst Engn Sci & Technol, Kaohsiung 811, Taiwan. RP Yang, SJH, Natl Cent Univ, Grad Inst Network Learning Technol, No 300 Jung Da Rd, Jhongli 320, Taiwan. EM jhyang@lst.ncu.edu.tw u9028902@ccms.nkfust.edu.tw u9115904@ccms.nkfust.edu.tw CR *A AND AM PROD QUA, 1996, KNOWL MAN ASS TOOL E *DCMI, 2004, DUBL COR MET IN *LOM, 2004, IEEE WG 12 LEARN OBJ *SCORM, 2004, ADV DISTR LEARN NET AIKEN EG, 1975, J EDUC PSYCHOL, V67, P439 BHATT GD, 2001, J KNOWLEDGE MANAGEME, V5, P68 CAMPBELL DG, 2002, INT C DUBL COR MET E CHOO C, 1996, INTEGRATED INFORMATI COLEMAN JS, 1988, AM J SOCIOL, V94, P95 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR EUZENAT J, 2002, IEEE INTELL SYST, V17, P55 HOLSAPPLE CW, 1999, 32 HAW INT C SYST SC ILES A, 2002, COMP SUPP COLL LEARN KAHAN J, 2001, 10 WWW INT C MAY 1 5 LEONARD D, 1995, WELLSPRINGS KNOWLEDG MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 SANNOMIVA T, 2001, 2001 WORKSH INF TECH SHIMMERLIK SM, 1976, J EDUC PSYCHOL, V68, P779 NR 19 TC 14 PU IEEE COMPUTER SOC, LEARNING TECHNOLOGY TASK FORCE PI PALMERSTON NORTH PA BAG 11-222, MASSEY UNIVERSITY, PALMERSTON NORTH, NEW ZEALAND SN 1436-4522 J9 EDUC TECHNOL SOC JI Educ. Technol. Soc. PD OCT PY 2004 VL 7 IS 4 BP 70 EP 81 PG 12 SC Education & Educational Research GA 867PW UT ISI:000224855500006 ER PT J AU Tserng, HP Lin, YC TI Developing an activity-based knowledge management system for contractors SO AUTOMATION IN CONSTRUCTION LA English DT Article DE project management; knowledge management; information technology; IDEF AB Knowledge Management (KM) has become an important term in the IT industry. Knowledge management involves creating, securing, capturing, coordinating, combining, retrieving and distributing knowledge. Most know-what, know-how and experience exist only in the minds of individual participants during the construction phase of construction projects. The knowledge can be reused and shared among the engineers and experts involved who participate in projects in order to improve the construction process and reduce the time and cost of solving problems. Sharing and reusing knowledge depends on acquiring and preserving both tacit knowledge and explicit knowledge as the property of a corporation. Effectively using information and web technologies during the construction phase of a project enables knowledge to be captured and managed to the benefit of future projects. This study addresses application of knowledge management to construction projects in the construction phase and proposes a Construction Activity-Based Knowledge Management (ConABKM) concept and system for General contractors. This paper proposes the concept of integrating IDEF (Integrated DEFinition function modeling) modeling methods and provides a prototype used for designing construction knowledge management systems. The ConABKM system is then applied in a case study of a highway construction project; the results demonstrate the effectiveness of sharing knowledge in the construction phase. The combined results demonstrate that by utilizing the latest web technology, knowledge exchange and storage concepts and modes of implementation, a ConABKM system is an effective tool for all experts and engineers participating in the construction phase of a project. (C) 2004 Elsevier B.V. All rights reserved. C1 Natl Taiwan Univ, Dept Civil Engn, Div Construct Engn & Management, Taipei 10764, Taiwan. RP Tserng, HP, Natl Taiwan Univ, Dept Civil Engn, Div Construct Engn & Management, 1 Roosevelt Rd,Sec 4, Taipei 10764, Taiwan. EM hptserng@ce.ntu.edu.tw yucheng@ce.ntu.edu.tw CR ANG CL, 1999, INT J PROD RES, V37, P3839 AWAD EM, 2004, KNOWLEDGE MANAGEMENT BERGMANN R, 2002, EXPERIENCE MANAGEMEN BERKELEY A, 2001, INTELLECTUAL CAPITAL BERZTISS A, 1996, SOFTWARE METHODS BUS CARNEIRO A, 2001, J KNOWLEDGE MANAGEME, V5, P358 CLOUGH RH, 2000, CONSTRUCTION PROJECT COLQUHOUN GJ, 1993, INT J COMP INTEG M, V6, P252 EDUMFOTWE FT, 2000, INT J PROJECT MANAGE, V18, P111 GARVIN J, 2000, GUIDE PROJECT MANAGE HART A, 1992, KNOWLEDGE ACQUISITIO KAMARA JM, 2002, CONSTRUCTION INNOVAT, V2, P53 LIEBOWITZ J, 1997, KNOWLEDGE MANAGEMENT MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MALHOTRA Y, 2001, KNOWLEDGE MANAGEMENT NONAKA I, 1995, KNOWLEDGE CREATING C SOILBELMAN L, 2002, ASCE J COMPUTING CIV, V16, P39 TIWANA A, 2000, KNOWLEDGE MANAGEMENT TSERNG HP, 2004, IN PRESS CHAPTER KNO UDAIPURWALA A, 2002, CAN J CIVIL ENG, V29, P499 WILKINS B, 2000, AUTOMAT CONSTR, V10, P169 NR 21 TC 14 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0926-5805 J9 AUTOM CONSTR JI Autom. Constr. PD NOV PY 2004 VL 13 IS 6 BP 781 EP 802 DI 10.1016/j.autcon.2004.05.003 PG 22 SC Construction & Building Technology; Engineering, Civil GA 857GR UT ISI:000224104900006 ER PT J AU Streatfield, D Wilson, T TI Deconstructing 'knowledge management' SO ASLIB PROCEEDINGS LA English DT Article C1 Informat Management Associates, Twickenham TW2 6QZ, England. Univ Sheffield, Dept Informat Studies, Sheffield S10 2TN, S Yorkshire, England. RP Streatfield, D, Informat Management Associates, 28 Albion Rd, Twickenham TW2 6QZ, England. CR BRONSTEIN RJ, 1965, PERSONNEL MAR, P66 DAVENPORT TH, 1997, WORKING KNOWLEDGE OR DRUCKER P, 1969, AGE DISCONTINUITY GU FISHER A, 1998, LIB ASS RECORD, V100, P190 GREENE F, 1996, 6252 BLR D U SHEFF D LIEBOWITZ J, 1997, KNOWLEDGE MANAGEMENT MALHOTRA Y, 1997, P 3 AM C INF SYST IN, P293 MALHOTRA Y, 1998, J QUALITY PARTIC JUL MAOZELL RE, 1963, RES MANAGEMENT, V6, P209 MINTZBERG H, 1976, HARVARD BUSINESS JUL, P49 NONAKA I, 1995, KNOWLEDGE CREATING C PEDLER M, 1991, LEARNING CO SANCHEZ R, 1997, STRATEGIC LEARNING K STEWART TA, 1997, INTELLECTUAL CAPITAL STRASSMAN P, 1997, SQUANDERED COMPUTER STREATFIELD DR, 1995, REPORT FURTHER ED DE SVEIBY KE, 1987, MANAGING KNOWHOW ADD SVEIBY KE, 1997, NEW ORG WEALTH MANAG WEBB S, 1998, LIB ASS RECORD, V100, P192 NR 19 TC 14 PU ASLIB PI LONDON PA STAPLE HALL, STONE HOUSE COURT, LONDON EC3A 7PB, ENGLAND SN 0001-253X J9 ASLIB PROC JI Aslib Proc. PD MAR PY 1999 VL 51 IS 3 BP 67 EP 71 PG 5 SC Computer Science, Information Systems; Information Science & Library Science GA 177CC UT ISI:000079189000001 ER PT J AU Hendriks, PHJ TI Many rivers to cross: from ICT to knowledge management systems SO JOURNAL OF INFORMATION TECHNOLOGY LA English DT Article ID ORGANIZATIONAL MEMORY; TACIT KNOWLEDGE; PERSPECTIVE; TECHNOLOGY; STRATEGY; FIRMS; WORK AB Several applications of information and communication technology (ICT) have gained considerable popularity as instruments for knowledge management. Some authors even seem to equate knowledge management with the introduction of specific ICT applications (intranets, groupware, etc.). However, the relationship between ICT and knowledge is no less problematic. Organizational knowledge and ICT refer to distinct sets of conceptions and establishing their relationship is far from trivial. The question then is how to assess the relationship between ICT and knowledge management. Several variables to be considered when answering this question have been identified in the literature: the enabling role of ICT for knowledge processes, the state of the ICT infrastructure, the level of knowledge required for using ICT, other user considerations, etc. However, a more encompassing perspective connecting these individual variables seems to be lacking. The aim of the present paper is to correct this. It argues that five dimensions determine the potential value of ICT applications for knowledge management. These dimensions are summarized in the following question. How and when will ICT, in interplay with other knowledge management measures (dimension 5), help knowledge (dimension 2) as a dynamic (dimension 4), institutional and action-related resource (dimension 3) realize its strategic potential (dimension 1)? The main argument in this paper is that, unless all five dimensions are addressed together, no satisfactory assessment of the status of an ICT application as a potential tool for knowledge management is feasible. Each of these dimensions is of a complex, multidimensional nature. The identification of the five dimensions is therefore only a first step. It needs a follow-up in the form of an elaboration of each dimension. This paper provides the groundwork for such an elaboration. C1 Univ Nijmegen, Nijmegen Sch Management, NL-6500 HK Nijmegen, Netherlands. RP Hendriks, PHJ, Univ Nijmegen, Nijmegen Sch Management, POB 9108, NL-6500 HK Nijmegen, Netherlands. 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Inf. Technol. PD JUN PY 2001 VL 16 IS 2 BP 57 EP 72 PG 16 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 462TY UT ISI:000170436900002 ER PT J AU Shultz, CJ Saporito, B TI Protecting intellectual property: Strategies and recommendations to deter counterfeiting and brand piracy in global markets SO COLUMBIA JOURNAL OF WORLD BUSINESS LA English DT Article ID RIGHTS AB Many provisions articulated in the World Trade Organization (WTO) agreements are intended to protect intellectual property rights (IPR). The authors contend that despite these provisions IP piracy, especially counterfeiting, will continue to be rampant in the foreseeable future. The authors discuss the factors that will continue to make IP piracy problematic and offer proactive solutions to companies interested in protecting IPR should they not have the fullest confidence in the enforcement mechanisms provided by the WTO. RP Shultz, CJ, ARIZONA STATE UNIV,SCH MANAGEMENT,TEMPE,AZ 85287. 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World Bus. PD SPR PY 1996 VL 31 IS 1 BP 18 EP 28 PG 11 SC Business; International Relations GA UZ228 UT ISI:A1996UZ22800003 ER PT J AU Tyndale, P TI A taxonomy of knowledge management software tools: origins and applications SO EVALUATION AND PROGRAM PLANNING LA English DT Article DE knowledge management tools; information technology; functionality AB A large number of tools have been deemed to be knowledge management tools. In this paper we examine, evaluate and organize a wide variety of such tools, as we look at their origins and their opportunities in the knowledge management arena, by examining the literature related to the selection and evaluation of the knowledge management tools available on the software market. (C) 2002 Elsevier Science Ltd. All rights reserved. C1 Kingston Univ, Sch Business, Uxbridge UB11 1BQ, Middx, England. Kingston Univ, EDS, Uxbridge UB11 1BQ, Middx, England. RP Tyndale, P, Kingston Univ, Sch Business, Roundwood Ave,Stockley Pk, Uxbridge UB11 1BQ, Middx, England. CR ALAVI M, 1999, COMMUNICATIONS AIS, V1 ANGUS J, 1998, INFORMATION WEEK MAR DAVENPORT TH, 1990, SLOAN MANAGE REV, V31, P11 GRANTHAM CE, 1993, DIGITAL WORKPLACE DE JACKSON C, 1999, PROCESS PROD CREATIN MALHOTRA Y, 1998, J QUALITY PARTICIPAT, V21, P58 MELLOR GF, 1997, ONLINE, V21, P99 PARLBY D, 1997, POWER KNOWLEDGE BUSI PRYTHERCH R, 1990, HARRODS LIBRARIANS G RUGGLES R, 1997, KNOWLEDGE MANAGEMENT TENG JTC, 1995, J MANAGEMENT INFORMA, V12, P109 TYNDALE P, 2000, ECKM EUR C KNOWL MAN VANDENBOSCH B, 1996, J MANAGEMENT INFORMA, V13, P65 WENSLEY A, 2000, BPRC C KNOWL MAN CON NR 14 TC 12 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0149-7189 J9 EVAL PROGRAM PLANN JI Eval. Program Plan. PD MAY PY 2002 VL 25 IS 2 BP 183 EP 190 PG 8 SC Social Sciences, Interdisciplinary GA 545RB UT ISI:000175230300011 ER PT J AU Holsapple, CW Singh, M TI Electronic commerce: From a definitional taxonomy toward a knowledge-management view SO JOURNAL OF ORGANIZATIONAL COMPUTING AND ELECTRONIC COMMERCE LA English DT Article DE definitions; electronic commerce; information exchange; integration; knowledge management; taxonomy; trading; value chain AB Electronic commerce has become one of the major factors that will determine the future survival or success of organizations. Like any new field, electronic commerce abounds in confusion and lack of coherence. Consequently, a host of definitions can be found presenting a confusing picture of the field. We have collected and qualitatively analyzed an assortment of definitions representative of this variety, resulting in the identification of five clusters: the trading view, the information exchange view, the activity view, the effects view, and the value chain view. For each cluster, examples of recent research along the lines of its view are given. Although each cluster represents a distinct view of electronic commerce and has merit, none fully subsumes all others. To help unify the five perspectives, an integrated definition is advanced. However, this integration, which is as good as the five views from which it is synthesized, has limitations. A modified version of the integrated definition, incorporating richer notions of knowledge management, is introduced. Befitting the knowledge-based economy, this knowledge-management view of electronic commerce can benefit both researchers and practitioners by furnishing a relatively comprehensive, unified, organized foundation for understanding and performing electronic commerce. C1 Univ Kentucky, Sch Management, Carol M Gatton Coll Business & Econ, Lexington, KY 40506 USA. Texas Christian Univ, Dept Management, MJ Neeley Sch Business, Ft Worth, TX 76129 USA. RP Holsapple, CW, Univ Kentucky, Sch Management, Carol M Gatton Coll Business & Econ, Lexington, KY 40506 USA. 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Organ. Comp. Electron. Commer. PY 2000 VL 10 IS 3 BP 149 EP 170 PG 22 SC Computer Science, Information Systems; Computer Science, Interdisciplinary Applications GA 348MT UT ISI:000088989100001 ER PT J AU Li, DH Browne, GJ Chau, PYK AF Li, Dahui Browne, Glenn J. Chau, Patrick Y. K. TI An empirical investigation of Web site use using a commitment-based model SO DECISION SCIENCES LA English DT Article DE affective commitment; calculative commitment; continuous use; customer retention; quality of alternatives; trust ID CUSTOMER SWITCHING BEHAVIOR; STRUCTURAL EQUATION MODELS; INFORMATION-TECHNOLOGY; PLANNED BEHAVIOR; INVESTMENT MODEL; ONLINE SERVICES; SATISFACTION; ANTECEDENTS; CONTINUANCE; SYSTEMS AB Companies throughout industry are interested in retaining existing customers, because customers' continuous consumption of products and services is critical to the long-term value propositions of most organizations. Thus, decision-making strategies that promote continuous use and customer retention are of research interest, both theoretically and practically. In the present research, we investigate one important area of continuous usage, that of Web site use. In particular, we use several theories of commitment to understand how an individual's decision to continue to use a Web site is influenced by his or her commitment toward that Web site and the vendor that supports it. Results derived from data collected from 335 users of a variety of Web sites indicated that affective commitment, calculative commitment, quality of alternatives, and trust were significantly associated with an individual's behavioral intention to continue to use a Web site. Implications for customer retention and decision-making strategies are discussed. C1 Univ Hong Kong, Fac Business & Econ, Hong Kong, Hong Kong, Peoples R China. Texas Tech Univ, Rawls Coll Business Adm, Lubbock, TX 79409 USA. Univ Minnesota, Labovitz Sch Business & Econ, Duluth, MN 55812 USA. RP Chau, PYK, Univ Hong Kong, Fac Business & Econ, Pokfulam Rd, Hong Kong, Hong Kong, Peoples R China. 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Sci. PD AUG PY 2006 VL 37 IS 3 BP 427 EP 444 PG 18 SC Management GA 091AD UT ISI:000240996900005 ER PT J AU Xu, LD Wang, CG Luo, XC Shi, ZZ TI Integrating knowledge management and ERP in enterprise information systems SO SYSTEMS RESEARCH AND BEHAVIORAL SCIENCE LA English DT Article DE knowledge management; enterprise information systems; enterprise resource planning; integration; systems science; systems research ID SUPPORT AB Knowledge is considered as an enterprise's invisible assets. Surviving in today's highly competitive and ever expanding global economy requires efficiently managing corporate knowledge. Increasing requirements for extended enterprises have stimulated the integration of knowledge management (KM) function into ERP systems for knowledge asset management. So far enterprise information systems such as ERP systems are developed and implemented for mainly managing physical assets of an enterprise since 1990s. Due to the fact that both types of assets need to be properly managed, the integration of KM and ERP becomes a strategic initiative for providing competitive advantages to enterprises. This paper discusses how to deploy KM and ERP concurrently in the framework of enterprise information systems, with a discussion of the interaction of KM and ERP systems in systems perspectives. Copyright (c) 2006 John Wiley & Sons, Ltd. C1 Old Dominion Univ, Dept Informat Technol & Dec Sci, Norfolk, VA 23529 USA. Northeast Univ, Key Lab Proc Ind Automat, Shenyang, Peoples R China. Chinese Acad Sci, Comp Technol Inst, Beijing, Peoples R China. RP Xu, LD, Old Dominion Univ, Dept Informat Technol & Dec Sci, Hampton Blvd, Norfolk, VA 23529 USA. 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Res. Behav. Sci. PD MAR-APR PY 2006 VL 23 IS 2 BP 147 EP 156 DI 10.1002/sres.750 PG 10 SC Management; Social Sciences, Interdisciplinary GA 042AW UT ISI:000237500400004 ER PT J AU Malhotra, Y Galletta, D TI A multidimensional commitment model of volitional systems adoption and usage behavior SO JOURNAL OF MANAGEMENT INFORMATION SYSTEMS LA English DT Article DE affective processes; cognitive processes; information systems; acceptance and use; multidimensional commitment model; personal norms; psychological attachment; social influence theory; social norms; systems implementation; user commitment; volitional usage behavior ID ORGANIZATIONAL COMMITMENT; KNOWLEDGE MANAGEMENT; INFORMATION-SYSTEMS; USER ACCEPTANCE; TECHNOLOGY; INTERNALIZATION; IDENTIFICATION; ATTITUDES; CONSTRUCT; SOCIALIZATION AB In recent years, several organizations have implemented nonmandatory information and communication systems that escape the conventional behavioral logic of understanding acceptance and usage from a normative perspective of compliance with the beliefs of others. Because voluntary systems require users' volitional behavior, researchers have traced recent implementation failures to a lack of user commitment. However, gaps in our understanding of volitional usage behavior and user commitment have made it difficult to advance theory, research, and practice on this issue. To validate a proposed research model, cross-sectional, between-subjects, and within-subjects field data were collected from 714 users at the time of initial adoption and after six months of extended use. The model explained between 44.1 percent and 58.5 percent of the variance in adoption and usage behavior based upon direct effects of user commitment. Findings suggest that user commitment plays a critical role in the volitional acceptance and usage of such systems. Affective commitment-that is, internalization and identification based upon personal norms--exhibits a sustained positive influence on usage behavior. In contrast, continuance commitment-that is, compliance based upon social norms-shows a sustained negative influence from initial adoption to extended use. Theory development based upon Kelman's social influence framework offers new empirical insights about system users' commitment and how it affects volitional usage behavior. C1 Syracuse Univ, Whitman Sch Management, Syracuse, NY 13244 USA. RP Malhotra, Y, Syracuse Univ, Whitman Sch Management, Syracuse, NY 13244 USA. 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Manage. Inform. Syst. PD SUM PY 2005 VL 22 IS 1 BP 117 EP 151 PG 35 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 945TU UT ISI:000230525900005 ER PT J AU Roda, C Angehrn, A Nabeth, T Razmerita, L TI Using conversational agents to support the adoption of knowledge sharing practices SO INTERACTING WITH COMPUTERS LA English DT Article DE software agents; knowledge sharing; virtual communities; knowledge management; change management; user modelling AB In this paper, we present an agent-based system designed to support the adoption of knowledge sharing practices within communities. The system is based on a conceptual framework that, by modelling the adoption of knowledge management practices as a change process, identifies the pedagogical strategies best suited to support users through the various stages of the adoption process. Learning knowledge management practices is seen as a continuous process, taking place at individual and social level that includes the acquisition of information, as well as the contextual use of the information acquired. The resulting community-based system provides each member of the community with an artificial personal change-management agent capable of guiding users in the acquisition and adoption of new knowledge sharing practices by activating personalised and contextualised intervention. (C) 2002 Elsevier Science B.V. All rights reserved. C1 INSEAD, Ctr Adv Learning Technol, F-77300 Fontainebleau, France. RP Nabeth, T, INSEAD, Ctr Adv Learning Technol, Bd Constance, F-77300 Fontainebleau, France. EM claudia.roda@insead.edu angehrn@insead.edu thierry.nabeth@insead.edu liana.razmerita@insead.edu CR ALAVI M, 1999, P 32 HAW INT C SYST, V15, P275 ANGEHRN A, 1999, P ECIS COP ANGEHRN A, 2001, P E2001 EBUS EWORK V ANGEHRN AA, 1997, EUROPEAN MANAGEMENT, V15, P275 BEER N, 2000, HARVARD BUSINESS MAY BOY GA, 1997, SOFTWARE AGENTS COOP BRUNER J, 1996, THEORY INSTRUCTION BRUSH B, 2001, MSRTR200187 MICR RES BRUSILOVSKY P, 1998, 4 INT C INT TUT SYST CAPUANO N, 2000, P INT WORKSH AD INT CAROTENUTO L, 1999, P CHANG PLAC WORKSH CHEIKES BA, 1995, P CIKM 95 WORKSH INT CHEN W, 1999, P AIED 99 WORKSH ONT COHEN M, 2001, J STRATEGIC CHANGE, V10, P139 COHEN PR, 1990, INTENTIONS COMMUNICA, P221 CONTE R, 1995, COGNITIVE SOCIAL ACT CONTE R, 2001, J ARTIFICIAL SOC SOC, V4, P1 DAVENPORT TH, 1998, WORKING KNOWLEDGE OR DAVIS JR, 1995, P COMP SUPP COLL LEA DEROIAN F, 2002, RES POLICY, V31, P835 DESANCTIS G, 2001, BUILDING GLOBAL LEAR DIVITNI M, 1993, P 1993 C ORG COMP SY, P178 DORE L, 2001, WINNING KNOWLEDGE SU DYER JH, 2000, STRATEGIC MANAGE J, V21, P345 FENSEL D, 2001, IEEE INTELLIGENT MAR GLANCE N, 2001, P GROUP 2001 BOULD C GONGLA P, 2001, IBM SYST J, V40, P4 GRANT RM, 1996, ORGAN SCI, V7, P375 HUBERMAN BA, 1996, BEEHIVE SYSTEM COOPE JAFARI A, 2001, P INT C INT AG LAS V JANSSEN MA, 2001, J ECON PSYCHOL, V22, P745 JENNINGS NR, 1992, P 10 EUR C AI VIENN, P224 KAMIYA K, 1996, P 6 WWW C PAR FRANC KARAGIANNIDIS C, 2001, ED SOC TECHNOLOGY J, V4 KOULOPOULOS TM, 1997, CORPORATE INSTINCT B LAVE J, 1990, SITUATED LEARNING LE LAVE J, 1991, SITUATED LEARNING CO LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG LESSER EL, 2001, IBM SYST J, V40, P4 LESTER JC, 1997, P CHI 97, P359 LINTON F, 2000, ED TECHNOLOGY SOC, V3, P62 MALHOTRA Y, 2000, EXECUTIVES J, V16, P5 MALTZ D, 1995, P CHI 95 MAMDANI EH, 1999, NEW GENERATION COMPU, V17 MANZONI JF, 1997, J MANAGEMENT INFORMA, V14, P109 NEAR J, 1993, MANAGING CHANGE CASE, P241 NONAKA I, 1995, KNOWLEDGE CREATING C OGATA H, 1999, P ED MEDIA 99 AACE P, P119 OREILLY CA, 1997, USING CUTLURE STRATE PAIVA A, 1996, P UM 96 WORKSH STAND PLOTKIN H, 1994, DARWING MACHINES NAT POLLACK ME, 1990, INTENTIONS COMMUNICA, P77 RICH E, 1979, COGNITIVE SCI, V3, P329 RICH E, 1989, USER MODELS DIALOG S, P35 RODA C, 1994, THESIS U LONDON LOND RODA C, 2001, P 7 INT NETT C FRIB, P931 ROGERS CR, 1969, FREEDOM LEARN ROGERS EM, 1995, DIFFUSION INNOVATION ROSCHEISEN M, 1995, D LIB J AUG ROSCHEISEN M, 1995, P 3 INT WORLD WID WE SHUTE V, 1994, HDB RES ED COMMUNICA STUART A, 1996, CIO MAGAZINE 0601 SUMNER T, 1999, P KAW 99 12 WORKSH K TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509 VANDENBOSCH B, 1996, J MANAGEMENT INFORMA, V13, P65 VANDURA A, 1971, SOCIAL LEARNING THEO WANT JH, 1995, MANAGING RADICAL CHA WENGER E, 1998, COMMUNITIES PRACTICE NR 68 TC 11 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0953-5438 J9 INTERACT COMPUT JI Interact. Comput. PD JAN PY 2003 VL 15 IS 1 BP 57 EP 89 PG 33 SC Computer Science, Cybernetics; Ergonomics GA 637CD UT ISI:000180493300004 ER PT J AU Wong, KY Aspinwall, E TI Development of a knowledge management initiative and system: A case study SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE knowledge management; implementation; case study; small company ID STRATEGY AB As knowledge emerges as the primary strategic resource in the 21st century, many firms in the manufacturing and service sectors alike are beginning to introduce and implement Knowledge Management (KM). Organisations can certainly benefit from its application for enhanced decision support, efficiency and innovation, thus helping them to realise their strategic mission. However, KM is an emerging paradigm, and not many organisations have a clear idea of how to proceed with it. This paper presents the results of a case study conducted in one company in the United Kingdom (UK), the major aim being to identify how it has developed a KM initiative and system. Hopefully, the information extracted from this study will be beneficial to other organisations that are attempting to implement KM or to those that are in the throes of adopting it. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Birmingham, Sch Engn Mech & Mfg Engn, Birmingham B15 2TT, W Midlands, England. Univ Teknol Malaysia, Dept Mfg & Ind Engn, Fac Mech Engn, Skudai 81310, Malaysia. RP Aspinwall, E, Univ Birmingham, Sch Engn Mech & Mfg Engn, Birmingham B15 2TT, W Midlands, England. 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Appl. PD MAY PY 2006 VL 30 IS 4 BP 633 EP 641 DI 10.1016/j.eswa.2005.07.012 PG 9 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 022IH UT ISI:000236048400008 ER PT J AU Shaw, D Edwards, JS TI Building user commitment to implementing a knowledge management strategy SO INFORMATION & MANAGEMENT LA English DT Article DE user commitment; communities of implementation; group workshops; knowledge management strategy; problem structuring methods ID INFORMATION TECHNOLOGY; GROUP DECISION; SYSTEMS; ISSUES; NEGOTIATION; ACCEPTANCE; CREATION; SUPPORT; STYLES; MODEL AB In the IS literature, commitment is typically considered to involve organizational or managerial support for a system and not that of its users. This paper however reports on a field study involving 16 organizations that attempted to build user involvement in developing a knowledge management strategy by having them design it. Twenty-two IT-supported group workshops (involving 183 users) were run to develop action plans for better knowledge management that users would like to see implemented. Each workshop adopted the same problem structuring technique to assist group members develop a politically feasible action plan to which they were psychologically and emotionally dedicated. In addition to reviewing the problem structuring method, this paper provides qualitative insight into the factors a knowledge management strategy should have to encourage user commitment. (c) 2004 Elsevier B.V. All rights reserved. C1 Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. RP Shaw, D, Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England. 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Manage. PD OCT PY 2005 VL 42 IS 7 BP 977 EP 988 DI 10.1016/j.im.2004.11.002 PG 12 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 961BY UT ISI:000231638100005 ER PT J AU Egea-Lopez, E Martinez-Sala, A Vales-Alonso, J Garcia-Haro, J Malgosa-Sanahuja, J TI Wireless communications deployment in industry: a review of issues, options and technologies SO COMPUTERS IN INDUSTRY LA English DT Review DE wireless networking technologies and industrial application; information and communication technology in industry AB Present basis of knowledge management is the efficient share of information. The challenges that modem industrial processes have to face are multimedia information gathering and system integration, through large investments and adopting new technologies. Driven by a notable commercial interest, wireless networks like GSM or IEEE 802.11 are now the focus of industrial attention, because they provide numerous benefits, such as low cost, fast deployment and the ability to develop new applications. However, wireless nets must satisfy industrial requisites: scalability, flexibility, high availability, immunity to interference, security and many others that are crucial in hazardous and noisy environments. This paper presents a thorough survey of all this requirements, reviews the existing wireless solutions, and explores possible matching between industry and the current existing wireless standards. (C) 2004 Elsevier B.V. All rights reserved. C1 Polytech Univ Cartagena, Dept Informat Technol & Commun, E-30202 Cartagena, Spain. RP Garcia-Haro, J, Polytech Univ Cartagena, Dept Informat Technol & Commun, Campus Muralla Mar S-N, E-30202 Cartagena, Spain. EM esteban.egea@upct.es alejandros.martinez@upct.es javier.vales@upct.es joang.haro@upct.es josem.malgosa@upct.es CR 2002, IND WIR WORKSH IND W ARRANZ MG, 2001, 12 IEEE INT S PERS I, V2 BEAUBRUN R, 2001, TELEMATICS INFORMATI, V18, P143 BRUNSVIK T, 2000, P IECON, P2425 BUSSLER C, 2003, B2B INTEGRATION CAVALIERI S, 1998, COMP STAND INTER, V20, P9 DENNEY L, 1999, DOCSIS 1 1 OVERVIEW DUNLOP J, 1999, DIGITAL MOBILE COMMU ELLIS J, 2003, VOIC VID DAT NETW CO FINKENZELLER K, 2000, RFID HDB RADIO FREQU FLUHRER S, 2001, 8 ANN WORKSH SEL AR GEIER J, 2002, WIRELESS LANS IMPLEM GRANTHAM A, 2004, J FORECASTING PLANNI, V36 GRIFFITHS J, 1987, RADIO WAVE PROPAGATI HAEHNICHE J, 2000, P 2000 IEEE INT WORK, P319 HAY EJ, 1988, JUST TIME BREAKTHROU HOLMA H, 2002, WCDMA UMTS KARNIK A, 2000, IEEE INT C PERS WIR, P70 KOUDSI S, 2002, FORTUNE, V145 KOULAMAS C, 2001, 8 IEEE P INT C EM TE, V1, P133 KUMAR S, 2003, TECHNOVATION, V23, P515, DOI 10.1016/S0166-4972(02)00120-7 LEE EA, 1993, DIGITAL COMMUNICATIO LEE KC, 2001, IEEE INT S IND EL 20, V3, P1484 LIN S, 1982, ERROR CONTROL CODING MALHOTRA Y, 2003, ADVISORY M DEP EC SO MOREL P, 1996, 6 IEEE INT S PERS IN, V1, P105 MOULDER J, CELLULAR PHONE ANTEN OLEARY DE, 2000, ENTERPRISE RESOURCE RAHNEMA M, 1993, IEEE COMMUN MAG, V31, P92 REDL S, 1995, INTRO GSM ROBERTS DA, 1993, IEE C SAF CRIT DISTR SCOTT J, FINAL REPORT MBTC PR SEGURA V, 2002, GESTION SEGURIDAD PI SHEIKH K, 2002, MANUFACTURING RESOUR STALLINGS W, 2000, LOCAL METROPOLITAN A STALLINGS W, 2002, WIRELESS COMMUNICATI TANENBAUM AS, 2002, COMPUTER NETWORKS TREEK D, 2003, ELSEVIERS COMPUTERS, V22, P337 WEBB W, 2000, INTRO WIRELESS LOCAL YE H, 2000, P AM CONTR C, V4, P2363 ZYREN J, 1999, RELIABILITY IEEE 802 NR 41 TC 10 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0166-3615 J9 COMPUT IND JI Comput. 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PD JAN PY 2005 VL 56 IS 1 BP 29 EP 53 DI 10.1016/j.compind.2004.10.001 PG 25 SC Computer Science, Interdisciplinary Applications GA 889HE UT ISI:000226433300003 ER PT J AU Malhotra, Y TI Expert systems for knowledge management: crossing the chasm between information processing and sense making SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE expert systems; artificial intelligence; knowledge management; information systems; information science; business strategy; discontinuous change; sense making; information processing ID MACHINE AB Based on insights from research in information systems, information science, business strategy and organization science, this paper develops the bases for advancing the paradigm of Al and expert systems technologies to account for two related issues: (a) dynamic radical discontinuous change impacting organizational performance; and (b) human sense-making processes that can complement the machine learning capabilities for designing and implementing more effective knowledge management systems. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Florida Atlantic Univ, Ft Lauderdale, FL 33324 USA. RP Malhotra, Y, Florida Atlantic Univ, 818 NW 89th Ave, Ft Lauderdale, FL 33324 USA. 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Appl. PD JAN PY 2001 VL 20 IS 1 BP 7 EP 16 PG 10 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 397PH UT ISI:000166703700002 ER PT J AU Castaneda, JA Munoz-Leiva, F Luque, T AF Castaneda, J. Alberto Munoz-Leiva, Francisco Luque, Teodoro TI Web Acceptance Model (WAM): Moderating effects of user experience SO INFORMATION & MANAGEMENT LA English DT Article DE Internet experience; website experience; website acceptance; Technology Acceptance Model; free-content website ID INFORMATION-TECHNOLOGY USAGE; INDIVIDUAL-DIFFERENCES; DIGITAL LIBRARIES; ONLINE; BEHAVIOR; MOTIVATION; EXTENSION; ATTITUDE; ADOPTION; SITE AB Our study empirically examined how Davis's Technology Acceptance Model (TAM) helped managers predict a user's intention to revisit a website and how this changed over time as a user gained experience of the Internet and the website. The user's experience of the website played a moderating role. For less experienced users, perceived ease of use was found to be a more important factor in deciding to revisit the website, whereas perceived usefulness had more effect on more experienced users. Thus, web designers can identify and remove web factors that hinder user acceptance and address underlying obstacles to post-adoption usage. The novelty of the study consisted in applying TAM to a free-content website while considering the moderating effects of Internet and website experience. Significant practical implications can be derived from the results. (c) 2007 Elsevier B.V. All rights reserved. C1 Univ Granada, Fac Ciencias Econ & Empresariales, Dept Mkt & Market Res, E-18071 Granada, Spain. RP Castaneda, JA, Univ Granada, Fac Ciencias Econ & Empresariales, Dept Mkt & Market Res, Campus Univ Cartuja SN, E-18071 Granada, Spain. EM jalberto@ugr.es CR ATKINSON M, 1997, DATA BASE ADV INF SY, V28, P53 BANDURA A, 1982, AM PSYCHOL, V37, P122 BHATTACHERJEE A, 2000, IEEE T SYST MAN CY A, V30, P411 BHATTACHERJEE A, 2001, DECIS SUPPORT SYST, V32, P201 BHATTACHERJEE A, 2004, MIS QUART, V28, P229 BOOMSMA A, 2001, STRUCTURAL EQUATION, P139 BRUNER GC, 2000, J ADVERTISING RES, V40, P35 BRUNER GC, 2002, Q J ELECT COMMERCE, V3, P163 BURNS KS, 2000, P AM AC ADV E LANS M, P9 CASTANEDA JA, 2004, P 33 EMAC EUR MARK A, V6, P18 CHAN SC, 2004, J GLOB INF MANAG, V12, P21 CHAU PYK, 2002, INFORM MANAGE, V39, P297 CHEN QM, 1999, J ADVERTISING RES, V39, P27 CHEN S, 1999, DUAL PROCESS THEORIE DAVIS FD, 1989, MANAGE SCI, V35, P982 DAVIS FD, 1989, MIS QUART, V13, P319 DAVIS FD, 1992, J APPL SOC PSYCHOL, V22, P1111 DOLAN G, 2004, INT J CONSUMER STUDI, V28, P147 FAZIO RH, 1982, J EXPT SOCIAL PSYCHO, V18, P339 GEFEN D, 1997, MIS QUART, V21, P389 GEFEN D, 2003, IEEE T ENG MANAGE, V50, P1 GEFEN D, 2003, MIS QUART, V27, P51 HOFFMAN DL, 1996, J MARKETING, V60, P50 HONG WY, 2001, J MANAGE INFORM SYST, V18, P97 HSU CL, 2004, INFORM MANAGE-AMSTER, V41, P853, DOI 10.1016/j.im.2003.08.014 HU PJH, 2003, INFORM MANAGE-AMSTER, V41, P227, DOI 10.1016/S0378-7206(03)00050-8 HUANG LJ, 2003, J COMPUT INFORM SYST, V44, P93 JARVENPAA SL, 1999, J COMPUTER MEDIATED, V5 JARVENPAA SL, 2000, INFORMATION TECHNOLO, V1, P45 JOHNSON EJ, 2003, J MARKETING, V67, P62 KARAHANNA E, 1999, MIS QUART, V23, P183 KING WR, 2006, INFORM MANAGE-AMSTER, V43, P740, DOI 10.1016/j.im.2006.05.003 KOUFARIS M, 2002, INFORM SYST RES, V13, P205 KOUFARIS M, 2002, INT J ELECTRON COMM, V6, P115 LEE Y, 2003, COMMUNICATIONS ASS I, V12, P752 LI DH, 2004, J COMPUT INFORM SYST, V44, P1 MA Q, 2004, J ORG END USER COMPU, V16, P59 MALHOTRA Y, 1999, P 32 HAW INT C SYST, P1 MATHIESON K, 1991, INFORMATION SYSTEMS, V2, P173 MATHWICK C, 2002, J INTERACTIVE MARKET, V16, P40 MOORE GC, 1991, INFORMATION SYSTEMS, V2, P192 NOVAK TP, 2003, J CONSUM PSYCHOL, V13, P3 ONG CS, 2004, INFORM MANAGE-AMSTER, V41, P795, DOI 10.1016/j.im.2003.08.012 PAVLOU PA, 2003, INT J ELECTRON COMM, V7, P69 PAVLOU PA, 2006, MIS QUART, V30, P115 SANCHEZFRANCO MJ, 2005, INTERNET RES, V15, P21, DOI 10.1108/10662240510577069 SCALISE A, 2000, DRUG STORE NEWS, V22, P29 SHANG RA, 2005, INFORM MANAGE-AMSTER, V42, P401, DOI 10.1016/j.im.2004.01.009 SHIH HP, 2004, INFORM MANAGE-AMSTER, V41, P719, DOI 10.1016/j.im.2003.08.009 SIEGEL L, 2000, PHARM EXECUTIVE, V20, P140 SISMEIRO C, 2004, J MARKETING RES, V41, P306 TAYLOR S, 1995, INFORM SYST RES, V6, P144 TEO TSH, 1999, OMEGA-INT J MANAGE S, V27, P25 THONG JYL, 2002, INT J HUM-COMPUT ST, V57, P215, DOI 10.1006/ijhc.1024 THORBJORNSEN H, 2002, J INTERACTIVE MARKET, V16, P17 VANDERHEIJDEN H, 2003, INFORM MANAGE-AMSTER, V40, P541 VENKATESH V, 2000, MANAGE SCI, V46, P186 VENKATESH V, 2003, MIS QUART, V27, P425 WOLFINBARGER M, 2001, CALIF MANAGE REV, V43, P34 NR 59 TC 9 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0378-7206 J9 INFORM MANAGEMENT JI Inf. Manage. PD JUN PY 2007 VL 44 IS 4 BP 384 EP 396 DI 10.1016/j.im.2007.02.003 PG 13 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 195SP UT ISI:000248432300003 ER PT J AU Horst, M Kuttschreuter, M Gutteling, JM AF Horst, Mark Kuttschreuter, Margot Gutteling, Jan M. TI Perceived usefulness, personal experiences, risk perception and trust as determinants of adoption of e-government services in The Netherlands SO COMPUTERS IN HUMAN BEHAVIOR LA English DT Article DE e-services; e-government; risk perception; trust; structural equation modelling ID USER ACCEPTANCE; TECHNOLOGY; BEHAVIOR; MODEL AB Recently Dutch government, as well as many other governments around the world, has digitized a major portion of its public services. With this development electronic services finally arrive at the transaction level. The risks of electronic services on the transactional level are more profound than at the informational level. The public needs to trust the integrity and 'information management capacities' of the government or other involved organizations, as well as trust the infrastructure and those managing the infrastructure. In this process, the individual citizen will have to decide to adopt the new electronic government services by weighing its benefits and risks. In this paper, we present a study which aims to identify the role of risk perception and trust in the intention to adopt government e-services. In January 2003, a sample of 238 persons completed a questionnaire. The questionnaire tapped people's intention to adopt e-government electronic services. Based on previous research and theories on technology acceptance, the questionnaire measured perceived usefulness of e-services, risk perception, worry, perceived behavioural control, subjective norm, trust and experience with e-services. Structural equation modelling was used to further analyze the data (Amos) and to design a theoretical model predicting the individual's intention to adopt e-services., This analysis showed that the perceived usefulness of electronic services in general is the main determinant of the intention to use e-government services. Risk perception, personal experience.. perceived behavioural control and subjective norm were found to significantly predict the perceived usefulness of electronic services in general, while trust in e-government was the main determinant of the perceived usefulness of e-government services. (c) 2006 Elsevier Ltd. All rights reserved. C1 Univ Twente, Dept Commun Studies, Fac Behav Sci, NL-7500 AE Enschede, Netherlands. RP Kuttschreuter, M, Univ Twente, Dept Commun Studies, Fac Behav Sci, POB 217, NL-7500 AE Enschede, Netherlands. EM Margot.Kuttschreuter@utwente.nl J.M.Gutteling@utwente.nl CR AJZEN I, 1991, ORGAN BEHAV HUM DEC, V50, P179 DAVIS FD, 1989, MANAGE SCI, V35, P982 DAVIS FD, 1989, MIS QUART, V13, P319 EVANGELIDIS A, 2002, LECT NOTES COMPUT SC, V2456, P395 FEATHERMAN MS, 2002, P 8 AM C INF SYST DA FISHBEIN M, 1975, BELIEF ATTITUDE INTE GEFEN D, 2000, P 8 AM C INF SYST BO GEORGE JF, 2002, INTERNET RES, V12, P165 MALHOTRA Y, 1999, P 32 HAW INT C SYST MAYER RC, 1995, ACAD MANAGE REV, V20, P709 MILLOY M, 2002, P INF SCI IT ED C, P1093 PAVLOU PA, 2002, P AC MAN C DENV COL SITKIN SB, 1995, ACAD MANAGE J, V38, P1573 SLOVIC P, 2004, RISK ANAL, V24, P311 THAENS M, 2004, IT MONITOR FEB, P11 VENKATESH V, 2000, MANAGE SCI, V46, P186 WANG YD, 2005, COMPUT HUM BEHAV, V21, P105, DOI 10.1016/j.chb.2003.11.008 WARKENTIN M, 2002, ELECT MARKETS, V12, P157 NR 18 TC 9 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0747-5632 J9 COMPUT HUM BEHAV JI Comput. Hum. Behav. PD JUL PY 2007 VL 23 IS 4 BP 1838 EP 1852 DI 10.1016/j.chb.2005.11.003 PG 15 SC Psychology, Multidisciplinary; Psychology, Experimental GA 154GV UT ISI:000245495800008 ER PT J AU Gonzalez, R Gasco, J Llopis, J AF Gonzalez, Reyes Gasco, Jose Llopis, Juan TI Information systems outsourcing: A literature analysis SO INFORMATION & MANAGEMENT LA English DT Review DE information systems; outsourcing; literature review ID ELECTRONIC COMMERCE RESEARCH; SOFTWARE-DEVELOPMENT; DEVELOPMENT-PROJECTS; TRANSACTION COST; EMPIRICAL LITERATURE; MIS RESEARCH; TECHNOLOGY; ISSUES; MANAGEMENT; SUCCESS AB Outsourcing has become one of the strategies adopted by businesses to manage their IS. During the last few years, the use of outsourcing has resulted in an increase in the volume of literature devoted to it. We decided therefore to analyse the literature with the aim of identifying the main topics, the methodologies most often applied and the authors and countries that have contributed most to the area of IS outsourcing. We also intended to offer suggestions on improving research in this field. The paper thus provides a review of articles about IS outsourcing published in the most prestigious journals of the IS area and journals of Management or Business. (c) 2006 Elsevier B.V. All rights reserved. C1 Univ Alicante, Dept Business Org, Alicante 03080, Spain. RP Gonzalez, R, Univ Alicante, Dept Business Org, San Vicente Raspeig, Alicante 03080, Spain. 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Manage. PD OCT PY 2006 VL 43 IS 7 BP 821 EP 834 DI 10.1016/j.im.2006.07.002 PG 14 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 101CB UT ISI:000241715400003 ER PT C AU Van Rijsoort, J Zhang, JF TI Participatory resource monitoring as a means for promoting social change in Yunnan, China SO BIODIVERSITY AND CONSERVATION LA English DT Proceedings Paper DE China; locally-based monitoring; participatory monitoring; perceptions; process approach; social change; Yunnan ID CONSERVATION; MANAGEMENT; COMMUNITY AB Recent international forest policies stimulate involvement of communities in forest management as a strategy to improve biodiversity conservation and the quality of local livelihoods. Increasingly, the role of local people in monitoring forest resources is also acknowledged. This paper presents a participatory resources monitoring (PRM) system developed and implemented by representatives of 12 villages, six each within and adjacent to two nature reserves in Yunnan, China. The short-term objectives are to monitor resource and wildlife abundance, resource use, wildlife damage to crops, and land use. Main methods used by the village monitoring team are: (1) observation through forest walk, (2) village interview, and (3) market survey. Monitoring is implemented throughout the year to fit in the daily work of villagers. Staff from the nature reserve or forestry bureau provide support by visiting the villages several days per year. Results indicate that participatory monitoring is a valuable tool for villagers to engage in self- owned management actions. We discuss how monitoring is also a process which could lead to social change. Based on narratives we suggest that participatory monitoring builds trust between stakeholders, changes perceptions and attitudes and leads to more democratic and transparent decision-making. In discussing accuracy, we argue that all stakeholders perceive and interpret nature differently based on different worldviews, knowledge systems, values and beliefs. We argue that if participatory monitoring is to be sustainable, community-based monitoring-preferably linked to scientific monitoring and patrolling-should be designed as a discursive institution where the process of building social capital and inter-actor learning is extremely important. Finally, we briefly reflect upon efforts to scale up participatory monitoring. C1 Wageningen Univ, Dept Environm Sci, Forest & Nat Conservat Policy Grp, NL-6700 AH Wageningen, Netherlands. Yunnan Acad Forestry, Res Inst Econ Forests, Kunming 650205, Peoples R China. RP Van Rijsoort, J, Wageningen Univ, Dept Environm Sci, Forest & Nat Conservat Policy Grp, POB 342, NL-6700 AH Wageningen, Netherlands. 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Conserv. PD OCT PY 2005 VL 14 IS 11 BP 2543 EP 2573 DI 10.1007/s10531-005-8377-y PG 31 SC Biodiversity Conservation; Ecology; Environmental Sciences GA 974WS UT ISI:000232622700002 ER PT J AU Hwang, YJ TI Investigating enterprise systems adoption: uncertainty avoidance, intrinsic motivation, and the technology acceptance model SO EUROPEAN JOURNAL OF INFORMATION SYSTEMS LA English DT Article DE informal control; enterprise systems; sociotechnical design; TAM ID STRUCTURAL EQUATION MODELS; INFORMATION TECHNOLOGY; PERCEIVED EASE; ERP IMPLEMENTATION; USER ACCEPTANCE; INNOVATION CHARACTERISTICS; CONSEQUENCES; ANTECEDENTS; PERFORMANCE; FRAMEWORK AB Enterprise systems are gaining interest from both practitioners and researchers because of their potential linkages to organizational and individual user's productivity. Information systems ( IS) researchers have been investigating the implementation and adoption issues of enterprise systems based on the organizational IS management perspectives. However, there are few papers that investigate enterprise systems management and implementation issues based on the informal control mechanisms, although the enterprise systems are control tools in the organization. Specifically, this paper applies Enterprise Resource Planning (ERP) adoption and implementation to the informal controls, such as cultural control and self-control, which can be viewed as a tacit perspective in knowledge management. Uncertainty avoidance and perceived enjoyment are used as informal controls in the ERP implementation in this paper, and are linked to the technology acceptance variables to investigate the relationships among them. Sociotechnical design, organizational control mechanism, knowledge management, and individual motivation are reviewed to support this potential linkage in the model. Field data via the online survey of ERP systems user group ( n = 101) are analyzed with partial least squares and supported our hypotheses. Uncertainty avoidance cultural control and intrinsic motivation as self-control are the important antecedents of ERP systems adoption. Furthermore, the result helps the systems manager understand that informal controls should be applied to the ERP systems implementation to enhance tacit and social aspects of IS management. C1 Depaul Univ, Sch Accountancy, Chicago, IL 60604 USA. Depaul Univ, MIS, Chicago, IL 60604 USA. RP Hwang, YJ, Depaul Univ, Sch Accountancy, 1 E Jackson Blvd, Chicago, IL 60604 USA. 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J. Inform. Syst. PD JUN PY 2005 VL 14 IS 2 BP 150 EP 161 DI 10.1057/palgrave.ejis.3000532 PG 12 SC Computer Science, Information Systems GA 942TG UT ISI:000230304800005 ER PT J AU Carbonara, N TI Information and communication technology and geographical clusters: opportunities and spread SO TECHNOVATION LA English DT Article DE information and communication technology; geographical clusters; E-business models; value-creating processes ID MARKETS AB The widespread adoption of information and communication technologies (ICTs) characterising the recent competitive scenario has been of great interest to researchers and practitioners. Many studies have been carried out to provide answers to different questions concerning, for example, the impact of ICTs on organisations. the role of ICTs in the economic development, the opportunities given by ICTs' adoption to SMEs. In this paper, the opportunities provided by the adoption and implementation of ICT solutions in a particular SME-intensive productive. environment, the geographical cluster, are examined. To this end, first the ICT capabilities and their effects on the value-creating processes characterising a generic supply chain are analysed. Subsequently, the analysis is contextualised to geographical clusters in order to identify the more appropriate ICTs for cluster firms. Finally, the actual ICTs' spread within the Italian industrial districts is examined. (C) 2003 Elsevier Ltd. All rights reserved. C1 Politecn Bari, DIMEG, I-70126 Bari, Italy. RP Carbonara, N, Politecn Bari, DIMEG, Viale Japigia 182, I-70126 Bari, Italy. 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Questionnaire and interview responses are presented. These incorporate a range of evaluative criteria, which together represent an indicative list of the benefits and risks of outsourcing. The paper initially suggests that different stakeholders might be impacted on in different ways by benefits and risks. It is suggested that information technology outsourcing evaluation might thus be partial and not neutral in its impact on stakeholders. However, the differences and similarities between stakeholders suggest a subtle interplay of ideological concerns that does not totally deny the interests of all but the dominant stakeholders. Although the evaluation may be partial this does not deny the potential for those who might be presumed to be disadvantaged for making personal gains. However, in making personal gains, an ideology based on economic interests is furthered, thus occluding the opportunity for autonomous and responsible engagement with the process of evaluation. C1 Univ Loughborough, Sch Business, Loughborough LE11 3TU, Leics, England. RP Mcaulay, L, Univ Loughborough, Sch Business, Ashby Rd, Loughborough LE11 3TU, Leics, England. 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Inf. Technol. PD DEC PY 2002 VL 17 IS 4 BP 241 EP 255 DI 10.1080/0268396022000017734 PG 15 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 637MU UT ISI:000180516800006 ER PT J AU Applen, JD TI Technical communication, knowledge management, and XML SO TECHNICAL COMMUNICATION LA English DT Article AB Describes how technical communicators can become invoved in knowledge management. Examines how, technical communicators can teach organizations to design, access, and contribute to databases; alert them to new information; and facilitate trust and sharing. C1 Univ Cent Florida, Orlando, FL 32816 USA. RP Applen, JD, Univ Cent Florida, Orlando, FL 32816 USA. CR APPLEN JD, 2001, IEEE T PROF COMMUN, V44, P202 CLARK A, 1992, RIGHT TOOLS JOB WORK CONWAY S, 2002, COMMUNICATION 0113 DAVENPORT T, 1998, WORKING KNOWLEDGE DICK K, 2000, XML MANAGERS GUIDE DUTTA S, 2001, KNOWLEDGE MANAGEMENT, P284 FUJIMURA JH, 1987, SOC STUD SCI, V17, P257 GRIESEMER J, 1992, RIGHT TOOLS JOB WORK, P47 JOHNSONEILOLA J, 1996, ELECT LIT WORKPLACE, P115 JOHNSONEILOLA J, 1996, TECH COMMUN, V5, P245 JOHNSONEILOLA J, 1999, 3 KEYS PAST HIST TEC, P197 JORDAN K, 1992, RIGHT TOOLS JOB WORK, P77 KUHN T, 1970, STRUCTURE SCI REVOLU MALHOTRA Y, 1998, J QUALITY PARTICIPAT, V21, P58 MALHOTRA Y, 2001, KNOWLEDGE MANAGEMENT, P2 MIREL B, 1996, ELECT LIT WORKPLACE, P91 MITMAN G, 1992, RIGHT TOOLS JOB WORK, P172 OCONNOR BC, 1996, EXPLORATIONS INDEXIN, P55 PAN SL, 2001, KNOWLEDGE MANAGEMENT, P426 PRICE J, 1997, IEEE T PROFESSIONAL, V40, P69 REICH R, 1991, WORK NATIONS PREPARI RUPPEL CP, 2001, IEEE T PROF COMMUN, V44, P37 SELFE C, 1994, COLL COMPOS COMMUN, V45, P481 SIMON SH, 2001, XML ECOMMERCE SOLUTI SLACK JD, 1993, J BUSINESS TECHNICAL, V7, P12 WICK C, 2000, TECH COMMUN, V47, P515 ZACK M, 2001, KNOWLEDGE MANAGEMENT, P16 NR 27 TC 9 PU SOC TECHNICAL COMMUNICATION PI ARLINGTON PA 901 NORTH STUART ST, STE 904, ARLINGTON, VA 22203 USA SN 0049-3155 J9 TECH COMMUN JI Tech. Commun. PD AUG PY 2002 VL 49 IS 3 BP 301 EP 313 PG 13 SC Communication GA 577PZ UT ISI:000177071700004 ER PT J AU Kini, RB Rominger, A Vijayaraman, BS TI An empirical study of software piracy and moral intensity among university students SO JOURNAL OF COMPUTER INFORMATION SYSTEMS LA English DT Article AB Software piracy, an unethical and illegal behavior, is pervading today's society. In a few recent studies, some scholars have argued that to decrease software piracy, it is more important to raise the level of moral intensity regarding software piracy than establishing a reward - punishment structure for following institutional compliance. In this study, authors developed a survey questionnaire and administered to about 800 undergraduate and graduate business students from two Midwestern state universities, to study the relationship between the level of moral intensity and eleven demographic variables. The results obtained were mixed. The most interesting results that were obtained are that moral intensity of software piracy is not affected by the use of computer, experience with computers or task orientation. The propensity toward moral intensity is affected by general demographic variables. C1 Indiana Univ NW, Gary, IN 46408 USA. Univ Akron, Akron, OH 44325 USA. RP Kini, RB, Indiana Univ NW, Gary, IN 46408 USA. CR *SOFTL, 1997, SOFTW PIR STAT ATHEY S, 1993, J BUS ETHICS, V12, P350 ATHEY S, 1994, J SYSTEMS MANAGE OCT ATHEY T, 1987, COMPUTERS INFORMATIO BANERJEE D, 1992, THESIS U ARKANSAS FA COHEN EG, 1992, P INT ASS COMP INF S, P53 CONNER KR, 1991, MANAGE SCI, V37, P125 DEJOIE RG, 1991, ETHICAL ISSUES IS EINING MM, 1992, ETHICAL ISSUES IS KINI RB, 1997, P ASS MAN C MONTR CA KOHLBERG L, 1969, HDB SOCIALIZATION TH LANE PL, 1996, P ANN DEC SCI I C OR LOGSDON JM, 1994, J BUS ETHICS, V13, P849 MALHOTRA Y, 1994, J SYSTEMS MANAGE JUN PEACE GA, 1997, J COMPUTER INFOR FAL, P94 REST J, 1986, MORAL DEV ADV RES TH SHIM JP, COMP STUDY UNAUTHORI SIMPSON PM, 1994, J BUS ETHICS, V13, P431 SIMS RR, 1996, J BUS ETHICS, V15, P839 SOLOMON SL, 1990, J COMPUTER INFORMATI, V30, P40 NR 20 TC 9 PU INT ASSOC COMPUTER INFO SYSTEM PI STILLWATER PA OKLAHOMA ST UNIV COLLEGE OF BUSINESS, STILLWATER, OK 74078 USA SN 0887-4417 J9 J COMPUT INFORM SYST JI J. Comput. Inf. Syst. PD SPR PY 2000 VL 40 IS 3 BP 62 EP 72 PG 11 SC Computer Science, Information Systems GA 299WM UT ISI:000086220900010 ER PT J AU Zantout, H Marir, F TI Document management systems from current capabilities towards intelligent information retrieval: an overview SO INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT LA English DT Article DE information technology; information management; document management systems; information retrieval AB Documents circulating in paper form are increasingly being substituted by its electronic equivalent in the modern office today so that any stored document can be retrieved whenever needed later on. The office worker is already burdened with information overload, so effective and efficient retrieval facilities become an important factor affecting worker productivity. This paper first reviews the features of current document management systems with varying facilities to manage, store and retrieve either reference to documents or whole documents. Information retrieval databases, groupware products and workflow management systems are presented as developments to handle different needs, together with the underlying concepts of knowledge management. The two problems of worker finiteness and worker ignorance remain outstanding, as they are only partially addressed by the above-mentioned systems. The solution lies in a shift away from pull technology where the user has to actively initiate the request for information towards push technology, where available information is automatically delivered without user intervention. Intelligent information retrieval agents are presented as a solution together with a marketing scenario of how they can be introduced. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Kingston Univ, Object Distribut & Knowledge Engn Grp, Dept Comp Sci & Elect Syst, Kingston upon Thames KT1 2EE, Surrey, England. RP Zantout, H, Kingston Univ, Object Distribut & Knowledge Engn Grp, Dept Comp Sci & Elect Syst, Penrhyn Rd, Kingston upon Thames KT1 2EE, Surrey, England. CR 1996, MICROSOFT EXCHANGE S *WORKFL MAN COAL M, 1994, GLOSS WORKFL MAN COA AACKER DA, 1995, STRATEGIC MARKET MAN ANGUS J, 1998, KNOWLEDGE MANAGEMENT BORCHARDT GC, 1994, THINKING LINES COMPU BREUKER J, 1994, COMMONKADS LIB EXPER BROOKES R, 1997, MARKETING RES TODAY, V25, P96 BUSSLER C, 1994, P 3 WORKSH EN TECHN, P81 CIBORRA C, 1996, GROUPWARE TEAMWORK CICHOCKI A, 1998, WORKFLOW PROCESS AUT DARNTON G, 1997, BUSINESS PROCESS ANA DAVENPORT TH, 1997, INFORMATION ECOLOGY DAVENPORT TH, 1997, KNOWLEDGE PROCESS MA, V4, P187 DOSWELL A, 1990, OFFICE AUTOMATION FISCHER L, 1995, WORKFLOW PARADIGM FOLEY J, 1997, KNOWLEDGE WHATEVER F HIBBARD J, 1997, ERNST YOUNG DEPLOYS KHOSHAFIAN S, 1995, INTRO GROUPWARE WORK KOEPCKE B, 1996, SALES MARKETING ENTE KOULOPOULOS TM, 1995, ELECT DOCUMENT MANAG KWAHK KY, 1998, INT J INFORM MANAGE, V18, P443 LANCASTER WF, 1993, INFORMATION RETRIEVA LLOYD P, 1996, TRANSFORMING ORG GR LYNN G, 1997, MARKETING LETT MALHOTRA Y, 1998, J QUALITY PARTICIPAT MULLER JP, 1997, INTELLIGENT AGENTS, V3 NILSON TH, 1995, CHAOS MARKETING NWANA HS, 1997, SOFTWARE AGENTS SOFT POLLITT AS, 1989, INFORMATION STORAGE REZGUI Y, 1998, P CIB WORK COMM W78, P373 SALTON G, 1989, AUTOMATIC TEXT PROCE SPROULL L, 1991, CONNECTIONS NEW WAYS THUROW L, 1994, HEAD HEAD WAKAYAMA T, 1998, INFORMATION PROCESS WILLETT P, 1988, DOCUMENT RETRIEVAL S, V3 ZANTOUT H, 1997, SYST INT 97 C P PRAG NR 36 TC 9 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0268-4012 J9 INT J INFORM MANAGE JI Int. J. Inf. Manage. PD DEC PY 1999 VL 19 IS 6 BP 471 EP 484 PG 14 SC Information Science & Library Science GA 259NZ UT ISI:000083901100004 ER PT C AU Sanin, C Szczerbicki, E Toro, C AF Sanin, Cesar Szczerbicki, Edward Toro, Carlos TI An OWL ontology of set of experience knowledge structure SO JOURNAL OF UNIVERSAL COMPUTER SCIENCE LA English DT Proceedings Paper DE knowledge acquisition; knowledge representation formalism and method; artificial intelligence; information systems applications; semantic networks AB Collecting, distributing and sharing knowledge in a knowledge-explicit way is a significant task for any company. However, collecting decisional knowledge in the form of formal decision events as the fingerprints of a company is an utmost advance. Such decisional fingerprint is called decisional DNA. Set of experience knowledge structure can assist on accomplishing this purpose. In addition, Ontology-based technology applied to set of experience knowledge structure would facilitate distributing and sharing companies' decisional DNA. Such possibility would assist in the development of an e-decisional community, which will support decision-makers on their overwhelming job. The purpose of this paper is to explain the development of. an OWL decisional Ontology built upon set of experience, which would make decisional DNA, that is, explicit knowledge of formal decision events, a useful element in multiple systems and technologies, as well as in the construction of the e-decisional community. C1 Univ Newcastle, Newcastle, NSW 2308, Australia. RP Sanin, C, Univ Newcastle, Newcastle, NSW 2308, Australia. EM Cesar.Maldonadosanin@Newcastle.edu.au Edward.Szczerbicki@Newcastle.edu.au ctoro@vicomtech.es CR AWAD E, 2004, KNOWLEDGE MANAGEMENT BRANDT SC, 2006, P 16 EUR S COMP AID COAKES E, 2003, KNOWLEDGE MANAGEMENT DAVIS R, 1993, AI MAG, V14, P17 DEVEAU D, 2002, COMPUTING CANADA, V28, P14 DRUCKER P, 1995, POST CAPITALIST EXEC FERRUCCI D, 2004, IBM SYST J, V43, P455 GOLDRATT EM, 1986, GOAL GRUBER TR, 1995, INT J HUM-COMPUT ST, V43, P907 LLOYD JW, 2003, LOGIC LEARNING LEARN MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT, P37 MILLER KR, 2002, BIOLOGY NOBLE D, 1998, P FUSION 98 INT C NONAKA I, 1995, KNOWLEDGE CREATING C POSADA J, 2005, P INT C KNOWL INT IN, V3681 PROTEGE, 2005, STANFORD MED INFORM RAMOS J, 2004, SURVEY ONTOLOGY BASE REWERSE, 2005, ONTOLOGY DRIVEN VISU RYU W, 2004, DNA COMPUTING SANIN C, 2004, KNOWLEDGE MANAGEMENT, P79 SANIN C, 2005, FDN CONTROL MANAGEME, V3, P95 SANIN C, 2005, LECT NOTES ARTIF INT, V3681, P946 SANIN C, 2006, CYBERNET SYST, V37, P97, DOI 10.1080/01969720500425046 SANIN C, 2006, INT J ENTERPRISE INF, V2, P45 SANIN C, 2006, LECT NOTES ARTIF INT, V4251, P663 SATTLER U, 2006, DESCRIPTION LOGIC RE SCHATZ B, 2004, P APIEMS 5 AS PAC IN SHAW MLG, 1992, NEW PSYCHOL, P23 SMITHERS T, 2004, P EUR WORKSH INT KNO TSOUKAS H, 2004, ORG KNOWLEDGE SYSTEM WATSON JD, 1953, NATURE, V171, P737 NR 31 TC 8 PU SPRINGER PI NEW YORK PA 233 SPRING STREET, NEW YORK, NY 10013 USA SN 0948-695X J9 J UNIVERS COMPUT SCI JI J. Univers. Comput. Sci. PY 2007 VL 13 IS 2 BP 209 EP 223 PG 15 SC Computer Science, Software Engineering; Computer Science, Theory & Methods GA 172OQ UT ISI:000246814000008 ER PT J AU Rezgui, Y AF Rezgui, Yacine TI Knowledge systems and value creation - An action research investigation SO INDUSTRIAL MANAGEMENT & DATA SYSTEMS LA English DT Article DE knowledge management systems; value analysis; social control; change management; information systems; construction industry ID INFORMATION-SYSTEMS; MANAGEMENT-SYSTEM; VIRTUAL TEAMS; INNOVATION; COMMUNICATION; PERSPECTIVE AB Purpose - The paper aims to explore the role of knowledge management systems (KMS) in promoting value creation in the construction sector. Design/methodology/approach - An action research methodology using a multiple case study approach, which includes participant observation and semi-structured interviews. Findings - The findings indicate that KMS promote value creation when they embed and nurture the social conditions that bind and bond team members together. Also, to be effective KMS should be incorporated within a change management programme that promotes a "participatory" type of culture while taking into account the team-based structure and discipline-oriented nature of the construction industry. Therefore, much more consideration should be given to organisational change issues prior to deployment of KMS. Research limitations/implications - The study is limited to organisations from the construction industry, but can be generalised to organisations from other sectors that exhibit similar characteristics. Practical implications - The findings can be used to guide management teams in deploying KMS to foster value creation as part of a wider change management programme. Originality/value - While related research tends to adopt an objectivist or subjectivist approach to knowledge management (W, the present research argues that a third approach is required where issues related to technology, culture, and organisation must be blended successfully to address complex organisational barriers to effective KM leading to value creation. C1 Univ Salford, Informat Res Inst, Salford M5 4WT, Lancs, England. RP Rezgui, Y, Univ Salford, Informat Res Inst, Salford M5 4WT, Lancs, England. EM y.rezgui@salford.ac.uk CR ALAVI M, 2001, MIS QUART, V25, P107 ARANDA DA, 2002, IND MANAGE DATA SYST, V102, P289, DOI 10.1108/02635570210428320 AVISON D, 1999, COMMUN ACM, V42, P94 BECERRAFERNANDEZ I, 2001, J MANAGE INFORM SYST, V18, P23 BORGHOFFUM, 1998, INFORM TECHNOLOGY KN BROWN JS, 1998, CALIF MANAGE REV, V40, P90 BURRELL G, 1979, SOCIOLOGICAL PARADIG CARLSSON SA, 1996, P 4 EUR C INF SYST L, P1067 CHOO CW, 2000, MASTERING INFORMATIO, P245 CHOY CS, 2006, IND MANAGE DATA SYST, V106, P917, DOI 10.1108/02635570610688850 COHEN D, 2001, GOOD COMPANY SOCIAL CRAMTON CD, 2001, ORGAN SCI, V12, P346 DANCHEV A, 2006, IND MANAGE DATA SYST, V106, P953, DOI 10.1108/02635570610688878 DAVENPORT TH, 1998, WORKING KNOWLEDGE EARL M, 2001, J MANAGE INFORM SYST, V18, P215 FERRIS C, 2003, COMMUN ACM, V46, P31 GOLDFARB RJ, 2001, ORE GEOL REV, V18, P1 HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HUSEBY T, 2003, IND MANAGEMENT DATA, V102, P17 HUYSMAN M, 2006, J INF TECHNOL, V21, P40, DOI 10.1057/palgrave.jit.2000053 JARVENPAA SL, 1999, ORGAN SCI, V10, P791 JU TL, 2006, IND MANAGE DATA SYST, V106, P855, DOI 10.1108/02635570610671524 KAYWORTH T, 2000, EUROPEAN MANAGEMENT, V18, P183 KOLSH H, 2001, COGNOS CONSORTIUM LEE SM, 2002, IND MANAGE DATA SYST, V102, P17 LESSER E, 1999, KNOWLEDGE COMMUNITIE, P123 LESSER E, 2000, KNOWLEDGE SOCIAL CAP LIN C, 2005, IND MANAGE DATA SYST, V105, P208, DOI 10.1108/02635570510583334 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT, P37 MCADAM R, 2005, IND MANAGE DATA SYST, V105, P280, DOI 10.1108/02635570510590110 MCQUEEN R, 1998, P 4 AM C INF SYST, P609 NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242 NONAKA I, 1995, KNOWLEDGE CREATING C ODELL C, 1998, CALIF MANAGE REV, V40, P154 PREISS K, 1996, COOPERATE COMPETE BU REDDY SB, 2002, IND MANAGE DATA SYST, V102, P5 SAINTONGE H, 2003, LEVERAGING COMMUNITI SCARBROUGH H, 1999, KNOWLEDGE MANAGEMENT SCHUBERT P, 1998, P 4 AM C INF SYST BA, P618 SCHULTZE U, 1998, P IFIP WG82 WG86 JOI, P155 SCHULTZE U, 2002, MIS QUART, V26, P213 SOLIMAN F, 2003, IND MANAGE DATA SYST, V103, P484, DOI 10.1108/02635570310489188 SOR R, 2004, MANAGE DECIS, V42, P315 SUCHAN J, 2001, IEEE T PROF COMMUN, V44, P174 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TIWANA A, 2001, KNOWLEDGE MANAGEMENT TSAI W, 1999, ACAD MANAGE J, V41, P464 WENGER E, 2002, CULTIVATING COMMUNIT WHEATCROFT J, 2000, IND MANAGE DATA SYST, V100, P5 YEH YJ, 2006, IND MANAGEMENT DATA, V106, P798 ZACK M, 1998, SLOAN MANAGEMENT SEP NR 51 TC 8 PU EMERALD GROUP PUBLISHING LIMITED PI BRADFORD PA 60/62 TOLLER LANE, BRADFORD BD8 9BY, W YORKSHIRE, ENGLAND SN 0263-5577 J9 INDUSTRIAL MANAGE DATA SYST JI Ind. Manage. Data Syst. PY 2007 VL 107 IS 1-2 BP 166 EP 182 DI 10.1108/02635570710723796 PG 17 SC Computer Science, Interdisciplinary Applications; Engineering, Industrial GA 158DI UT ISI:000245771000011 ER PT J AU Hahn, T Olsson, P Folke, C Johansson, K AF Hahn, Thomas Olsson, Per Folke, Carl Johansson, Kristin TI Trust-building, knowledge generation and organizational innovations: The role of a bridging organization for adaptive comanagement of a wetland landscape around Kristianstad, Sweden SO HUMAN ECOLOGY LA English DT Article DE social-ecological systems; resilience; adaptive comanagement; collaborative learning; organizational innovation; ecosystem management ID ECOSYSTEM MANAGEMENT; RESILIENCE; CONSERVATION; BIODIVERSITY; RESOURCES; SYSTEMS AB The literature on ecosystem management and assessment is increasingly focusing on social capacity to enhance ecosystem resilience. Organizational flexibility, participatory approaches to learning, and knowledge generation for responding adequately to environmental change have been highlighted but not critically assessed. The small, flexible municipal organization, Ecomuseum Kristianstads Vattenrike (EKV) in southern Sweden, has identified win-win situations and gained broad support and legitimacy for ecosystem management among a diversity of actors in the region. Navigating the existing legal-political framework, EKV has built a loose social network of local stewards and key persons from organizations at municipal and higher societal levels. As a 'bridging organization', EKV has created arenas for trust-building, knowledge generation, collaborative learning, preference formation, and conflicts solving among actors in relation to specific environmental issues. Ad hoc projects are developed as issues arise by mobilizing individuals from the social network. Our results suggest that the EKV approach to adaptive comanagement has enhanced the social capacity to respond to unpredictable change and developed a trajectory towards resilience of a desirable social-ecological system. C1 Univ Stockholm, Ctr Transdisciplinary Environm Res, CTM, SE-10691 Stockholm, Sweden. Stockholm Univ, Dept Syst Ecol, SE-10691 Stockholm, Sweden. RP Hahn, T, Univ Stockholm, Ctr Transdisciplinary Environm Res, CTM, SE-10691 Stockholm, Sweden. EM hahn@ctm.su.se CR ADAMS WM, 2003, SCIENCE, V302, P1915 AGRAWAL A, 1999, WORLD DEV, V27, P629 BARTH S, 2000, KNOWLEDGE MANAGEMENT, V3, P22 BERKES F, 1992, ECOL ECON, V5, P1 BERKES F, 1998, LINKING SOCIAL ECOLO BERKES F, 2002, DRAMA COMMONS BERKES F, 2003, NAVIGATING SOCIAL EC BERNARD HR, 1994, RES METHODS ANTHR QU BOYLE M, 2001, ENCY GLOBAL ENV CHAN, V4, P116 BROMLEY DW, 1989, EC INTERESTS I CONCE BROWN K, 2003, FRONT ECOL ENVIRON, V1, P479 CARPENTER S, 2001, ECOSYSTEMS, V4, P765 CRONERT H, 2001, NATURVARD KRISTIANST DALE VH, 2000, ECOL APPL, V10, P639 DANTER KJ, 2000, SOC NATUR RESOUR, V13, P537 DESVEAUX JA, 1994, CAN J POLIT SCI, V27, P493 DIETZ T, 2003, SCIENCE, V302, P1907 DUKES E, 1996, RESOLVING PUBLIC CON ECKERBER GK, 2004, LOCAL ENV, V9, P405 FOLKE C, 2002, AMBIO, V31, P437 FOLKE C, 2003, NAVIGATING SOCIAL EC, P352 FOLKE C, 2004, ANNU REV ECOL EVOL S, V35, P557, DOI 10.1146/annurev.ecolsys.35.021103.105711 FOLKE C, 2005, IN PRESS ANN REV ENV GADGIL M, 1993, AMBIO, V22, P151 GUNDERSON L, 1999, CONSERV ECOL, V3, P7 GUNDERSON LH, 2002, PANARCHY UNDERSTANDI HAHN T, 2000, THESIS SLU UPPSALA HOFF M, 1998, SUSTAINABLE COMMUNIT HOLLING CS, 1973, ANNUAL REV ECOLOGY S, V4, P1 IMPERIAL MT, 1999, ENVIRON MANAGE, V24, P449 KETTL DF, 2000, PUBLIC ADMIN REV, V60, P488 KVALE S, 1996, INTERVIEWS INTRO QUA LJUNG M, 2001, THESIS SLU UPPSALA MAGNUSSON SE, 2002, 2002 03 20 SWED ENV MAGNUSSON SE, 2002, KRITIANSTADS VATTENR MAGNUSSON SE, 2004, BIOSPHERE RESERVE KR MALAYANG BSIII, 2005, MILLENNIUM ECOSYSTEM MALHOTRA Y, 1999, KNOWLEDGE MANAGEMENT, P18 MCALLISTER JW, 2002, FUTURE SCI HUMANITIE MCCAY BJ, 2002, DRAMA COMMONS MCINTOSH R, 2000, WAY WIND BLOWS CLIMA MINTZBERG H, 1979, STRUCTURING ORG SYNT NORTH D, 1990, I I CHANGE EC PERFOR OLSSON P, 2001, ECOSYSTEMS, V4, P85 OLSSON P, 2004, ECOL SOC, V9, ARTN 2 OLSSON P, 2004, ENVIRON MANAGE, V34, P75, DOI 10.1007/s00267-003-0101-7 OSTROM E, 1998, PROTECTION GLOBAL BI, P149 OSTROM E, 2005, UNDERSTANDING I DIVE OVESSON P, 2003, MARKHAVDKARERING 200 PINKERTON E, 1989, COOPEATIVE MANAGEMEN PRETTY J, 2003, SCIENCE, V302, P1912 PRETTY JN, 1995, WORLD DEV, V23, P1247 ROLING N, 1998, FACILITATING SUSTAIN SCHULTZ L, 2004, MA C BRIDG SCAL EP M SHANNON MA, 1998, RIVER ECOLOGY MANAGE, P529 WALKER B, 2004, ECOL SOC, V9, ARTN 5 WESTLEY F, 1995, BARRIERS BRIDGES REN WESTLEY F, 2002, PANARCHY UNDERSTANDI, P333 WONDOLLECK JM, 2000, MAKING COLLABORATION YOUNG OR, 2002, DRAMA COMMONS NR 60 TC 8 PU SPRINGER/PLENUM PUBLISHERS PI NEW YORK PA 233 SPRING ST, NEW YORK, NY 10013 USA SN 0300-7839 J9 HUM ECOL JI Hum. Ecol. PD AUG PY 2006 VL 34 IS 4 BP 573 EP 592 DI 10.1007/s10745-006-9035-z PG 20 SC Anthropology; Environmental Studies; Sociology GA 090VQ UT ISI:000240981100007 ER PT J AU Quaddus, M Xu, J TI Adoption and diffusion of knowledge management systems: field studies of factors and variables SO KNOWLEDGE-BASED SYSTEMS LA English DT Article DE knowledge management systems; adoption and diffusion; qualitative method; content analysis ID INFORMATION TECHNOLOGY; PERCEIVED USEFULNESS; USER ACCEPTANCE; INNOVATION; MODEL; EASE AB The concept of knowledge and knowledge management is not new. Researchers identified the practice of knowledge management as early as 4000 years ago. However, knowledge management systems (KMS), which involve the application of IT systems and other organizational resources to manage knowledge strategically, are a relatively recent phenomenon. While the literature on knowledge management covers various issues, it lacks comprehensive studies of factors and variables of adoption and diffusion of KMS. This paper studies these factors and variables in the context of some Australian organizations. A qualitative field study is undertaken in this research, where six organizations of various sizes, all in various stages of KMS adoption and diffusion, are studied via interviews with key personnel. Content analysis is then performed to extract the factors and variables and a comprehensive model of KMS adoption and diffusion is developed. The results of the interviews identify four major variables affecting KMS diffusion as: organizational culture, top management support, benefits to individuals, and dream of KMS. The paper also highlights the research and managerial implications of the KMS diffusion model. (c) 2004 Elsevier B.V. All rights reserved. C1 So Cross Univ, Grad Coll Management, Tweed Heads, NSW 2485, Australia. Curtin Univ Technol, Grad Sch Business, Perth, WA 6000, Australia. RP Xu, J, So Cross Univ, Grad Coll Management, Tweed Gold Coast Campus,Brett St,Tweed Heads,POB, Tweed Heads, NSW 2485, Australia. 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PD APR PY 2005 VL 18 IS 2-3 BP 107 EP 115 DI 10.1016/j.knosys.2004.11.001 PG 9 SC Computer Science, Artificial Intelligence GA 921TF UT ISI:000228787200005 ER PT J AU Lavrac, N Motoda, H Fawcett, T Holte, R Langley, P Adriaans, P TI Introduction: Lessons learned from data mining applications and collaborative problem solving SO MACHINE LEARNING LA English DT Editorial Material DE data mining; machine learning; scientific discovery; lessons learned; applications; collaborative data mining; knowledge management; future data mining challenges ID KNOWLEDGE MANAGEMENT; DISCOVERY AB This introductory paper to the special issue on Data Mining Lessons Learned presents lessons from data mining applications, including experience from science, business, and knowledge management in a collaborative data mining setting. C1 Jozef Stefan Inst, Ljubljana 1000, Slovenia. Nova Gorica Polytech, Nova Gorica 5000, Slovenia. Osaka Univ, Osaka 5670047, Japan. Hewlett Packard Labs, Palo Alto, CA 94304 USA. Univ Alberta, Dept Comp Sci, Edmonton, AB T6G 2E8, Canada. Stanford Univ, Ctr Study Language & Informat, Computat Learning Lab, Stanford, CA 94305 USA. Inst Language Log & Computat, NL-1018 TV Amsterdam, Netherlands. RP Lavrac, N, Jozef Stefan Inst, Jamova 39, Ljubljana 1000, Slovenia. EM nada.lavrac@ijs.si motoda@sanken.osaka-u.ac.jp tom.fawcett@hp.com holte@cs.ualberta.ca langley@csli.stanford.edu pietera@science.uva.nl CR ADRIAANS P, 1996, DATA MINING ADRIAANS P, 2002, DEALING DATAFLOOD MI, P16 ADRIAANS P, 2002, HDB DATA MINING KNOW ARMISTEAD C, 2002, LONG RANGE PLANN, V35, P49 BERRY MJA, 1997, DATA MINING TECHNIQU BRODLEY CE, 1995, P ICML 95 WORKSH APP CAMARINHAMATOS LM, 2000, E BUSINESS VIRTUAL E CHAPMAN P, 2000, CRISP DM 1 0 STEP ST CLARK P, 1993, P 10 INT C MACH LEAR, P49 DANYLUK A, 2002, HDB DATA MINING KNOW DIENG R, 2000, IEEE INTELL SYST APP, V15, P14 DZEROSKI S, 2001, RELATIONAL DATA MINI EDVINSSON L, 1997, INTELLECTUAL CAPITAL EVANS B, 2002, HDB DATA MINING KNOW FAYYAD U, 1996, AI MAG, V17, P37 FAYYAD UM, 1996, ADV KNOWLEDGE DISCOV FURUBOTN EG, 1997, I EC THEORY CONTRIBU GARMUS D, 2001, FUNCTION POINT ANAL GORANSON HT, 1999, AGILE VIRTUAL ENTERP HALLIMAN C, 2001, BUSINESS INTELLIGENC HAND DJ, 2001, PRINCIPLES DATA MINI JORGE A, 2003, DATA MINING DECISION, P247 JORGE A, 2003, DATA MINING DECISION, P63 KOHAVI R, 2004, MACHINE LEARNING, V57 KUBAT M, 1998, MACH LEARN, V30, P195 LANGLEY P, 1995, COMMUN ACM, V38, P54 LANGLEY P, 2000, INT J HUM-COMPUT ST, V53, P393 LAVRAC N, 2001, COMPUTATIONAL LOGIC, P47 LAVRAC N, 2002, P 1 INT WORKSH DAT M LAVRAC N, 2003, DATA MINING DECISION, P261 MAEDCHE A, 2002, ONTOLOGY LEARNING SE MALHOTRA Y, 2001, KNOWLEDGE MANAGEMENT MICHIE D, 1989, APPLICATIONS EXPERT, V2, P310 MITCHELL F, 1997, IRONMAK STEELMAK, V24, P306 MITCHELL TM, 1997, AI MAG, V18, P11 MLADENIC D, 2003, DATA MINING DECISION MORIK K, 2003, HDB INTELLIGENT IT MOTODA H, 2002, ACTIVE MINING NEW DI MOTODA H, 2002, P 1 INT WORKSH ACT M MOYLE S, 2003, DATA MINING DECISION, P79 PAZZANI MJ, 2000, IEEE INTELLIGENT MAR, P10 PAZZANI MJ, 2001, METHOD INFORM MED, V40, P380 PORTER BW, 1990, ARTIF INTELL, V45, P229 PROVOST F, 1998, P 15 INT C MACH LEAR, P445 PROVOST F, 1999, INFORMATICA, V23, P123 PROVOST F, 2003, 20 INT C MACH LEARN PYLE D, 1999, DATA PREPARATION DAT SAITO K, 2001, P 4 INT C DISC SCI, P336 SAITTA L, 1998, MACH LEARN, V30, P133 SENATOR T, 2002, DARPATECH 2002 SHAPIRO AD, 1987, STRUCTURED INDUCTION TURBAN E, 1998, DECISION SUPPORT SYS VALDESPEREZ RE, 1994, CATAL LETT, V28, P79 WETTSCHERECK D, 2003, DATA MINING DECISION, P119 NR 54 TC 8 PU KLUWER ACADEMIC PUBL PI DORDRECHT PA VAN GODEWIJCKSTRAAT 30, 3311 GZ DORDRECHT, NETHERLANDS SN 0885-6125 J9 MACH LEARN JI Mach. Learn. PD OCT-NOV PY 2004 VL 57 IS 1-2 BP 13 EP 34 PG 22 SC Computer Science, Artificial Intelligence GA 839QS UT ISI:000222800200002 ER PT J AU Allard, S Holsapple, CW TI Knowledge management as a key for e-business competitiveness: From the Knowledge Chain to KM audits SO JOURNAL OF COMPUTER INFORMATION SYSTEMS LA English DT Article AB Knowledge is the lifeblood of e-commerce (EC). Processes and activities involved in EC are technological means that contribute to managing knowledge. This paper reviews the major perspectives on EC and examines their relationships with concepts of collaborative commerce and electronic business, particularly in terms of the technological handling of knowledge. From this, it is noted that knowledge management (KM) can provide insights for helping e-business achieve a competitive advantage. The Knowledge Chain model is summarized and its nine knowledge management activities are discussed. It is proposed that these activities can serve as focal points for improving competitiveness of an e-business by enhancing organizational innovation. The concept of "KM Audits" is introduced, Structured in terms of the Knowledge Chain model, they give a way to assess and analyze effectiveness of e-business knowledge handling processes. Results of these audits can be the foundation for finding ways to enhance e-business competitiveness through KM improvements. C1 Univ Kentucky, Lexington, KY 40506 USA. RP Allard, S, Univ Kentucky, Lexington, KY 40506 USA. CR *EL BUS INC, 1999, EL BUS PHIL *OR CORP, 1999, BUS E BUS AMIDON DM, 1987, INNOVATION STRATEGY CONCEICAO P, 1997, J KNOWLEDGE MANAGEME, V1, P129 DRUCKER PF, 1985, INNOVATION ENTREPREN DRUCKER PF, 1993, POST CAPITALIST SOC DYKEMAN JB, 1997, MANAGING OFFICE TECH, V43, P12 ELSAWY OA, 1999, MIS QUART, V23, P305 HOLSAPPLE CW, 144 U KENT GATT COLL HOLSAPPLE CW, 1987, INFORMATION SOC, V5, P77 HOLSAPPLE CW, 1999, HDB KNOWLEDGE MANAGE HOLSAPPLE CW, 2000, 3 ANN C SO ASS INF S HOLSAPPLE CW, 2000, J ORG COMP ELECT COM, V10, P149 HOLSAPPLE CW, 2000, KNOWLEDGE PROCESS MA, P151 HOLSAPPLE CW, 2001, EXPERT SYST APPL, V20, P77 JOSHI KD, 1998, INVESTIGATION KNOWLE LOEWE P, 2001, EUROPEAN MANAGEMENT, V19, P115 MACHLUP F, 1980, KNOWLEDGE ITS CREATI, V1 MALHOTRA Y, 1998, KNOWLEDGE MANAGEMENT MCCARTHY J, 1999, GARTNER FORETELLS CO PARADICE DB, 1989, INFORMATION RESOURCE, V2, P1 PORTER M, 1985, COMPETITIVE ADVANTAG PRUSAK L, 1996, STRATEGY LEADERSHIP, V24 REICH RB, 1998, CO FUTURE ROGERS EM, 1995, DIFFUSION INNOVATION STEWART TA, 1998, KNOWLEDGE INC, V4, P1 TRUSSLER S, 1998, J BUS STRAT, V19, P16 USEEM J, 2001, OUR 10 PRINCIPLES NE NR 28 TC 8 PU INT ASSOC COMPUTER INFO SYSTEM PI STILLWATER PA OKLAHOMA ST UNIV COLLEGE OF BUSINESS, STILLWATER, OK 74078 USA SN 0887-4417 J9 J COMPUT INFORM SYST JI J. Comput. Inf. Syst. PY 2002 VL 42 IS 5 SI Sp. Iss. SI BP 19 EP 25 PG 7 SC Computer Science, Information Systems GA 591BH UT ISI:000177859500003 ER PT J AU Richardson, SM Courtney, JF Paradice, DB TI An assessment of the Singerian inquiring organizational model: Cases from academia and the utility industry SO INFORMATION SYSTEMS FRONTIERS LA English DT Article DE inquiring systems; inquiring organizations; learning organizations; organizational learning; systems theory AB The Singerian model of inquiring organizations is reviewed (Proceedings of the Americas Conference on Information Systems. Phoenix. Arizona Aug. 16-18,1996:44-3-445; Australian Journal of Information Systems, 1998;6(1):3-15, reprinted in Foundations of Information Systems: Towards a Philosophy of Informative Technology, http://wwwcba.uh.edu/similar to parks/fis/fisart.htm.) and two cases of organizations representing the Singerian approach are analyzed. The Singerian organization, based on Churchman's (The Design of Inquiring Systems: Basic Concepts of Systems arid Organizations. New York, NY: Basic Books Inc., 1971.) Singerian inquiring system, has ethical purposes, treats employees, customers and outer stakeholders with trust arid respect, and pursues socially responsible,goals, including a respect,for the environment. Decision making in Singerian organizations is holistic and systemic, and includes diverse stakeholders, thus requiring art open, cooperative culture, vs herein debate is encouraged. Authority is diffuse. Measurement is fundamental. A system of measures is continuously monitored, refined, compared and revised to assess progress. Cooperation and communication are supported with various types of groupware, including e-mail, electronic meeting systems, group support systems, negotiation support systems, discussion forums, knowledge bases, knowledge management systems and the like. The Internet and World Wide Web may serve as resource and dissemination agents for "exoteric" knowledge created by the organization. Two organizations, an Energy Service Company and an academic Center for the Management of Information Systems, are analyzed for their conformance to and success with the Singerian approach. The organizations tended to prosper when the model was followed, but ran into difficulties when it was not. C1 Univ Cent Florida, Coll Business Adm, Dept Management Informat Syst, Orlando, FL 32816 USA. Texas Tech Univ, Coll Business Adm, Lubbock, TX 79409 USA. Florida State Univ, Informat & Management Sci Dept, Tallahassee, FL 32306 USA. RP Courtney, JF, Univ Cent Florida, Coll Business Adm, Dept Management Informat Syst, POB 161400, Orlando, FL 32816 USA. CR ARGYRIS C, 1996, ORG LEARNING, V2 CHURCHMAN CW, 1971, DESIGN INQUIRING SYS COURTNEY J, 1996, P AIS AM C INF SYST, P443 COURTNEY JF, IN PRESS DECISION SU COURTNEY JF, 1998, AUSTR J INFORMATION, V6, P3 CROASDELL DT, 1998, P AM C INF SYST BALT DIBELLA AJ, 1995, ACAD MANAGE J, P287 HUBER GP, 1991, ORGAN SCI, V2, P88 KIENHOLZ A, 1998, FDN INFORMATION SYST MALHOTRA Y, 1997, P 3 AM C INF SYST IN, P293 MASON RO, 1969, MANAGE SCI, V15, B403 MITROFF I, 1970, THEOR DECIS, V1, P155 MITROFF II, 1971, MANAGE SCI, V17, B634 MITROFF II, 1993, UNBOUNDED MIND BREAK NEVIS EC, 1995, SLOAN MANAGE REV, V36, P73 SENGE PM, 1990, SLOAN MANAGEMENT FAL, P7 NR 16 TC 8 PU KLUWER ACADEMIC PUBL PI DORDRECHT PA SPUIBOULEVARD 50, PO BOX 17, 3300 AA DORDRECHT, NETHERLANDS SN 1387-3326 J9 INF SYST FRONT JI Inf. Syst. Front. PD MAR PY 2001 VL 3 IS 1 BP 49 EP 62 PG 14 SC Computer Science, Information Systems; Computer Science, Theory & Methods GA 493WD UT ISI:000172245700005 ER PT J AU Lang, JCY TI Managing in knowledge-based competition SO JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT LA English DT Article DE information; management; economy; Internet; globalization ID ORGANIZATIONS AB Globalization and digitization with connectivity are fast transforming fundamental business assumptions. These two forces - more aggressive global competition and accelerating technological change, especially in information communication and Internet technologies translate into competition that is increasingly knowledge-based This increasingly knowledge-based nature of competition is driving change in how supply chains are being managed within and across firms. It also signals a demographic shift in the workforce to knowledge work whose mobile exponents demand a different type of work environment and executive leadership. There are also heightened demands from more knowledgeable customers. To manage in the knowledge economy characterized by diversity, complexity and ambiguity, firms must therefore harness the competencies of workers, suppliers and customers. C1 Nanyang Technol Univ, Nanyang Business Sch, Div Strategy & Management, Singapore 2263, Singapore. RP Lang, JCY, Nanyang Technol Univ, Nanyang Business Sch, Div Strategy & Management, Singapore 2263, Singapore. CR *UNCTAD, 1995, REC DEV INT INV TRAN, P5 ALVESSON M, 1993, J MANAGE STUD, V30, P997 ARTHUR B, 1994, INCREASING RETURNS P ARTHUR B, 1996, HARVARD BUSINESS JUL, P100 BARTLETT CA, 1994, HARVARD BUSINESS NOV, P79 BARTLETT CA, 1995, HARVARD BUSINESS MAY, P132 BERGER S, 1998, NATL DIVERSITY GLOBA BLACKLER F, 1995, ORGAN STUD, V16, P1021 BUTZ HE, 1996, ORGAN DYN, V24, P63 CHURCHMAN CW, 1971, DESIGN INQUIRING SYS COLLINS J, 1994, BUILD LAST DAVENPORT T, 1998, WORKING KNOWLEDGE OR DEGEUS A, 1997, LIVING COMPANY DRUCKER P, 1973, MANAGEMENT DRUCKER PF, 1992, HARVARD BUSINESS SEP, P95 GHOSHAL S, 1995, HARVARD BUSINESS JAN, P86 HART J, 1992, RIVAL CAPITALISTS IN KELLY K, 1998, NEW RULES NEW EC KIDD A, 1994, P SIGCHI C HUM FACT, P186 KOHLI A, 1990, J MARKETING, V54, P3 KRAUSE DR, 1997, EUROPEAN J PURCHASIN, V3, P21 LAVE J, 1993, SITUATED LEARNING LE LESSARD B, 1999, NETSLAVES TRUE TALES LEWIS JD, 1995, CONNECTED CORPORATIO LYNNE M, 1997, SLOAN MANAGE REV, V38, P55 MALHOTRA Y, 1998, J QUALITY PARTICIPAT, V21, P58 MCDERMOTT R, 1999, CALIF MANAGE REV, V41, P103 MINC A, 1993, NOUVEAU MOYEN AGE NORTH D, 1990, I I CHANGE EC PERFOR OLIVER RW, 1999, MANAG REV, V88, P10 PRAHALAD CK, 2000, HARVARD BUSINESS JAN, P79 RAYPORT J, 1995, HARVARD BUSINESS NOV, P75 REICH RB, 1990, HARVARD BUS REV, V68, P53 RITTEL HWJ, 1973, POLICY SCI, V4, P155 SCHLENDER B, 1999, FORTUNE, V140, P138 SCOTT R, 1995, I ORG SPEKMAN RE, 1998, INT J PHYS DISTRIB, V28, P630 STEWART T, 1997, INTELLECTUAL CAPITAL STRASSMANN PA, 1999, SQUANDERED COMPUTER VONKROGH G, 1998, CALIF MANAGE REV, V40, P133 WOODRUFF RB, 1997, J ACAD MARKET SCI, V25, P142 WOOLDRIDGE A, 1999, ECONOMIST, V353, S36 ZALEZNICK A, 1997, HARVARD BUSINESS NOV, P53 NR 43 TC 8 PU MCB U P LIMITED PI BRADFORD PA 60/62 TOLLER LANE, BRADFORD BD8 9BY, W YORKSHIRE, ENGLAND SN 0953-4814 J9 J ORGAN CHANGE MANAGE JI J. Organ. Chang. Manage. PY 2001 VL 14 IS 6 BP 539 EP 553 PG 15 SC Management GA 492VF UT ISI:000172187700003 ER PT J AU Wei, CC Choy, CS Yeow, PHP AF Wei, Chong Chin Choy, Chong Siong Yeow, Paul Heng Ping TI KM implementation in Malaysian telecommunication industry - An empirical analysis SO INDUSTRIAL MANAGEMENT & DATA SYSTEMS LA English DT Article DE knowledge management; business planning; organizational structures; telecommunications; Malaysia ID KNOWLEDGE MANAGEMENT-SYSTEM; STRATEGIES; COMPANIES; SUCCESS; WILL AB Purpose - This paper aims assess to the perceived importance (PI) and actual implementation (AI) of five preliminary knowledge management (KM) success factors, i.e. business strategy, organizational structure, knowledge team, knowledge audit, and knowledge map in the Malaysian telecommunication industry. Design/methodology/approach - A questionnaire survey was conducted on telecommunication organizations located in the capital of Malaysia. Data were analyzed using indices and parametric statistics. Findings - The results show that the organizations are aware of the importance of all the KM factors but fall short of implementation. The implemented factors consist of business strategy, organizational structure, and knowledge team. Knowledge audit and knowledge map are perceived as important but are the least implemented factors. Research limitations/implications - This study was conducted in only one industry in Malaysia. Furthermore, it focuses on the preliminary success factors of KM implementation rather than on learning and knowledge utilization. Practical implications - Telecommunication organizations have to overcome resources problems and enhance implementation level in order to narrow the gaps for effective, full scale KM implementation in the later stage. Such viable practice will significantly help the industry not only to compete more effectively within Malaysia, but also to position itself as a global player in the world. Originality/value - This study is perhaps one of the first to address the preliminary steps to be dealt with prior to KM implementation. Moreover, it attempts to compare the PI and Al of the five proposed success factors, which has received very little attention to date. C1 Multimedia Univ, Fdn Studies & Extens Educ, Melaka, Madagascar. Multimedia Univ, Fac Business & Law, Melaka, Madagascar. RP Wei, CC, Multimedia Univ, Fdn Studies & Extens Educ, Melaka, Madagascar. EM cwchong@mmu.edu.my CR *AM PROD QUAL CTR, 1999, KNOWL MAN CONS BENCH *PERS PUBL, 2002, PERS PUBL BUS ULT RE, P542 *PRIC WAT COOP, 1999, WORLD EC FOR 1999 AN AHMED PK, 1999, J WORKPLACE LEARNING, V11, P304 ALLEE V, 1997, TRAINING DEV, V51, P71 BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49 BASSI LJ, 1997, TRAINING DEV, V51, P25 BEIJERSE RP, 1999, J KNOWLEDGE MANAGEME, V3, P94 BEIJERSE RP, 2000, J KNOWLEDGE MANAGEME, V4, P162 BHATT G, 2005, J ENTERPRISE INFORM, V18, P28 BILOSLAVO R, 2005, INT J INNOVATION LEA, V2, P402 BLOODGOOD JM, 2001, DECIS SUPPORT SYST, V31, P55 CALL D, 2005, J KNOWLEDGE MANAGEME, V9, P19 CHADAM J, 2005, IND MANAGE DATA SYST, V105, P459, DOI 10.1108/02635570510592361 CHOI I, 2004, INT J INNOVATION LEA, V1, P399 CHOI YS, 2000, THESIS U NEBRASKA OM CHONG CW, 2005, P ICTM 2005 CHALL PR, P182 CHONG SC, 2005, J KNOWLEDGE MANAGEME, V5 CHONG SC, 2006, IN PRESS INT J TECHN CHONG SC, 2006, IND MANAGEMENT DATA, V106, P917 CHONG SC, 2006, J INFORM KNOWLEDGE M, V5, P21 CHONG SC, 2006, LEARNING ORG, V13, P230 CIVI E, 2000, J KNOWLEDGE MANAGEME, V18, P166 COHEN SG, 1997, J MANAGE, V23, P239 COOK P, 1999, IND COMMER TRAIN, V193, P101 COUKOS ED, 2001, THESIS FLORIDA ATLAN DAVENPORT T, 1998, WORKING KNOWLEDGE OR DRUCKER P, 1999, MANAGEMENT CHALLENGE EBERT RJ, 2005, BUSINESS ESSENTIAL FERNANDEZ IB, 2004, KNOWLEDGE MANAGEMENT FULFORD R, 2004, IND MANAGE DATA SYST, V104, P450, DOI 10.1108/0263557041053762 GORELIK AV, 2002, THESIS U S CAROLINA GREENGARD S, 1998, WORKFORCE, V77, P93 HARVEY S, 2003, TRAINING J JUL, P11 HEIJST GV, 1998, KNOWLEDGE INFRASTRUC HUNG YC, 2005, IND MANAGE DATA SYST, V105, P164, DOI 10.1109/02635570510583307 JONES NB, 2003, J KNOWLEDGE MANAGEME, V7, P49 JUN M, 2003, IND MANAGE DATA SYST, V103, P192, DOI 10.1108/02635570310465670 KALATA ED, 1999, RELATIONSHIP HUMAN R KODAMA M, 2005, INT J INNOVATION LEA, V2, P357 KOH SCL, 2006, IND MANAGE DATA SYST, V106, P439, DOI 10.1108/02635570610661561 LIN C, 2005, IND MANAGE DATA SYST, V105, P208, DOI 10.1108/02635570510583334 LONG DD, 1997, BUILDING KNOWLEDGE B MAIER R, 2002, KNOWLEDGE PROCESS MA, V9, P103 MALHOTRA Y, 1998, J QUALITY PARTICIPAT, V21, P58 MELTON CE, 2006, INT J INNOVATION LEA, V3, P254 MENTZAS G, 2004, INT J INNOVATION LEA, V1, P115 MOFFETT S, 2003, J KNOWLEDGE MANAGEME, V7, P6 MOHRMAN SA, 1995, DESIGNING TEAM BASED NESBITT K, 2002, DESIGNING KNOWLEDGE NONAKA I, 1994, ORGAN SCI, V5, P1 NONAKA I, 1995, KNOWLEDGE CREATING C NUNNALLY J, 1978, PSYCHOMETRIC THEORY ODELL C, 1998, IF ONLY WE KNEW WHAT PAIVA EL, 2003, INT J INNOVATION LEA, V1, P45 RUGGLES R, 1998, CALIFORNIA MANAGEMEN, V40, P3 RYAN SD, 2001, CALIFORNIA MANAGEMEN, V40, P80 SENG JL, 2004, INT J INNOVATION LEA, V1, P293 SILVA MUJ, 2002, HR SUMM 2002 EMP HR SNYMAN R, 2004, J KNOWLEDGE MANAGEME, V8, P5 SOLIMAN F, 2000, J KNOWLEDGE MANAGEME, V4, P337 SVEIBY KR, 2000, WHAT IS KNOWLEDGE MA SYEDIKHSAN SOS, 2004, BENCHMARKING INT J, V11, P238 SYEDIKHSAN SOS, 2004, J KNOWLEDGE MANAGEME, V8, P95 TEECE DJ, 2000, LONG RANGE PLANN, V33, P35 TIWANA A, 2000, KNOWLEDGE MANAGEMENT ULRICH D, 1998, SLOAN MANAGE REV, V39, P15 WIIG KM, 1997, EXPERT SYST APPL, V13, P1 WONG KY, 2005, IND MANAGE DATA SYST, V105, P261, DOI 10.1108/02635570510590101 YANG J, 2004, INT J INNOVATION LEA, V1, P192 YUSOF AM, 1998, FUTURE PATH MALAYSIA ZACK MH, 1999, CALIF MANAGE REV, V41, P125 NR 72 TC 7 PU EMERALD GROUP PUBLISHING LIMITED PI BRADFORD PA 60/62 TOLLER LANE, BRADFORD BD8 9BY, W YORKSHIRE, ENGLAND SN 0263-5577 J9 INDUSTRIAL MANAGE DATA SYST JI Ind. Manage. Data Syst. PY 2006 VL 106 IS 8 BP 1112 EP 1132 DI 10.1108/02635570610710782 PG 21 SC Computer Science, Interdisciplinary Applications; Engineering, Industrial GA 097WK UT ISI:000241480000003 ER PT J AU Sanin, C Szczerbicki, E TI Extending set of experience knowledge structure into a transportable of language extensible markup language SO CYBERNETICS AND SYSTEMS LA English DT Article AB Some of the most complicated issues about knowledge are its acquisition and its conversion into explicit knowledge. Therefore, among all knowledge forms, storing formal decision events in a knowledge-explicit way is considered an important development. Set of an experience knowledge structure is a vehicle able to acquire explicit knowledge of formal decision events. The purpose of this article is to show an effective form of transformation of a set of experience into a shareable and understandable shape able to travel among different systems. A transportable set of experience could be applied in many technologies, and in consequence, it can advance the notion of administering knowledge in the current decision-making environment. C1 Univ Newcastle, Sch Engn, Newcastle, NSW 2308, Australia. RP Szczerbicki, E, Univ Newcastle, Sch Engn, Newcastle, NSW 2308, Australia. EM edward.szczerbicki@newcastle.edu.au CR *DAT MIN GROUP, 2005, PMML VERS 3 0 *WORLD WID WEB CON, 2003, MATH MARK LANG MATHM *WORLD WID WEB CON, 2005, EXT MARK LANG XML ARNOLD W, 1985, ARTIFICAL INTELLIGEN CHIANG A, 2004, P 5 AS PAC IND ENG M, P334 DEAN S, 2004, XML MADE SIMPLE DRUCKER P, 1995, POST CAPITALIST EXEC GOLDRATT EM, 1986, GOAL GROSOF N, 2001, WORKSH EB INT WEB IN HARMELEN F, 1999, WORKSH INT INF INT I, V23, P1 LEE JK, 2003, COMMUN ACM, V46, P59 LIN CH, 2002, J COMPUT INFORM SYST, V42, P83 LLOYD JW, 2003, LOGIC LEARNING LEARN MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT, P37 MINSKY M, 2005, AI TOPICS NOBLE D, 1998, P FUSION 98 1 INT C, P478 NONAKA I, 1995, KNOWLEDGE CREATING C SANIN C, 2004, KNOWLEDGE MANAGEMENT, P79 SANIN C, 2005, FDN CONTROL MANAGEME, V3, P95 SINGH S, 2003, HYDROCARB PROCESS, V82, P62 WOODS E, 2004, KM WORLD, V13, P12 NR 21 TC 7 PU TAYLOR & FRANCIS INC PI PHILADELPHIA PA 325 CHESTNUT ST, SUITE 800, PHILADELPHIA, PA 19106 USA SN 0196-9722 J9 CYBERN SYST JI Cybern. Syst. PD MAR-MAY PY 2006 VL 37 IS 2-3 BP 97 EP 117 DI 10.1080/01969720500425046 PG 21 SC Computer Science, Cybernetics GA 016HK UT ISI:000235611100002 ER PT J AU Skok, W Kalmanovitch, C TI Evaluating the role and effectiveness of an intranet in facilitating knowledge management: a case study at Surrey County Council SO INFORMATION & MANAGEMENT LA English DT Article DE knowledge management; Intranet; epistemologies; evaluation; connectionistic; autopoietic; cognitivistic; technology ID INFORMATION-SYSTEMS SUCCESS; MODEL AB The research study discussed here examined the role and effectiveness of intranet technology in the process of creating and managing knowledge for the Social Services Department of Surrey County Council, which is one of the largest local authorities in the UK. Based on an analysis of the literature in the field, we devised an intranet evaluation model (IEM) using both technical (hard) and human (soft) factors. It made use of an epistemological framework to elicit user mental models from across an organisation via a survey. The model was able to identify gaps, mismatches and failings in the knowledge management efforts. These were summarised in an easily understandable diagrammatic form, using knowledge evaluation maps; these showed the gap between the current and desired intranet roles for the different user groups within the council. The paper concludes by demonstrating how factors, such as the different mental models of the user groups can determine the effectiveness (or otherwise) of an intranet in managing organisational knowledge. It also contains recommendations of services that need attention in the council operations and suggests how the IEM could be used as a consulting tool for organisations seeking to evaluate their own knowledge management work on a continuous basis. (c) 2004 Elsevier B.V. All rights reserved. C1 Kingston Univ, Kingston Business Sch, Kingston upon Thames KT2 7LB, Surrey, England. Surrey Cty Council, Social Serv Dept, Surrey, England. RP Skok, W, Kingston Univ, Kingston Business Sch, Kingston Hill, Kingston upon Thames KT2 7LB, Surrey, England. EM wskok@kingston.ac.uk CR CHECKLAND P, 1998, INFORMATION SYSTEMS CHOO CW, 1998, KNOWING ORG ORG USE DAVENPORT TH, 1998, SLOAN MANAGE REV, V39, P43 DEETZ S, 1992, DEMOCRACY AGE CORPOR DELONE WH, 2003, J MANAGE INFORM SYST, V19, P9 DEVARAJ S, 2002, IT PAYOFF FARBEY B, 1994, EUR MANAGE J, V12, P270 GOURLAY S, 2000, P ISMICK C COMP FRAN GOURLAY S, 2000, SOME CRACKS ENGINE K HALAL WE, 1996, NEW MANAGEMENT CORPO HANSEN MT, 1999, HARVARD BUS REV, V77, P106 HEATH RL, 1994, MANAGEMENT CORPORATE HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73 HENDRIKS PHJ, 1999, INFORM MANAGE, V35, P113 LANK E, 1997, KNOWLEDGE PROCESS MA, V4, P73 LEUNG HKN, 2001, INFORM MANAGE, V38, P137 MAGRILL H, 1998, P 5 EUR C EV INF TEC, P77 MALHOTRA Y, 2000, EXECUTIVES J, V16, P5 MYERS P, 1996, KNOWLEDGE MANAGEMENT NONAKA I, 1996, INT J TECHNOL MANAGE, V11, P833 OFFSEY S, 1997, J KNOWLEDGE MANAGEME, V1, P113 OZ E, 2002, MANAGEMENT INFORMATI ROSEN N, 2001, FINANCIAL TIMES 0718 SCHRAGE M, 1990, SHARED MINDS NEW TEC SCHREIBER G, 2001, KNOWLEDGE ENG MANAGE SHANNON C, 1949, INFORMATION THEORY SKOK W, 1996, J APPL MANAGEMENT ST, V5, P159 SKOK W, 2001, INFORM MANAGE, V38, P409 SKYRME D, 1998, DEV KNOWLEDGE STRATE STOHL C, 1995, ORG COMMUNICATION CO TAPSCOTT D, 1996, DIGITAL EC THAYER L, 1997, REVISIONING COMMUNIC TRUCH E, 2001, CLOSE YOU LEADING ED, P12 VICKERS G, 1995, ART JUDGEMENT STUDY VONKROGH G, 1998, KNOWING FIRMS, P26 WILLCOCKS LP, 1999, IT PRODUCTIVITY PARA WOLSTENHOLME EF, 1993, EVALUATION MANAGEMEN WOOD B, 1999, BIT WORLD 99 C CAP T NR 38 TC 7 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0378-7206 J9 INFORM MANAGEMENT JI Inf. Manage. PD JUL PY 2005 VL 42 IS 5 BP 731 EP 744 DI 10.1016/j.im.2004.04.008 PG 14 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 934FT UT ISI:000229693000008 ER PT C AU Barthelemy, K Geyer, D TI An empirical investigation of IT outsourcing versus quasi-outsourcing in France and Germany SO INFORMATION & MANAGEMENT LA English DT Proceedings Paper DE MIS management; outsourcing; France; Germany ID TRANSACTION COST; COMPETITIVE ADVANTAGE; SPINOFFS; MARKET; FIRM; ORGANIZATION; PERFORMANCE; ECONOMIES; DECISIONS; FRAMEWORK AB An increasingly large number of firms outsource their information technology (IT). Firms that contemplate such outsourcing have two alternatives: (1) a. contract with a vendor (i.e., outsourcing) or (2) setting up their own IT subsidiary (i.e., quasi-outsourcing). This study examines some of the determinants of the outsourcing versus quasi-outsourcing decision. Using primary data collected in France and Germany, we show that the decision is strongly influenced by both internal (i.e., asset-specificity, size, and internal organization of IT) and external (i.e., institutional environment) determinants. © 2003 Elsevier B.V. All rights reserved. C1 ESSEC, Sch Business, F-95021 Cergy Pontoise, France. AUDENCIA, F-44312 Nantes, France. RP Barthelemy, K, ESSEC, Sch Business, Ave Bernard Hisch, F-95021 Cergy Pontoise, France. 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Manage. PD MAY PY 2005 VL 42 IS 4 BP 533 EP 542 DI 10.1016/j.im.2004.02.005 PG 10 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 926ZI UT ISI:000229161800003 ER PT J AU Carlucci, D Marr, B Schiuma, G TI The knowledge value chain: how intellectual capital impacts on business performance SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE knowledge management; performance management; intellectual capital; intangible assets; value creation; knowledge assets; knowledge-based view; resource-based view ID COMPETITIVE ADVANTAGE; MANAGEMENT; ASSETS; RESOURCES AB This theoretical paper explores the fundamental issue of how knowledge management initiatives impact business performance. Reflecting on the management literature in the fields of knowledge management and performance management enabled the deduction of four basic assumptions, representing the links of a conceptual cause-and-effect framework - the knowledge value chain. Drawing on the resource-based view and the competence-based view of the firm, the paper identifies strategic, managerial, and operational dimensions of knowledge management. The review of performance management frameworks discusses the role of knowledge management in those models. These reflections allow linking knowledge management with core competencies, strategic processes, business performance, and finally, with value creation. C1 Cranfield Sch Management, Ctr Business Performance, Cranfield MK43 0AL, Beds, England. Univ Basilicata, DAPIT, LIEG, I-85100 Potenza, Italy. Univ Basilicata, DAPIT, LIEG, I-85100 Potenza, Italy. RP Marr, B, Cranfield Sch Management, Ctr Business Performance, Cranfield MK43 0AL, Beds, England. 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J. Technol. Manage. PY 2004 VL 27 IS 6-7 BP 575 EP 590 PG 16 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 848QK UT ISI:000223482000006 ER PT J AU Yim, NH Kim, SH Kim, HW Kwahk, KY TI Knowledge based decision making on higher level strategic concerns: system dynamics approach SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Article DE knowledge management; naturalistic decision making; system dynamics ID EXPERT-SYSTEMS; INFLUENCE DIAGRAMS; MANAGEMENT; THINKING; MODELS; MAPS; PERSPECTIVES; ORGANIZATION; METHODOLOGY; RATIONALITY AB In recognizing knowledge as a new resource in gaining organizational competitiveness, knowledge management suggests a method in managing and applying knowledge for improving organizational performance. Much knowledge management research has focused on identifying. storing. and disseminating process related knowledge in an organized manner. Applying knowledge to decision making has a significant impact on organizational performance than solely processing transactions for knowledge management. In this research., we suggest a method of knowledge-based decision-making using system dynamics, with an emphasis to strategic concerns. The proposed method transforms individual mental models into explicit knowledge by translating partial and implicit knowledge into an integrated knowledge model. The scenario-based test of the organized knowledge model enables decision-makers to understand the structure of the target problem and identify its basic cause, which facilitates effective decision-making. This method facilitates the linkage between knowledge management initiatives and achieving strategic goals and objectives of an organization. (C) 2004 Elsevier Ltd. All rights reserved. C1 Korea Adv Inst Sci & Technol, Grad Sch Management, Seoul 130772, South Korea. Natl Univ Singapore, Dept Informat Syst, Singapore 117543, Singapore. Keimyung Univ, Dept Management Informat Sci, Taegu 704701, South Korea. RP Yim, NH, Korea Adv Inst Sci & Technol, Grad Sch Management, 207-43 Chonyangri2 Dong, Seoul 130772, South Korea. EM nhyim@kgsm.kaist.ac.kr seekim@kgsm.kaist.ac.kr kimhw@comp.nus.edu.sg kwahk@kmu.ac.kr CR ACKOFF RL, 1972, PURPOSEFUL SYSTEMS ALAVI M, 2001, MIS QUART, V25, P107 ALER R, 2002, KNOWL-BASED SYST, V15, P473 ANDERSON JR, 1983, ARCHITECTURE COGNITI AXELROD R, 1976, STRUCTURE DECICISION BASS B, 1983, ORG DECISION MAKING BEACH L, 1997, NATURALISTIC DECISIO BENNETT RH, 1998, MANAGE DECIS, V36, P589 CHECKLAND P, 1981, SYSTEMS THINKING SYS CHENG MM, 2003, BEHAV RES ACCOUNTING, V15, P39 COURTNEY JF, 2001, DECIS SUPPORT SYST, V31, P17 DAFT RL, 1986, MANAGE SCI, V32, P554 DAVENPORT TH, 1996, SLOAN MANAGE REV, V37, P53 DAVENPORT TH, 1998, WORKING KNOWLEDGE DEAN JW, 1993, J MANAGE STUD, V30, P587 DIFFENBACH J, 1982, STRATEGIC MANAGEMENT, V3, P133 EARL MJ, 1999, SLOAN MANAGE REV, V40, P29 EDEN C, 1992, J MANAGE STUD, V29, P309 EDWARDS JS, 2000, EUR J INFORM SYST, V9, P36 EDWARDS W, 1961, ANNU REV PSYCHOL, V12, P473 FIOL CM, 1985, ACAD MANAGE REV, V10, P803 FORD DN, 1998, SYST DYNAM REV, V14, P309 FORRESTER JW, 1961, IND DYNAMICS GOLD AH, 2001, J MANAGE INFORM SYST, V18, P185 GORDON EG, 1997, NATURALISTIC DECISIO GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109 HALL DJ, 2001, P 34 HICSS HALL RI, 1984, MANAGE SCI, V30, P905 HENDRIKS P, 1999, INFORMATION MANAGEME, V69, P113 HITT MA, 1991, STRATEGIC MANAGE J, V12, P327 HOFFMAN RR, 1998, HUM FACTORS, V40, P254 HOWARD RA, 1989, MANAGE SCI, V35, P903 HUTCHINS E, 1995, COGNITION WORLD JANIS IL, 1977, DECISION MAKING PSYC KAHNEMAN D, 1982, JUDGEMENT UNCERTAINT KIM DH, 1994, SYST DYNAM REV, V10, P277 KIM YG, 2003, EXPERT SYST APPL, V24, P295 KLEIN G, 1993, DECISION MAKING ACTI KLEIN G, 1999, SOURCE POWER PEOPLE KLEIN GA, 1989, IEEE T SYST MAN CYB, V19, P462 KLEIN JH, 1982, J OPERATIONAL RES SO, V33, P63 LIEBOWITZ J, 1997, KYBERNETES, V26, P555 LIEBOWITZ J, 1998, KNOWLEDGE ORG WHAT E LIEBOWITZ J, 2001, J KNOWLEDGE MANAGEME, V5, P300 LIEBOWITZ J, 2003, INT J PROJECT MANAGE, V21, P189 LIPSHITZ R, 1996, ORGAN BEHAV HUM DEC, V65, P48 MALHOTRA Y, 2001, EXPERT SYST APPL, V20, P7 MANZONI JF, 1998, J M INFO SYS, V14, P109 MARCH JG, 1958, ORGANIZATION MARCH JG, 1982, DECISION MAKING INTE, P92 MARCH JG, 1987, MANAGE SCI, V33, P1404 MEEHL PE, 1954, CLIN VS STAT PREDICT MESO P, 2002, J KNOWLEDGE MANAGEME, V6, P63 MOCKLER RJ, 1992, INT REV STRATEGIC MA, P133 MOCKLER RJ, 1998, KNOWLEDGE BASED SYST NEWELL A, 1972, HUMAN PROBLEM SOLVIN NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 OLEARY DE, 1987, HUM SYST MANAGE, V7, P11 OZBAYRAK M, 2003, DECIS SUPPORT SYST, V35, P487, DOI 10.1016/S0167-9236(02)00128-8 PETERSON DW, 1994, SYST DYNAM REV, V10, P159 PYLYSHYN ZW, 1984, COMPUTATION COGNITIO RAMAPRASAD A, 1985, STRATEGIC MANAGE J, V6, P377 RICHARDSON G, 1983, INT SYST DYN C MASS RICHARDSON GP, 1986, SYST DYNAM REV, V2, P158 SAVAGE LJ, 1954, FDN STAT SCHMITT N, 1997, NATURALISTIC DECISIO SENGE PM, 1990, 5 DISCIPLINE ART PRA SENGE PM, 1992, EUR J OPER RES, V59, P137 SIMON HA, 1978, AM ECON REV, V68, P1 SKRABA A, 2003, SYST DYNAM REV, V19, P243, DOI 10.1002/sdr.274 SMITH GF, 1989, MANAGE SCI, V35, P963 STEIN EW, 1995, INT J INFORM MANAGE, V15, P17 STERMAN JD, 1989, ORG BEHAV HUMAN DECI, V43, P271 STERMAN JD, 1991, MANAGING NATION MICR, P209 STERMAN JD, 1994, SYST DYNAM REV, V10, P301 STERMAN JD, 2001, CALIF MANAGE REV, V43, P8 STERNBERG RJ, 1997, J MANAGE, V23, P475 TEECE DJ, 1998, CALIF MANAGE REV, V40, P289 TEECE DJ, 1998, CALIF MANAGE REV, V40, P55 TOLMAN EC, 1948, PSYCHOL REV, V55, P189 WHEATLEY MJ, 2001, IHIRM J, V5, P29 WIIG KM, 1997, EXPERT SYST APPL, V13, P1 WONG BK, 1995, INFORMATION MANAGEME, V29, P141 ZSAMBOK CE, 1997, NATURALISTIC DECISIO NR 85 TC 7 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0957-4174 J9 EXPERT SYST APPL JI Expert Syst. Appl. PD JUL PY 2004 VL 27 IS 1 BP 143 EP 158 DI 10.1016/j.eswa.2003.12.019 PG 16 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 815HX UT ISI:000221034500012 ER PT C AU Alvarado, M Romero-Salcedo, M Sheremetov, L TI A corporative memory based on the user profiles SO EXPERT SYSTEMS WITH APPLICATIONS LA English DT Proceedings Paper DE user profile; organizational memory; ontology AB In this paper, each position in the organization has a well-delimited profile defined by; the assigned tasks as well as for the engaged relationships during the process and the organizational domain. Ontologies for organization positions, tasks and application domains are introduced in order to model an Organizational Memory. This Memory is designed/specified through UML/XML diagrams and it is exemplified by a Customer Relationship Management information system. The organizational's memory reuses the resulting knowledge from experiences abstraction of organization members while laboring at their positions. (C) 2003 Elsevier Ltd. All rights reserved. C1 Inst Mexicano Petr, PIMAyC, San Bartolo Atepehuacan 07730, Mexico. RP Alvarado, M, Inst Mexicano Petr, PIMAyC, Eje Cent Lazaro Cardenas 152, San Bartolo Atepehuacan 07730, Mexico. CR ALVARADO M, 2001, P S INT SIST INF SIS BANARASALCANTAR.R, TWG4 CAPE BANARESALCANTARA R, 1997, COMPUT CHEM ENG, V21, P263 BOOCH G, 1999, UML XML SCHEM MAPP S BOYD S, 2001, RETHINKING KNOWLEDGE BRAY T, 2000, EXTENSIBLE MARKUP LA BRICE AA, 1998, AICHE ANN M MIAM US GARCIA ACB, 1992, AI EDAM, V6, P1 HENDLER J, 2000, J I ELECT ENG JPN, V122, P676 JENNINGS NR, 1999, LECT NOTES ARTIF INT, V1647, P1 JENSEN MR, 2003, DATA KNOWL ENG, V44, P323 LIEBOWITZ J, 2001, EXPERT SYST APPL, V20, P1 MALHOTRA Y, 2000, INFORMATION STRATEGY, V16, P5 PEPPERS S, 2001, XML TOP MAPS XTM 1 0 RUMBAUGH J, 1999, UNIFIED MODELING LAN SHEREMETOV L, 2003, 5 INT C ENT INF SYST, P340 SHEREMETOV L, 2003, P 10 ISPE INT C CONC VANELST L, 2001, 13 INT C SOFTW ENG K, P79 VANELST L, 2001, 14 INT FLAIRS C FLAI, P295 VANELST L, 2002, KNOWLEDGE MANAGEMENT WALSH PJ, 1991, ACAD MANAGEMENT REV, V16 NR 21 TC 7 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0957-4174 J9 EXPERT SYST APPL JI Expert Syst. Appl. PD JAN PY 2004 VL 26 IS 1 BP 87 EP 94 DI 10.1016/S0957-4174(03)00110-6 PG 8 SC Computer Science, Artificial Intelligence; Engineering, Electrical & Electronic; Operations Research & Management Science GA 759XM UT ISI:000187780200010 ER PT J AU Lehr, JK Rice, RE TI Organizational measures as a form of knowledge management: A multitheoretic, communication-based exploration SO JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY LA English DT Article ID PERSPECTIVES; INFORMATION AB One form of knowledge management is the use of measures, to foster learning, to transform individual tacit understanding to shared explicit sensemaking, to evaluate and improve processes and customer service, and even to rationalize and control organizational activities and workers. This article summarizes and applies four theoretical approaches-organizational learning, sensemaking, quality management, and critical theory-to explore how measures are constructed, interpreted, and used within organizational settings as forms of knowledge management. The primary principles, the role of communication, and the role of measures are summarized for each approach. The article ends by discussing some implications of measures in general and this multitheoretic conceptualization of measures in particular for knowledge management. C1 Fairleigh Dickinson Univ, Dept English Commun & Philosophy, Madison, NJ 07940 USA. Rutgers State Univ, Sch Commun Informat & Lib Studies, New Brunswick, NJ 08901 USA. RP Lehr, JK, Fairleigh Dickinson Univ, Dept English Commun & Philosophy, 285 Madison Ave,M-MS3-01, Madison, NJ 07940 USA. 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Am. Soc. Inf. Sci. Technol. PD OCT PY 2002 VL 53 IS 12 BP 1060 EP 1073 DI 10.1002/asi.10108 PG 14 SC Computer Science, Information Systems; Information Science & Library Science GA 592ZT UT ISI:000177967300011 ER PT J AU Albino, V Pontrandolfo, P Scozzi, B TI Analysis of information flows to enhance the coordination of production processes SO INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS LA English DT Article DE coordination; information flow; coordination technologies; production processes ID ORGANIZATIONAL PROCESSES; DECISION-MAKING; MEDIA RICHNESS; TECHNOLOGY; DESIGN; MARKETS; SYSTEMS; MODEL AB This paper proposes a methodology to describe the information flows involved in the coordination of production processes. To this end, a process is represented as a set of interdependent tasks accomplished by resources. To manage task interdependencies, resources make decisions and exchange messages according to their decision-making responsibilities. By the assessment of a process coordination load, namely the effort required for resources to address coordination problems, the methodology can help managers enhance the adopted coordination form or improve the performed process as well as support the selection of the coordination technologies that better satisfy the information requirements. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Politecn Bari, Dipartimento Ingn Meccan & Gestionale, I-70126 Bari, Italy. RP Scozzi, B, Politecn Bari, Dipartimento Ingn Meccan & Gestionale, Viale Japigia 182, I-70126 Bari, Italy. 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J. Prod. Econ. PD JAN 10 PY 2002 VL 75 IS 1-2 BP 7 EP 19 PG 13 SC Engineering, Industrial; Engineering, Manufacturing; Operations Research & Management Science GA 509VJ UT ISI:000173170100002 ER PT J AU Choy, CS Yew, WK Lin, B AF Choy, Chong Siong Yew, Wong Kuan Lin, Binshan TI Criteria for measuring KM performance outcomes in organisations SO INDUSTRIAL MANAGEMENT & DATA SYSTEMS LA English DT Article DE knowledge management; knowledge management systems ID KNOWLEDGE MANAGEMENT-SYSTEM AB Purpose - This research attempts to comprehensively examine the criteria for measuring knowledge management (M performance outcomes in organisations. To date, no studies have provided a set of widely accepted measurement criteria associated with KM efforts. This paper, therefore, aims to fill the gap. Design/methodology/approach - This study was carried out by systematically reviewing the literature on KM performance outcomes. Case studies were carried out in two organisations identified to have a EM programme in place. Findings - A review of the literature indicates that there are 38 outcomes from EM implementation which have garnered impressive theoretical and empirical support. Based on this, a comprehensive set of performance outcomes is proposed and grouped into five key dimensions. The findings from the case studies indicate that this proposition is relevant. Research limitations/implications - The use of case studies limits the genteralisability of the findings, but it opens up new questions to be explored by further researching into the relationships between KM efforts and performance outcomes. Practical implications - Such significant findings will have important implications to organisations on how their KM efforts can be systematically measured for business success. To the academics, this paper provides insights into the relationship between KM efforts and organisational performance. Originality/value - This study is probably one of the first to comprehensively explain the criteria for measuring KM efforts in organisations. It is hoped that the findings of this study will encourage organisations to practise KM from the right perspective in order to reap the outcomes from KM initiatives. C1 Multimedia Univ, Fac Business & Law, Melaka, Malaysia. Univ Teknol Malaysia, Fac Mech Engn, Dept Ind & Mfg Engn, Skudai, Malaysia. Louisiana State Univ, Coll Business Adm, Shreveport, LA 71105 USA. RP Choy, CS, Multimedia Univ, Fac Business & Law, Melaka, Malaysia. 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Manage. Data Syst. PY 2006 VL 106 IS 7 BP 917 EP 936 DI 10.1108/02635570610688850 PG 20 SC Computer Science, Interdisciplinary Applications; Engineering, Industrial GA 089TJ UT ISI:000240903500001 ER PT J AU Cooper, C TI Knowledge management and tourism SO ANNALS OF TOURISM RESEARCH LA English DT Article DE knowledge management; knowledge economy; knowledge stocks and flows ID INNOVATION; TECHNOLOGY AB The study and practice of knowledge management has grown rapidly since the 90s, driven by social, economic, and technological trends. Tourism has been slow in adopting this app oach due to not only a lack of gearing between researchers and tourism, but also to a 'hostile' knowledge adoption environment. Its acquisition would close the gap and also provide both insights and potential applications for tourism. Research in Australia supports the assertion that this field is a late adopter of knowledge management. In response, this paper provides a model for tourism. (c) 2005 Elsevier Ltd. All rights reserved. C1 Univ Queensland, Sch Tourism & Leisure Management, Ipswich, Qld 4305, Australia. RP Cooper, C, Univ Queensland, Sch Tourism & Leisure Management, Ipswich, Qld 4305, Australia. 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Touris. Res. PD JAN PY 2006 VL 33 IS 1 BP 47 EP 64 PG 18 SC Hospitality, Leisure, Sport & Tourism; Sociology GA 009LV UT ISI:000235114400003 ER PT J AU Koh, CE Ryan, S Prybutok, VR TI Creating value through managing knowledge in an e-government to constituency (G2C) environment SO JOURNAL OF COMPUTER INFORMATION SYSTEMS LA English DT Article DE e-government; knowledge management; Internet; information technology; public sector ID MANAGEMENT; INFORMATION; PERSPECTIVE; SERVICES; CULTURE; IMPACT; COSTS; VIEW; KEY AB Electronic government (e-government) has the promise of changing how citizens interact with their government by increasing accessibility to information, enhancing efficiency, and facilitating greater access to government officials. New opportunities for involvement and collaboration are possible. However, challenges exist because of the size and complexity of governmental structures and the vast amounts of information that these governmental agencies often maintain. This study proposes that governmental agencies go through an evolutionary path as they progress from an introductory digital presence to more complex forms of interactions with constituents. Through an in-depth case study we explicate this path and highlight key enablers; that facilitate this progression. C1 Univ N Texas, Denton, TX 76203 USA. RP Koh, CE, Univ N Texas, Denton, TX 76203 USA. 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Comput. Inf. Syst. PD SUM PY 2005 VL 45 IS 4 BP 32 EP 41 PG 10 SC Computer Science, Information Systems GA 957LO UT ISI:000231371500003 ER PT J AU Chae, B Koch, H Paradice, D Van Huy, V TI Exploring knowledge management using network theories: Questions, paradoxes and prospects SO JOURNAL OF COMPUTER INFORMATION SYSTEMS LA English DT Review ID WEAK TIES; OCCUPATIONAL COMMUNITIES; INFORMATION-TECHNOLOGY; SHARING KNOWLEDGE; ORGANIZATIONS; SYSTEMS; PERSPECTIVE; PERFORMANCE; COMPLEXITY; INNOVATION AB This paper investigates knowledge management (KM) activities in communities and networks of practice and information and communication technologies' role and use in these knowledge networks. We develop five research questions based on network models and the existing literature. We then investigate these research questions using a case study of a university information technology (IT) department. While our findings confirm extant KM understandings, we also develop several new insights and contradictions. Our study reveals several KM research and practice paradoxes and proposes a pluralistic/paradoxical view of KM and its related concepts such as networks, knowledge sharing, learning, and information and communication technologies. We suggest that recognizing simultaneous opposites and contradictions can improve an organization's KM efforts and can explain conflicting research findings. C1 Kansas State Univ, Manhattan, KS 66506 USA. Florida State Univ, Tallahassee, FL 32306 USA. Baylor Univ, Waco, TX 76798 USA. Ho Chi Minh City Univ Technol, Thanh Pho Ho Chi Minh, Vietnam. RP Chae, B, Kansas State Univ, Manhattan, KS 66506 USA. 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Comput. Inf. Syst. PD SUM PY 2005 VL 45 IS 4 BP 62 EP 74 PG 13 SC Computer Science, Information Systems GA 957LO UT ISI:000231371500007 ER PT J AU Gonzalez, R Gasco, J Llopis, J TI Information systems outsourcing reasons in the largest Spanish firms SO INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT LA English DT Article DE information systems; outsourcing reasons; survey ID INDUSTRY; LESSONS; RISKS; USA AB The aim of this paper is to explore the reasons that lead to information systems outsourcing in the largest Spanish firms. Our paper takes as its starting point the previous literature on information systems and tries to analyse if those reasons are related to the outsourcing level as well as to the different characteristics of the firm and its information systems department. With this aim, a survey was made among information systems managers in those firms. The results show that outsourcing gives the firms the possibility of enhancing their information systems services and departments. (C) 2004 Elsevier Ltd. All rights reserved. C1 Univ Alicante, Fac Ciencias Econ & Empresariales, Dep Org Empresas, E-03080 Alicante, Spain. RP Gonzalez, R, Univ Alicante, Fac Ciencias Econ & Empresariales, Dep Org Empresas, Carretera San Vicente Alicante, E-03080 Alicante, Spain. 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J. Inf. Manage. PD APR PY 2005 VL 25 IS 2 BP 117 EP 136 DI 10.1016/j.ijinfomgt.2004.10.002 PG 20 SC Information Science & Library Science GA 904NT UT ISI:000227505700003 ER PT J AU Hazlett, SA McAdam, R Gallagher, S TI Theory building in knowledge management - In search of paradigms SO JOURNAL OF MANAGEMENT INQUIRY LA English DT Article DE knowledge management; paradigms; pre-science; Kuhn ID ODD COUPLE; BUSINESS; MODEL AB The development of knowledge management (KM) in theory and praxis continues to involve a wide range of disciplines and contributors, each bringing their respective experiences, beliefs, and practices. Two of the main disciplines that contribute to the KM discourse are information systems and management. However, this study of KM has revealed an apparent dichotomy between those researchers from an information systems background and those from a management background. Approaches and models based on each perspective have emerged, but there is little evidence of synergy and convergence. This article shows that attempts to develop an optimal KM methodology are misplaced unless the underlying assumptions and paradigms are identified and understood. Furthermore, it is proposed that KM is currently in a state of "pre-science," wherein proponents of different paradigms have their own beliefs and values and often disagree with others about fundamentals within the field. C1 Queens Univ Belfast, Belfast, Antrim, North Ireland. Univ Ulster, Fac Business & Management, Coleraine BT52 1SA, Londonderry, North Ireland. RP Hazlett, SA, Queens Univ Belfast, Belfast, Antrim, North Ireland. 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Manage. Inq. PD MAR PY 2005 VL 14 IS 1 BP 31 EP 42 DI 10.1177/1056492604273730 PG 12 SC Management GA 894TK UT ISI:000226814300006 ER PT J AU Chu, PY Hsiao, N Lee, FW Chen, CW TI Exploring success factors for Taiwan's government electronic tendering system: behavioral perspectives from end users SO GOVERNMENT INFORMATION QUARTERLY LA English DT Article DE electronic government; electronic procurement (e-procurement); electronic tendering system; theory of planned behavior; end user satisfaction ID INFORMATION TECHNOLOGY; PERCEIVED USEFULNESS; PLANNED BEHAVIOR; REASONED ACTION; USAGE; INSTRUMENT; ACCEPTANCE; EASE AB This study explores the key success factors of the electronic tendering system (ETS) in Taiwan through the behavioral perspectives of the end users. Based on the Theory of Planned Behavior (TPB), the study proposes an integrated model for the empirical examination of the users' intention and behavior for using the ETS. The results show that users' overall satisfaction, specifically explained by perceived usefulness and information accuracy of the ETS, most significantly affect their intention to adopt the ETS. In addition, increasing the relevant knowledge and skill of the users effectively enhance their intention and the actual usage as well. Comparatively, influences from the users' coworkers and supervisors exercise less significant impact on the adoption if the ETS. (C) 2004 Elsevier Inc. All rights reserved. C1 Shih Hsin Univ, Dept Publ Policy & Management, Taipei 116, Taiwan. Natl Sun Yat Sen Univ, Inst Publ Affairs Management, Kaohsiung 80424, Taiwan. RP Hsiao, N, Shih Hsin Univ, Dept Publ Policy & Management, 1,Lane 17,Sect 1,Mu Cha Rd, Taipei 116, Taiwan. EM nhsiao@cc.shu.edu.tw CR *PUBL CONSTR COMM, 2002, ELECT PROC SYST WEBS ADAMS DA, 1992, MIS QUART, V16, P227 AJZEN I, 1991, J APPL SOC PSYCHOL, V32, P665 AJZEN I, 1991, ORGAN BEHAV HUM DEC, V50, P179 ARMITAGE CJ, 2001, BRIT J SOC PSYCHOL 4, V40, P471 BAGOZZI RP, 1984, STRUCTURAL EQUATION, V11, P795 DAVIS FD, 1989, MIS QUART, V13, P319 DOLL WJ, 1994, MIS QUART, V18, P453 GEFEN D, 1994, J ASS INFORMATION SY, V1, P1 HENRY JW, 1994, INFORMATION RESOURCE, V7, P21 JORESKOG K, 1993, LISREL 8 STRUCTURAL KLOBAS JE, 1995, J INFORM SCI, V21, P95 LEACH M, 1994, J APPL SOC PSYCHOL, V31, P1 MALHOTRA Y, 1999, P 32 HAW INT C SYST, P1 MATHIESON K, 1991, INFORMATION SYSTEMS, V2, P173 OLIVER RL, 1985, J CONSUM RES, V12, P324 RYAN MJ, 1982, J CONSUM RES, V9, P263 SHIMP TA, 1984, J CONSUM RES, V11, P795 SZAJNA B, 1994, MIS QUART, V18, P319 TAYLOR S, 1995, INFORM SYST RES, V6, P144 TAYLOR S, 1995, INT J RES MARK, V12, P137 TAYLOR S, 1995, MIS Q DEC, P561 TRAFIMOW D, 2002, BRIT J SOC PSYCHOL 1, V41, P101 VANKATESH V, 2001, ICIS, P213 NR 24 TC 6 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0740-624X J9 GOVT INFORM QUART JI Gov. Inf. Q. PY 2004 VL 21 IS 2 BP 219 EP 234 DI 10.1016/j.giq.2004.01.005 PG 16 SC Information Science & Library Science GA 832XB UT ISI:000222299900006 ER PT J AU Cappellin, R TI Territorial knowledge management: towards a metrics of the cognitive dimension of agglomeration economies SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Article DE innovation systems; learning region; clusters of SMEs; intellectual capital; knowledge management; organisational learning ID INNOVATION; REGION AB This paper takes a look at the spatial dimension of innovation processes, which do not occur in high-tech sectors but in clusters of SMEs. Territorial knowledge management means the generation of a system of procedures and incentives to convert tacit and localised knowledge into explicit knowledge available to all companies and employees in a region by overcoming cognitive barriers. Territorial knowledge management is a methodology, which aims to promote innovation within existing firms and the birth of innovative firms through the enhancement of the local endowment of intellectual capital and the governance of those processes, which drive knowledge creation within the firms and between these latter and the local actors. The paper presents an outlook on empirical indicators to measure the value generated by information and knowledge embodied in the firms and human resources of a local territory. C1 Univ Roma Tor Vergata, Dept Econ & Inst, I-00133 Rome, Italy. RP Cappellin, R, Univ Roma Tor Vergata, Dept Econ & Inst, Via Columbia 2, I-00133 Rome, Italy. 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J. Technol. Manage. PY 2003 VL 26 IS 2-4 BP 303 EP 325 PG 23 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 693WB UT ISI:000183740400011 ER PT J AU Rahim, M Seyal, AH Rahman, MNA TI Software piracy among computing students: a Bruneian scenario SO COMPUTERS & EDUCATION LA English DT Article DE software piracy; pirated software; computing students ID SCHOOLS AB Software piracy committed by university students in the western world has been published widely in various computer literature. Little is reported however about why and what proportion of students, particularly computing students, in a South East Asian Country like Brunei Darussalam, use pirated software. A survey was thus conducted among the computing students of all the higher educational institutions in Brunei Darussalam. A normative model was also developed that brought together eight factors related to student demography, nature of educational institutions and copyright laws. This model was empirically tested using 91 responses received from the survey. Several interesting findings emerged. Firstly, nearly two-thirds of the students admitted to having used pirated software. Secondly, entertainment was the prominent reason for using pirated software. Thirdly, gender, computer experience and ownership of a personal computer, were found to affect students' use of pirated software. Fourthly, even those students who supported the introduction of copyright laws committed software piracy. The implications of these findings are discussed, and are compared with some related studies. Finally, limitations of the study are mentioned, and areas of further research are identified. (C) 1999 Elsevier Science Ltd. All rights reserved. C1 Inst Technol Brunei, Dept Comp & Informat Syst, BE-1410 Bandar Seri Begawan, Brunei. RP Rahim, M, Inst Technol Brunei, Dept Comp & Informat Syst, BE-1410 Bandar Seri Begawan, Brunei. CR 1995, I TEKNOLOGI BRUNEI P 1998, BORNEO B 0618 1998, BORNEO B 1998, U BRUNEI DARUSSALAM, P81 *BUS SOFTW ALL, 1996, SOFTW PIR JOINT BSA ALTBACK P, 1999, FAR E EC REV, V139 ANG AY, 1998, P SE AS COMP C DARW DAVIS JR, 1991, J BUS ETHICS, V10, P451 EINING MM, 1991, ETHICAL ISSUES INFOR, P182 FISCHER L, 1997, MICROSOFT MAGAZINE, V23, P13 FISHBEIN M, 1975, BELIEFS ATTITUDES IN IM JH, 1992, INFORM MANAGE, V23, P193 KOWALSKI S, 1990, INFORMATION AGE, V12, P206 LOCH KD, 1996, COMMUN ACM, V39, P74 LUEPTOW LB, 1981, SOCIOLOGICAL ED, V64, P14 MACHRONE B, 1987, PC MAGAZINE, V8, P81 MAKRAKIS V, 1992, SCANDINAVIAN J ED RE, V36, P275 MAKRAKIS V, 1993, COMPUT EDUC, V20, P191 MALHOTRA Y, 1994, J SYSTEMS MANAGE JUL, P12 OZ E, 1990, OR MS TODAY AUG, P24 SIMPSON PM, 1994, J BUS ETHICS, V13, P431 SIMS RR, 1996, J BUS ETHICS, V15, P839 SOLOMON SL, 1990, J COMPUTER INFORMATI, V30, P40 STEPHEN I, 1997, BORNEO B, V1 SWINYARD WR, 1990, J BUS ETHICS, V9, P655 TAYLOR GS, 1993, HUM RELAT, V46, P419 WILLIAMS SW, 1994, SEX ROLES J RES, V5, P515 WONG G, 1990, AUSTR COMPUTER J, V22, P114 WONG K, 1985, COMPUT SECUR, V4, P287 NR 29 TC 6 PU PERGAMON-ELSEVIER SCIENCE LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, ENGLAND SN 0360-1315 J9 COMPUT EDUC JI Comput. Educ. PD MAY PY 1999 VL 32 IS 4 BP 301 EP 321 PG 21 SC Computer Science, Interdisciplinary Applications; Education & Educational Research GA 219XB UT ISI:000081632500003 ER PT J AU Lin, YC Wang, LC Tserng, HP AF Lin, Yu-Cheng Wang, Lung-Chuang Tserng, H. Ping TI Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan SO AUTOMATION IN CONSTRUCTION LA English DT Article DE knowledge management; knowledge map; web-based application; construction projects AB Knowledge management involves creating, securing, coordinating, combining, retrieving and distributing knowledge. Knowledge can be reused and shared among engineers and experts to enhance construction processes and decrease the time and cost of solving problems. This study presents a novel and practical method to capture and represent construction project knowledge by using network knowledge maps. Network Knowledge Maps (NKM) gives users an overview of available and missing knowledge in core project areas, enabling tacit and explicit knowledge to be managed appropriately. This study addresses application of knowledge management in the construction phase of construction projects, and presents a construction Map-based Knowledge Management (MBKM) concept and system for contractors. The MBKM system is then utilized in selected case studies involving a High-Tech factory building enterprise in Taiwan to verify the proposed methodology and indicate the effectiveness of sharing knowledge, particularly in the construction phase. Knowledge can be captured and managed to benefit future projects by effectively utilizing information and web technologies during the construction phase of a project. The results of this study demonstrate that an MBKM-like system can be applied effectively in knowledge management systems in the construction industry by using map-based knowledge management and web technology. (C) 2005 Elsevier B.V. All rights reserved. C1 Ching Yun Univ, Inst Civil Engn & Disaster Reduct Technol, Jung Li, Taiwan. Natl Taipei Univ Technol, Inst Civil & Disaster Prevent Engn, Taipei, Taiwan. Natl Taiwan Univ, Dept Civil Engn, Div Construct Engn & Management, Taipei 10764, Taiwan. RP Lin, YC, Ching Yun Univ, Inst Civil Engn & Disaster Reduct Technol, 229 Chien Hsin Rd, Jung Li, Taiwan. EM d89521016@ntu.edu.tw lcwang@ntut.edu.tw hptserng@ce.ntu.edu.tw CR BERGMANN R, 2002, EXPERIENCE MANAGEMEN CARNEIRO A, 2001, J KNOWLEDGE MANAGEME, V5, P358 CARNEIRO P, 2004, J CONSTRUCTION MANAG, V22, P631 CLOUGH RH, 2000, CONSTRUCTION PROJECT DAVENPORT TH, 1998, WORKING KNOWLEDGE EDUMFOTWE FT, 2000, INT J PROJECT MANAGE, V18, P111 ELDIRABY IE, 2005, J CONSTR ENG M ASCE, V131, P591, DOI 10.1061/(ASCE)0733-9364(2005)131:5(591) HART A, 1992, KNOWLEDGE ACQUISITIO JAN B, 2004, CONSTRUCTION MANAGEM, V22, P421 KAMARA JM, 2002, CONSTRUCTION INNOVAT, V2, P53 LIEBOWITZ J, 2005, J KNOWLEDGE MANAGEME, V9, P76 LIN YC, 2003, P 11 ANN C INT GROUP, P542 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT MALHOTRA Y, 2001, KNOWLEDGE MANAGEMENT NOLL M, 2002, PRACT APPL KNOWL MAN NONAKA I, 1995, KNOWLEDGE CREATING C ROBINSON HS, 2004, J CONSTRUCTION MANAG, V22, P733 TIWANA A, 2000, KNOWLEDGE MANAGEMENT UDAIPURWALA A, 2002, CAN J CIVIL ENG, V29, P499 WEXLER M, 2001, J KNOWLEDGE MANAGEME, V5, P249 WOO JH, 2004, AUTOMAT CONSTR, V13, P203, DOI 10.1016/j.autcon.2003.09.003 NR 21 TC 5 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0926-5805 J9 AUTOM CONSTR JI Autom. Constr. PD NOV PY 2006 VL 15 IS 6 BP 693 EP 705 DI 10.1016/j.autcon.2005.09.006 PG 13 SC Construction & Building Technology; Engineering, Civil GA 090EJ UT ISI:000240933100003 ER PT J AU Dhar, S Balakrishnan, B TI Risks, benefits, and challenges in global IT outsourcing: Perspectives and practices SO JOURNAL OF GLOBAL INFORMATION MANAGEMENT LA English DT Article DE benefits; global outsourcing; risks; transaction cost theory ID INFORMATION; ORGANIZATION; INDUSTRY; COST AB Many large organizations are increasingly outsourcing their IT functions. Factors like lower costs, improved productivity, higher quality, higher customer satisfaction, and ability to focus on core areas are some of the benefits of outsourcing. However there are many challenges and risks associated with IT outsourcing. In this article, we identify the main risk factors and best practices in global IT outsourcing. In addition, we delve into some important issues on IT outsourcing, particularly the challenges along with benefits. Finally, we present case studies of two Global 200 organizations and validate some of the claims made by previous researchers on IT outsourcing. This study will help the management to identify the risk factors and take the necessary remedial steps. Hence, this study is timely and relevant from both an academic and a practitioner's perspective. C1 San Jose State Univ, Dept Management Informat Syst, San Jose, CA 95192 USA. RP Dhar, S, San Jose State Univ, Dept Management Informat Syst, San Jose, CA 95192 USA. CR ADELEYE BC, 2004, INT J INFORM MANAGE, V24, P167, DOI 10.1016/j.ijinfomgt.2003.10.004 ALCHIAN AA, 1972, AM ECON REV, V62, P777 ALVARES K, 1995, HARVARD BUS REV, V73, P24 ANG S, 1998, MIS QUART, V22, P535 ANTONUCCI YL, 1998, J ACCOUNTANCY, V185, P26 AUBERT BA, 1997, TALE 2 OUTSOURCING C AUBERT BA, 2001, P 34 HAW INT C SYST BAHLI B, 2003, J INFORM TECHNOL, V18, P211, DOI 10.1080/0268396032000130214 BARZEL Y, 1982, J LAW ECON, V25, P27 BEAMISH P, 1995, J INFORMATION TECHNO, V10, P299 BOWERS LN, 1986, ACTUARIAL MATH SOC A CLARK TD, 1995, J INFORM TECHNOL, V10, P221 CROSS J, 1995, HARVARD BUS REV, V73, P94 DHAR S, 2004, P 5 ANN GLOB INF TEC DIBBERN J, 2004, DATA BASE ADV INF SY, V35, P6 DIROMUALDO A, 1998, SLOAN MANAGE REV, V39, P67 DUBE L, 2003, MIS QUART, V27, P597 EARL MJ, 1996, SLOAN MANAGE REV, V37, P26 GILBERT A, 2001, INFORMATION WEE 0924 HAMEL G, 1990, HARVARD BUSINESS MAY, P79 JURISON J, 1995, J INFORM TECHNOL, V10, P239 KING WR, 2000, INFORM MANAGE, V37, P323 LACITY MC, 1993, SLOAN MANAGE REV, V35, P73 LACITY MC, 1995, HARVARD BUS REV, V73, P84 LACITY MC, 1995, J INFORMATION TECHNO, V10, P203 LANGLOIS RN, 1992, RES POLICY, V21, P297 LEE JN, 2003, COMMUN ACM, V46, P84 LEVINE M, 1997, RISK MANAGEMENT, P36 MCFARLAN FW, 1995, SLOAN MANAGE REV, V36, P9 NAM K, 1996, COMMUN ACM, V39, P37 NELSON P, 1996, COMMUN ACM, V39, P29 OLEARY M, 1990, CIO, V6, P77 OVERBY S, 2003, CIO, P60 ROTHMAN J, 2003, COMPUTERWORLD 0915 SABHERWAL R, 2003, INFORM ORG, V13, P153 WANG ETG, 2002, INFORM SYST J, V12, P121 WILLIAMSON OE, 1985, EC I CAPITALISM NR 37 TC 5 PU IDEA GROUP PUBLISHING PI HERSHEY PA 701 E CHOCOLATE AVE, STE 200, HERSHEY, PA 17033-1240 USA SN 1062-7375 J9 J GLOB INF MANAG JI J. Glob. Inf. Manag. PD JUL-SEP PY 2006 VL 14 IS 3 BP 39 EP 69 PG 31 SC Information Science & Library Science GA 044HJ UT ISI:000237662700004 ER PT C AU Sanin, C Szczerbicki, E ED Khosla, R; Howlett, RJ; Jain, LC TI Using XML for implementing set of experience knowledge structure SO KNOWLEDGE-BASED INTELLIGENT INFORMATION AND ENGINEERING SYSTEMS, PT 1, PROCEEDINGS SE LECTURE NOTES IN ARTIFICIAL INTELLIGENCE LA English DT Proceedings Paper AB Among all knowledge forms, storing formal decision events in a knowledge-explicit way becomes an important development. Set of experience knowledge structure can help in achieving this purpose. Set of experience has been shown as a shape able to acquire explicit knowledge of formal decision events. However, to make set of experience knowledge structure practical, it must be worldwide transportable and understandable. The purpose of this paper is to show an effective form of transformation of the set of experience into a shareable and understandable shape able to travel among different systems and technologies. C1 Univ Newcastle, Fac Engn & Built Environm, Newcastle, NSW 2308, Australia. RP Sanin, C, Univ Newcastle, Fac Engn & Built Environm, Newcastle, NSW 2308, Australia. EM Cesar.Maldonadosanin@Newcastle.edu.au Edward.Szczerbicki@Newcastle.edu.au CR *DMG, 2005, PMML VERS 3 0 DRUCKER P, 1995, POST CAPITALIST EXEC GOLDRATT EM, 1986, GOAL GROSOF N, 2001, WORKSH E BUS INT WEB HARMELEN F, 1999, P IJCAI 99 WORKSH IN LEE JK, 2003, COMMUN ACM, V46, P59 LIN CH, 2002, J COMPUT INFORM SYST, V42, P83 LLOYD JW, 2003, LOGIC LEARNING LEARN MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT, P37 MINSKY M, 2004, AI TOPICS SANIN C, 2004, KNOWLEDGE MANAGEMENT, P79 SINGH S, 2003, HYDROCARB PROCESS, V82, P62 NR 12 TC 5 PU SPRINGER-VERLAG BERLIN PI BERLIN PA HEIDELBERGER PLATZ 3, D-14197 BERLIN, GERMANY SN 0302-9743 BN 3-540-28894-5 J9 LECT NOTE ARTIF INTELL PY 2005 VL 3681 BP 946 EP 952 PG 7 SC Computer Science, Artificial Intelligence GA BDC77 UT ISI:000232719900135 ER PT J AU Chou, TC Chang, PL Tsai, CT Cheng, YP TI Internal learning climate, knowledge management process and perceived knowledge management satisfaction SO JOURNAL OF INFORMATION SCIENCE LA English DT Article DE innovativeness; interfunctional coordination; socialization; externalization; combination; internalization ID MARKET ORIENTATION; INNOVATION; FIRM; PERSPECTIVE; TECHNOLOGY; CREATION; CAPABILITIES; PERFORMANCE; INTEGRATION; NETWORKS AB Effective knowledge management (KM) has been a topic of great interest and extensively studied by organization researchers. Yet there is little research that attempts to explain the organizational KM performance in terms of employees' satisfaction. To address this gap, this paper proposes a path model employing a number of constructs: innovativeness, interfunctional coordination, the KM processes of socialization, externalization, combination, and internalization, and employees' perceived KM satisfaction. Empirical testing of the model is based on a sample of 157 enterprises from the Taiwanese information service industry. The results show that 10 of the 16 hypothesized relationships are supported by empirical data. The implications of these findings for knowledge management are discussed. C1 Natl Kaohsiung First Univ Sci & Technol, Dept Informat Management, Kaohsiung 824, Taiwan. Feng Chia Univ, Dept Business Adm, Taichung, Taiwan. RP Chou, TC, Natl Kaohsiung First Univ Sci & Technol, Dept Informat Management, 1 Univ Rd,Yen Chao, Kaohsiung 824, Taiwan. 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Inf. Sci. PY 2005 VL 31 IS 4 BP 283 EP 296 DI 10.1177/0165551505054171 PG 14 SC Computer Science, Information Systems; Information Science & Library Science GA 957HF UT ISI:000231360200004 ER PT J AU Marjanovic, O TI Towards a web-based handbook of generic, process-oriented learning designs SO EDUCATIONAL TECHNOLOGY & SOCIETY LA English DT Article DE process oriented learning designs; innovative teaching practices; educational technologies; knowledge management; web services AB Process-oriented learning designs are innovative learning activities that include a set of inter-related learning tasks and are generic ( could be used across disciplines). An example includes a problem-solving process widely used in problem-based learning today. Most of the existing process-oriented learning designs are not documented, let alone analysed, in any systematic way because they are tacit knowledge gained through years of experience and reflection. The paper investigates the problems of creation, sharing and IT support of process-oriented learning designs and proposes a new type of process-oriented, knowledge management educational technology called the web-based handbook of learning designs. It is envisaged that this technology will enable teachers to assemble, share, reuse and execute process-oriented learning designs without any programming involved. To design this technology, the paper proposes a multidisciplinary framework that integrates research in six different areas: educational theories, educational technologies, knowledge management, software engineering, process management and web-services. The paper then uses this multidisciplinary framework to identify the main research challenges that need to be solved before this technology can be adopted on a larger scale. C1 Univ New S Wales, Sch Informat Syst Technol & Management, Sydney, NSW, Australia. RP Marjanovic, O, Univ New S Wales, Sch Informat Syst Technol & Management, Sydney, NSW, Australia. EM o.marjanovic@unsw.edu.au CR *ADL, 2004, SCORM SEQ NAV SN VER *ADL, 2004, SCORM *IEEE, 2004, IEEE LEARN TECHN NEW *UNSW, 2004, WELC GUID LEARN INF AGOSTINHO S, 2002, P 19 ANN C AUSTR SOC, P29 ALAVI M, 2001, MIS QUART, V25, P107 BOSTOCK SJ, 1997, WEB BASED INSTRUCTIO, P225 CARLSEN S, 1998, CSCW 98 WORKSH AD WO CRISTEA A, 2004, ED MEDIA 04 C JUN 21 DEBONO E, 2001, 6 THINKING HATS DIGIANO C, 2000, IEEE INT WORKSH ADV KAYAMA M, 2001, IEEE INT C ADV LEARN MALHOTRA Y, 2002, HDB KNOWLEDGE MANAGE, V1, P577 MALONE TW, 1999, MANAGE SCI, V45, P425 MARJANOVIC O, 2000, IEEE INT WORKSH ADV MARJANOVIC O, 2004, INT J WEB SERVICE RE, V1, P16 MARJANOVIC O, 2005, IN PRESS BUSINE 0120 OLIVER R, 2002, INFORMATION COMMUNIC PHILLIPS R, 2000, AUSTR J ED TECHNOLOG, V16, P147 VANDERVEEN J, 1998, 3 INT C COOP INF SYS WELSCH E, 2004, ONLINE LEARNING 1129 YANG J, 2003, COMMUN ACM, V46, P35 ZHANG LJ, 2004, INT J WEB SERVICE RE, V1, P41 NR 23 TC 5 PU IEEE COMPUTER SOC, LEARNING TECHNOLOGY TASK FORCE PI PALMERSTON NORTH PA BAG 11-222, MASSEY UNIVERSITY, PALMERSTON NORTH, NEW ZEALAND SN 1436-4522 J9 EDUC TECHNOL SOC JI Educ. Technol. Soc. PD APR PY 2005 VL 8 IS 2 BP 66 EP 82 PG 17 SC Education & Educational Research GA 923TQ UT ISI:000228932600006 ER PT J AU Alt, R Fleisch, E TI Business networking systems: Characteristics and lessons learned SO INTERNATIONAL JOURNAL OF ELECTRONIC COMMERCE LA English DT Article DE business networking; enterprise resource planning (ERP); interorganizational system (IOS); networkability supply-chain management (SCM) AB Designing relationships among business units is of growing competitive relevance. Business networking is largely enabled by the interorganizational information systems (IOS) that have evolved since the 1960s. However, many companies initially invested in enterprise resource planning systems (ERP) and have only recently begun to complement these systems with networking capabilities. The developmental path toward IOS is referred to here as business networking systems (BNS). The major challenges for such systems are described, along with the main types of systems and the criteria for characterizing them. Three case studies identify techniques and lessons learned in designing business networking systems. Methodologies For BNS projects should treat these lessons as integral elements that sustain adoption and business orientation. C1 Univ St Gallen, Inst Informat Management, Competence Ctr Business Networking, St Gallen, Switzerland. RP Alt, R, Univ St Gallen, Inst Informat Management, Competence Ctr Business Networking, St Gallen, Switzerland. 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J. Electron. Commer. PD WIN PY 2000 VL 5 IS 2 BP 7 EP 27 PG 21 SC Business; Computer Science, Software Engineering GA 385RD UT ISI:000166016700003 ER PT J AU Shin, DH AF Shin, Dong-Hee TI A critique of Korean National Information Strategy: Case of national information infrastructures SO GOVERNMENT INFORMATION QUARTERLY LA English DT Article DE national information infrastructure; information policy; telecommunication policy; South Korea ID SOUTH-KOREA; FUTURE AB In 2004, the Korean government launched the IT839 project with the objective of converting Korea into a ubiquitous information society. This study investigates the role of the Korean government in the development of the national information infrastructure and the realization of IT839 vision. This paper reviews the historic and individual data related to the infrastructure project, draws on the social construction of technology theory as a framework for interpreting such data, traces the transformations and translation of this data in the public, political, and social discourse, and discusses the next generation of information infrastructure. Findings imply that despite optimistic prospects and proactive drive, uncertainty still remains with respect to where IT839 will evolve and how it will impact the new information milieu. (c) 2006 Elsevier Inc. All rights reserved. C1 Penn State Univ, Sch Informat Sci & Technol, Reading, PA 19610 USA. RP Shin, DH, Penn State Univ, Sch Informat Sci & Technol, POB 7009, Reading, PA 19610 USA. 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Inf. Q. PD JUL PY 2007 VL 24 IS 3 BP 624 EP 645 DI 10.1016/j.giq.2006.06.011 PG 22 SC Information Science & Library Science GA 183LS UT ISI:000247574900008 ER PT J AU Hesse, BW Shneiderman, B AF Hesse, Bradford W. Shneiderman, Ben TI eHealth research from the user's perspective SO AMERICAN JOURNAL OF PREVENTIVE MEDICINE LA English DT Article ID HEALTH INFORMATION; DECISION-SUPPORT; BREAST-CANCER; COMMUNICATION; CARE; SYSTEMS; PHYSICIANS; LITERACY; SCIENCE; IMPACT AB The application of information technology (IT) to issues of healthcare delivery has had a long and tortuous history in the United States. Within the field of eHealth, vanguard applications of advanced computing techniques, such as applications in artificial intelligence or expert systems, have languished in spite of a track record of scholarly publication and decisional accuracy. The problem is one of purpose, of asking the right questions for the science to solve. Historically, many computer science pioneers have been tempted to ask '' what can the computer do?'' New advances in eHealth are prompting developers to ask 14 what can people do?'' How can eHealth take part in national goals for healthcare reform to empower relationships between healthcare professionals and patients, healthcare teams and families, and hospitals and communities to improve health equitably throughout the population? To do this, eHealth researchers must combine best evidence from the user sciences (human factors engineering, human-computer interaction, psychology, and usability) with best evidence in medicine to create transformational improvements in the quality of care that medicine offers. These improvements should follow recommendations from the Institute of Medicine to create a healthcare system that is (1) safe, (2) effective (evidence based), (3) patient centered, and (4) timely. Relying on the eHealth researcher's intuitive grasp of systems issues, improvements should be made with considerations of users and beneficiaries at the individual (patient-physician), group (family-staff), community, and broad environmental levels. C1 NCI, Div Canc Control & Populat Sci, Bethesda, MD 20892 USA. Univ Maryland, Dept Comp Sci, College Pk, MD 20742 USA. RP Hesse, BW, NCI, Div Canc Control & Populat Sci, 6130 Execut Blvd,MSC 7365, Bethesda, MD 20892 USA. 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J. Prev. Med. PD MAY PY 2007 VL 32 IS 5 SU Suppl. S BP S97 EP S103 DI 10.1016/j.amepre.2007.01.019 PG 7 SC Public, Environmental & Occupational Health; Medicine, General & Internal GA 168LX UT ISI:000246527200005 ER PT J AU King, WR AF King, William R. TI The IS organization of the future: Impacts of global sourcing SO INFORMATION SYSTEMS MANAGEMENT LA English DT Article DE global IS management; human resource management; IS capabilities; IS organization of the future; outsourcing AB Global sourcing will continue to have a major impact on IS organizations. Fourteen "new" and traditional skills that IS organizations will need in tomorrow's global sourcing environment are highlighted. C1 Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA. RP King, WR, Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA. EM bilking@katz.pitt.edu CR ASPRAY W, 2006, GLOBALIZATION OFFSHO DAVIS G, 2007, IN PRESS J ASS INFOR GROVER V, 1993, J SYST MANAGE, V44, P34 KING WR, 2000, INFORM MANAGE, V37, P323 KLIEM R, 2004, INFORM SYST MANAGE, V21, P22 KO DG, 2005, MIS QUART, V29, P59 KOWULA A, 2004, WALL STREET J 0224, B2 LACITY MC, 1993, INFORM SYSTEMS OUTSO LOH L, 1992, J MANAGEMENT INFORMA, V9, P7 RAO MT, 2004, INFORM SYST MANAGE, V21, P16 NR 10 TC 4 PU AUERBACH PUBLICATIONS PI BOCA RATON PA C/O CRC PRESS L L C, 2000 CORPORATE BLVD NW, BOCA RATON, FL 33431 USA SN 1058-0530 J9 INFORM SYST MANAGE JI Inf. Syst. Manage. PD SPR PY 2007 VL 24 IS 2 BP 121 EP 127 DI 10.1080/10580530701221015 PG 7 SC Computer Science, Information Systems GA 163XE UT ISI:000246195700004 ER PT J AU Davis, GB Ein-Dor, P King, WR Torkzadeh, R AF Davis, Gordon B. Ein-Dor, Phillip King, William R. Torkzadeh, Reza TI IT OFFSHORING: history, prospects and challenges SO JOURNAL OF THE ASSOCIATION FOR INFORMATION SYSTEMS LA English DT Article DE advantages of outsourcing; culture; offshoring; politics; risks; trends ID FOREIGN DIRECT INVESTMENTS; INFORMATION-SYSTEMS; MANUFACTURING SECTOR; SOFTWARE-DEVELOPMENT; FRAMEWORK; JAPANESE AB Offshore provision of IS/IT related services has been growing rapidly in recent years and seems firmly set to continue. This trend is fueled by the many advantages of offshore service procurement; however, there are dangers in this practice. Furthermore, offshoring requires adaptation of the IS function and IS management. This, in turn suggests the need for modifications of IS curricula in order to prepare graduates for the new environment. The advantages of offshoring are those of outsourcing in general cost saving and allowing the organization to focus on its core activities. The main dangers include loss of possibly-important business skills and reliance on remote suppliers who face risks that are unfamiliar to the client firm. The loss of jobs due to offshoring also introduces political considerations. Offshore IS activities are generally the responsibility of an organization's CIO. This management responsibility requires awareness of cultural and legal differences and of risks associated with offshoring and outsourcing in general. Offshoring has an effect on job opportunities for graduates of information systems programs. The number of some jobs will shrink, but new positions with new responsibilities are likely to emerge. Training of students in the U. S. and other countries in the developed world to function in an environment of offshored operations will introduce new IS roles and skills and require the adaptations of IS curricula. C1 Univ Minnesota, Carlson Sch Management, Minneapolis, MN 55455 USA. Tel Aviv Univ, Fac Management, IL-69978 Tel Aviv, Israel. Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA. Univ Nevada, Dept MIS, Las Vegas, NV 89154 USA. RP Davis, GB, Univ Minnesota, Carlson Sch Management, Minneapolis, MN 55455 USA. EM gdavis@csom.umn.edu eindor@post.tau.ac.il billking@katz.pitt.edu reza.torkzadeh@unlv.edu CR 2003, ECONOMIST 0717 2003, ECONOMIST 1120 2003, ECONOMIST 1211 2004, ECONOMIST 1111 2005, BANQ FRANC B DIG 2005, EC INTELLIGENCE 0311 2005, ECONOMIST 0217 2006, MONEY MAGAZINE *ACM, 2005, MEMBER NET *BCS, 2004, OFFSH CHALL OPP BRIT *EV NASSCOM, 2003, IMP GLOB SOURC UK EC *MCK GLOB I, 2004, CAN GERM WIN OFFSH AGGARWAL A, 2004, OFFSHORING IT SERVIC ANG S, 1997, ORGAN SCI, V8, P235 ANG S, 1998, MIS QUART, V22, P535 ANTE S, 2004, BUSINESSWEEK ON 0302 ASPRAY W, 2006, GLOBALIZATION OFFSHO AUSTIN S, 2004, MIAMI DAILY BUS 0506 BANGA R, 2006, J INT BUS STUD, V37, P558, DOI 10.1057/palgrave.jibs.8400207 BARTHELEMY J, 2003, SLOAN MANAGE REV, V42, P60 BARTSCH E, 2004, GERMANY OFFSHORING M BENOIT B, 2004, FINANCIAL TIMES 0323 BRAHM R, 1995, STRATEGIC MANAGE J, V16, P71 CARMEL E, 2002, MIS Q EXECUTIVE, V1, P65 CHAN CM, 2006, J INT BUS STUD, V37, P642, DOI 10.1057/palgrave.jibs.8400216 CHANG JCJ, 2005, J MANAGE INFORM SYST, V22, P85 COLLETT S, 2004, COMPUTERWORLD, V38, P16 CULLEN S, 2005, MIS Q EXECUTIVE, V4, P229 DAVIS B, 2004, WALL STREET J 0320, A1 DAVIS B, 2004, WALL STREET J 0320, A8 DEARDEN J, 1987, SLOAN MANAGE REV, V28, P87 DIBBERN J, 2004, DATA BASE ADV INF SY, V35, P6 EARL MJ, 1996, SLOAN MANAGE REV, V37, P26 ERBER G, 2005, INTERECONOMICS, V40, P100 FARRELL D, 2003, MCKINSEY Q, V4, P24 FARRELL D, 2005, J MANAGE STUD, V42, P675 GIDDENS A, 1999, RUNAWAY WORLD GLOBAL GIDDENS A, 2000, 3 WAY ITS CRITICS GORGONE J, 2000, COMMUNICATIONS AIS, V3 GROVER V, 1996, J MANAGEMENT INFORMA, V12, P89 HALVEY JK, 2000, BUSINESS PROCESS OUT HIRSCHHEIM R, 2005, P 26 INT C INF SYST KAISER K, 2004, MISQ EXECUTIVE, V3 KING WR, 1994, INFORM SYST MANAGE, V11, P58 KING WR, 2000, INFORM MANAGE, V37, P323 KING WR, 2001, IEEE T ENG MANAGE, V48, P15 KING WR, 2004, INFORM SYSTEMS MANAG, V21 KIRKEGAARD J, 2004, OFFSHORING WHAT SHOU KO D, 2005, MIS Q, V29, P1 KOBAYASHIHILLAR.M, 2005, QUEUE ACM FEB, P55 KOTABE M, 1994, J INT BUS STUD, V25, P115 KOWULA A, 2004, WALL STREET J 0224, B2 KRISHNA S, 2004, COMMUN ACM, V47, P62 LACITY MC, 1995, HARVARD BUS REV, V73, P84 LACITY MC, 1998, MIS QUART, V22, P363 LACITY MC, 2003, MIS Q EXECUTIVE, V2, P856 LEVY DL, 1995, J INT BUS STUD, V26, P343 MANN C, 2003, INT EC POLICY BRIEFS, P1 MATLOFF N, 2004, COMMUNICATIONS ACM, V47 MCCUE A, 2003, UNIONS PUSH EU INDIA MCDOUGALL P, 2005, INFORMATIONWEEK AUG, P34 MCLAREN J, 2000, AM ECON REV, V90, P1239 MCLELLAN K, 1995, J INFORM TECHNOL, V10, P299 MILLIGAN J, 2004, BANKING STRATEGI JAN MOCZADLO R, 2004, CHANCEN RISIKEN OFFS MOXON RW, 1975, J INT BUS STUD, V6, P51 NICHOLSON B, 2004, INFORM ORG, V14, P329 NOLAN RL, 1995, HARVARD BUSINBES JUL, P160 ORLIKOWSKI WJ, 1991, INFORMATION SYSTEMS, V2, P143 OVERBY S, 2003, CIO MAGAZINE DEC OVERBY S, 2003, CIO MAGAZINE MAR PARKER A, 2004, 2 SPEED EUROPE WHY 1 QUINN JB, 1994, SLOAN MANAGE REV, V35, P43 RICHMOND W, 2003, J MANAGEMENT INFOR S, V10, P57 ROTTMAN J, 2006, SLOAN MANAGEMENT REV, V47 ROTTMAN JW, 2004, MIS Q EXECUTIVE, V3, P117 RUBIN HA, 1997, INFORM SYST MANAGE, V14, P7 SAWHNEY M, 2002, DIG FRONT C SIMON H, 1965, SHAPE AUTOMATION MEN, P1 SNOW AP, 2006, EXTERPRISE INFORM SE, P150 STOPFORD J, 1966, MANAGING MULTINATION STRAUB D, 2004, 328 MIT CISR THURM S, 2004, WALL STREET J 0303 TWING D, 2005, NETWORK WORLD 0928 VIJAYAN J, 2004, COMPUTERWORLD, V38, P28 VIOLINO B, 1998, INFORMATIONWEEK, V709, P45 WANG ETG, 1997, MANAGE SCI, V43, P1726 WANG ETG, 2002, INFORM SYST J, V12, P153 WEBER R, 1992, MIS Q, V28, R3 WEI Y, 2006, J INT BUS STUD, V37, P544, DOI 10.1057/palgrav.jibs.8400209 WHANG SJ, 1992, MANAGE SCI, V38, P307 WHINSTON AB, 2004, MIS QUART, V28, P149 YOON YK, 1990, WORLD POLIT, V43, P1 NR 93 TC 4 PU ASSOC INFORMATION SYSTEMS PI ATLANTA PA GEORGIA STATE UNIV, 35 BROAD STREET, STE 916-917, ATLANTA, GA 30303 USA SN 1536-9323 J9 J ASSOC INF SYST JI J. Assoc. Inf. Syst. PD NOV PY 2006 VL 7 IS 11 BP 770 EP 795 PG 26 SC Computer Science, Information Systems; Information Science & Library Science GA 171MM UT ISI:000246740100002 ER PT J AU Lam, JCY Lee, MKO TI Digital inclusiveness - Longitudinal study of Internet adoption by older adults SO JOURNAL OF MANAGEMENT INFORMATION SYSTEMS LA English DT Article DE behavioral modeling; computer training; digital divide; digital inclusiveness; information systems adoption; Internet self-efficacy; social cognitive theory ID TECHNOLOGY ACCEPTANCE MODEL; SOCIAL COGNITIVE THEORY; SELF-EFFICACY; INFORMATION-TECHNOLOGY; COMPUTER-TECHNOLOGY; USER ACCEPTANCE; LEARNING THEORY; USAGE; WORKPLACE; EXPECTATIONS AB In order to build a digital inclusive society, both government and nongovernment organizations in countries such as China, Japan, Korea, Singapore, Taiwan, the United Kingdom, and the United States have been offering training programs to the general public and establishing communitywide public access computer facilities in recent years. However, offering training programs and enabling access to facilities are not sufficient on their own if, due to other reasons, the socially disadvantaged groups do not choose to make use of the facilities. As an exploratory investigation, this study focuses on the voluntary adoption of these facilities (typified by the Internet) by one such disadvantaged group-older adults. In particular, this study investigates the role of Internet self-efficacy and Outcome expectations in older adults' usage of the Internet through a three-part longitudinal study, involving almost 1,000 participants. A theoretical model based on social cognitive theory was developed and empirically tested through both surveys and lab experiments. Behavioral modeling training courses were offered to adults age 55 or older in the study over a one-year period. Questionnaire surveys and cognitive knowledge assessments were conducted. In general, the findings in the longitudinal study (including three repeated measures) validated the affects of Internet self-efficacy and outcome expectations on usage intention, and the important roles of support and encouragement in the formation of self-efficacy and outcome expectations. Limitations and implications are discussed. C1 Univ Hong Kong, Dept Social Work & Social Adm, Hong Kong, Hong Kong, Peoples R China. Multiple Intelligence Dev Soc, Hong Kong, Hong Kong, Peoples R China. City Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China. RP Lam, JCY, Univ Hong Kong, Dept Social Work & Social Adm, Hong Kong, Hong Kong, Peoples R China. 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Manage. Inform. Syst. PD SPR PY 2006 VL 22 IS 4 BP 177 EP 206 PG 30 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 031YC UT ISI:000236740100008 ER PT J AU Noumeir, R TI Radiology interpretation process modeling SO JOURNAL OF BIOMEDICAL INFORMATICS LA English DT Article DE radiology; interpretation; diagnostic report; process modeling; workflow modeling; workflow management systems; process reengineering; business process redesign; integrating the healthcare enterprise; digital imaging and communications in medicine ID HEALTH-CARE AB Information and communication technology in healthcare promises optimized patient care while ensuring efficiency and cost-effectiveness. However, the promised results are not yet achieved; the healthcare process requires analysis and radical redesign to achieve improvements in care quality and productivity. Healthcare process reengineering is thus necessary and involves modeling its workflow. Even though the healthcare process is very large and not very well modeled yet, its sub-processes can be modeled individually, providing fundamental pieces of the whole model. In this paper, we are interested in modeling the radiology interpretation process that results in generating a diagnostic radiology report. This radiology report is an important clinical element of the patient healthcare record and assists in healthcare decisions. We present the radiology interpretation process by identifying its boundaries and by positioning it on the large healthcare process map. Moreover, we discuss an information data model and identify roles, tasks and several information flows. Furthermore, we describe standard frameworks to enable radiology interpretation workflow implementations between heterogeneous systems. (c) 2005 Elsevier Inc. All rights reserved. C1 Ecole Technol Super, Montreal, PQ H3C 1K3, Canada. RP Noumeir, R, Ecole Technol Super, 1100 Notre Dame W, Montreal, PQ H3C 1K3, Canada. EM noumeir@ele.etsmtl.ca CR BRANSTETTER BF, 2003, J DIGIT IMAG S, V16, P44 CARR CD, 2003, COMPUT MED IMAG GRAP, V27, P137, DOI 10.1016/S0895-6111(02)00087-3 CASTANO S, 1999, DATA KNOWL ENG, V31, P253 CHAPLIN E, 1996, QUAL PROG, V29, P105 DAVENPORT TH, 1998, IEEE ENG MANAGE REV, V26, P46 DOLIN RH, 2001, J AM MED INFORM ASSN, V8, P552 ERIKSSON HE, 1999, BUSINESS MODELING UM HAMMER M, 1990, HARVARD BUSINESS JUL, P104 HAUX R, 2002, INT J MED INFORM, V66, P3 KIRSCH KR, 2003, J DIGIT IMAGING S1, V16, P45 KOBIELUS JG, 1997, WORKFLOW STRATEGIES KOLOPOULOS T, 1995, WORKFLOW IMPERATIVE KRUPINSKI E, 2003, J DIGIT IMAGING, V16, P203, DOI 10.1007/s10278-003-1658-7 LEPANTO L, 2003, J DIGIT IMAG S, V16, P13 LEUNG KRPH, 2001, J SYST SOFTWARE, V55, P245 MALHOTRA Y, 1998, IEEE ENG MANAGEMENT, V26, P27 MARIETTI C, 1998, HEALTHCARE INFORM NOUMEIR R, 2002, ICME, V2, P325 NOUMEIR R, 2003, IEEE T INF TECHNOL B, V7, P318 NOUMEIR R, 2005, IN PRESS J DIGIT IMA NOUMEIR R, 2005, PACS IMAGING INFORM, V5758, P340 RALSTON MD, 2003, J DIGIT IMAG S, V16, P47 REINER B, 2003, J DIGIT IMAG S, V16, P17 REINER BI, 2003, J DIGIT IMAGING, V16, P324, DOI 10.1007/s10278-003-1743-y RUMBAUGH J, 1999, UNIFIED MODELING LAN SHARP A, 2001, WORKFLOW MODELING TO SIEGEL EL, 2001, P IEEE S COMP BAS ME, P1 SIEGEL EL, 2003, J DIGIT IMAGING, V16, P164, DOI 10.1007/s10278-002-6006-9 STEFANELLI M, 2002, INT J MED INFORM, V66, P39 WHITMAN ME, 1996, INFORM MANAGE-AMSTER, V30, P239 WU S, 2002, J INTELL INF SYST, V18, P71 NR 31 TC 4 PU ACADEMIC PRESS INC ELSEVIER SCIENCE PI SAN DIEGO PA 525 B ST, STE 1900, SAN DIEGO, CA 92101-4495 USA SN 1532-0464 J9 J BIOMED INFORM JI J. Biomed. Inform. PD APR PY 2006 VL 39 IS 2 BP 103 EP 114 DI 10.1016/j.jbi.2005.07.001 PG 12 SC Computer Science, Interdisciplinary Applications; Medical Informatics GA 027MQ UT ISI:000236420100001 ER PT J AU Li, XQ Montazemi, AR Yuan, YF TI Agent-based buddy-finding methodology for knowledge sharing SO INFORMATION & MANAGEMENT LA English DT Article DE knowledge management; information sharing; intelligent agent; P2P; case-based reasoning; fuzzy logic ID VIRTUAL COMMUNITIES; SYSTEMS; MANAGEMENT; COORDINATION; TRUST; ARCHITECTURE; NETWORKS; SUPPORT AB The Internet provides an opportunity for knowledge sharing among people with similar interests (i.e., buddies). Emails, mailing lists, chat rooms, electronic bulletin boards, newsgroups are ways for identifying buddies. However, manual ways of finding a buddy are time consuming and not generally effective. Collaborative filtering technologies can provide useful information to users based on others' interests, and software agent technology is a promising tool for finding buddies. Software agents are autonomous and call represent users' preferences and perform tasks with built-in learning and reasoning capabilities. They can also communicate with one another to exchange information. Here, we define an agent-based buddy-finding methodology. Agents are created to represent users and exchange sample information with possible buddies while assessing the information exchanged. Thus, we present a methodology for developing an agent that identifies a set of buddy-agents using a built-in fuzzy reasoning mechanism to assess the buddy membership of peer agents. Using this, the agents cultivate a dynamic acquaintance list of their peer agents. The methodology was empirically tested in a context involving sharing musical-knowledge. We show that the buddies found by agents are as good as those found manually. (c) 2005 Elsevier B.V. All rights reserved. C1 McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. Univ Illinois, Dept MIS, Coll Business & Management, Springfield, IL 62703 USA. RP Montazemi, AR, McMaster Univ, Michael G DeGroote Sch Business, Hamilton, ON L8S 4M4, Canada. EM xli1@uis.edu montazem@mcmaster.ca yuanyuf@mcmaster.ca CR ADAR E, 2000, FREE RIDING GNUTELLA ALAVI M, 2001, MIS QUART, V25, P107 ARCOS JL, 2001, LECT NOTES ARTIF INT, V2080, P576 AUGIER M, 1999, J KNOWLEDGE MANAGEME, V3, P252 BA SL, 2002, MIS QUART, V26, P243 BERNUS P, 1998, LECT NOTES COMPUT SC, V1364, P25 BORDETSKY A, 2000, INFORM SYST RES, V11, P366 CATTERALL M, 2002, J CONSUMER BEHAV, V1, P228 CHAI W, 2000, P INT S MUS INF RETR CHANG LK, 2005, INFORM MANAGE, V42, P469 DAVIS R, 1983, ARTIF INTELL, V20, P63 DIGNUM F, 2001, INTELLIGENT AGENTS, V7, P150 DIXON NM, 1999, LEARNING ORG, V6, P212 DOUGHERTY V, 1999, IND COMMER TRAIN, V31, P262 DURFEE EH, 2001, LECT NOTES ARTIF INT, V2086, P118 FERNANDEZ G, 1998, LECT NOTES COMPUT SC, V1364, P39 FLORES RA, 2001, LECT NOTES ARTIF INT, V1887, P56 GEYER F, 1996, KYBERNETES, V25, P60 GOOD N, 1999, P 1999 C AM ASS ART, P439 GOTTSCHALK P, 2000, P 33 HAW INT C SYST, V3 GOULD D, 1999, LEADING VIRTUAL TEAM GUPTA K, 1996, THESIS MCMASTER U GUPTA KM, 1997, IEEE T SYST MAN CY A, V27, P601 HANSEN MT, 1999, HARVARD BUS REV, P105 HAYESROTH B, 1995, ARTIF INTELL, V72, P329 HOFFMAN DL, 1999, COMMUN ACM, V42, P80 HOLMSTROM H, 2001, P 22 INT C INF SYST, P299 HU YJ, 2001, P 5 INT C AUT AG, P489 IRMA B, 2001, J MANAGEMENT INFORM, V18, P23 JOHNSON P, 2001, J WORKPLACE LEARNING, V13, P24 LANG JCY, 2001, J ORGAN CHANGE MANAG, V14, P539 LARSEN KRT, 2002, INFORM MANAGE-AMSTER, V39, P445 LESSER E, 2000, KNOWLEDGE MANAGEMENT, P251 LYNNE MM, 2001, J MANAGEMENT INFORMA, V18, P57 MALHOTRA Y, 2002, INFORM STRATEGY, V18, P26 MALTIZ D, 1995, HUM FACT COMP SYST D, P202 MANTARAS RL, 2001, LECT NOTES ARTIF INT, V2080, P16 MARIK V, 1999, ROBOT AUTON SYST, V27, P29 MILLEN DR, 2002, COMMUN ACM, V45, P69 MONTAZEMI AR, 1996, J COMPUTERS IND, V29, P209 NEWELL A, 1988, COMPLEX INFORM PROCE NODINE M, 2001, INTELLIGENT AGENTS, V7, P167 NORMAN TJ, 2001, LECT NOTES ARTIF INT, V1986, P136 PORTMANN M, 2003, COMPUT COMMUN, V26, P1159 POUCHARD L, 2001, LECT NOTES ARTIF INT, V1887, P192 POWELL WW, 1998, CALIF MANAGE REV, V40, P228 REGAN EA, 2002, END USER INFORM SYST RICCI A, 2001, LECT NOTES ARTIF INT, V2182, P235 RIDINGS CM, 2002, J STRATEGIC INF SYST, V11, P271 SCHEIER E, 2000, THESIS MIT SCHUMACHER M, 2001, LECT NOTES ARTIFICIA SIKORA R, 1998, MANAGE SCI, V44, P65 SMITH M, 2002, COMMUN ACM, V45, P51 SUTTON RS, 1998, REINFORCEMENT LEARNI SWAN J, 1999, J KNOWLEDGE MANAGEME, V3, P262 TUNG LL, 2001, P 22 INT C INF SYST, P307 TURNER PJ, 2001, LECT NOTES ARTIF INT, V1887, P246 WENGER E, 1998, COMMUNITIES PRACTICE YAGER RR, 1981, DECISION SCI, V12, P589 ZADEH LA, 1965, FUZZY SETS INFORMATI, V8, P338 ZERFIRIDIS KG, 2004, J SYST SOFTWARE, V73, P31, DOI 10.1016/S0164-1212(03)00244-9 ZHUGE H, 2003, INFORM MANAGE-AMSTER, V40, P419 NR 62 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0378-7206 J9 INFORM MANAGEMENT JI Inf. Manage. PD APR PY 2006 VL 43 IS 3 BP 283 EP 296 DI 10.1016/j.im.2005.07.001 PG 14 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 027PK UT ISI:000236427300003 ER PT J AU Raisinghani, MS Meade, LL TI Strategic decisions in supply-chain intelligence using knowledge management: an analytic-network-process framework SO SUPPLY CHAIN MANAGEMENT-AN INTERNATIONAL JOURNAL LA English DT Article DE supply chain management; knowledge management; organizational performance AB Purpose - To investigate the linkage between organization performance criteria and the dimensions of agility, e-supply-chain drivers and knowledge management. Design/methodology/approach - The analytic network process is applied as the research methodology in the context of executive decisions that include qualitative and quantitative attributes. The decision model is presented, along with a case study with an e-supply chain of a global telecommunications company. Findings - The study develops a framework for measuring the relative importance of a particular dimension based on the application of theoretical concepts from the information systems and management science literature to the digital, knowledge economy. Since contextual factors play a critical role in the design of effective knowledge-management (KM) systems, technical and process solutions need to be customized to fit the organization performance criteria, dimensions of agility and supply chain drivers. Research limitations/implications - The model presented is dependent on the perceptual weightings provided by the decision-maker and the generalizability of findings based on our model to other organizations may be limited. Practical implications - This paper addresses the need for a strategic decision-making tool to assist management in determining which knowledge management construct is most beneficial in the development of an agile supply chain. Originality/value - This paper fulfils an identified information need and offers practical help in a dynamic and competitive environment by providing a decision model that assists in determining which construct of KM is most important based on an organization's performance criteria, dimensions of agility and supply-chain drivers. C1 Texas Womans Univ, Sch Management, Denton, TX 76204 USA. Texas Christian Univ, MJ Neeley Sch Business, Ft Worth, TX 76129 USA. RP Raisinghani, MS, Texas Womans Univ, Sch Management, Denton, TX 76204 USA. CR ALAVI M, 2001, MIS QUART, V25, P107 BEIJERSE RP, 1999, J KNOWLEDGE MANAGEME, V3 BERMUDEZ J, 2000, ISSUE 1S B2B COMMERC CHOPRA S, 2001, SUPPLY CHAIN MANAGEM COLEMAN P, 2000, E LOGISTICS BACK OFF COTEY DR, 2001, HDB BUSINESS STR JAN, P127 DUHON B, 1998, INFORM, V12, P8 FAWCETT SE, 1997, TRANSPORT J, P18 GOLDMAN SL, 1995, AGILE COMPETITORS VI HOLZNER B, 1979, KNOWLEDGE APPL KNOWL KLEINDORFER PR, 1990, EUR J OPER RES, V47, P214 LEE HL, 2001, P STANF GLOB SUPPL C, P1 MALHOTRA Y, 2000, DECIPHERING KNOWLEDG MEADE LM, 1999, INT J PROD RES, V37, P241 MORSE R, 2000, KNOWLEDGE MANAGEMENT NISSEN M, 2000, INFORMATION RESOURCE, V13, P24 PENTLAND B, 1995, ACCOUNTING MANAGEMEN, V5, P1 SAATY TL, 1996, DECISION MAKING DEPE SADEH NM, 2003, J ORG COMP ELECT COM, V13, P225 SARKIS J, 1998, EUR J OPER RES, V107, P159 SIMCHEVILEVI D, 2000, DESIGNING MANAGING S NR 21 TC 4 PU EMERALD GROUP PUBLISHING LIMITED PI BRADFORD PA 60/62 TOLLER LANE, BRADFORD BD8 9BY, W YORKSHIRE, ENGLAND SN 1359-8546 J9 SUPPLY CHAIN MANAG JI Supply Chain Manag. PY 2005 VL 10 IS 2 BP 114 EP 121 DI 10.1108/13598540510589188 PG 8 SC Business; Management GA 923QC UT ISI:000228923400005 ER PT J AU Staccini, P Joubert, M Quaranta, JF Fieschi, M TI Mapping care processes within a hospital: from theory to a web-based proposal merging enterprise modelling and ISO normative principles SO INTERNATIONAL JOURNAL OF MEDICAL INFORMATICS LA English DT Article DE system analysis, methods; hospital information systems; process assessment; health care quality; access; evaluation ID INFORMATION-SYSTEMS; DESIGN AB Today, the economic and regulatory environment, involving activity-based and prospective payment systems, healthcare quality and risk analysis, traceability of the acts performed and evaluation of care practices, accounts for the current interest in clinical and hospital information systems. The structured gathering of information relative to users' needs and system requirements is fundamental when installing such systems. This stage takes time and is generally misconstrued by caregivers and is of limited efficacy to analysts. We used a modelling technique designed for manufacturing processes (IDEFO/SADT). We enhanced the basic model of an activity with descriptors extracted from the Ishikawa cause-and-effect diagram (methods, men, materials, machines, and environment). We proposed an object data model of a process and its components, and programmed a web-based toot in an object-oriented environment. This tool. makes it possible to extract the data dictionary of a given process from the description of its elements and to locate documents (procedures, recommendations, instructions) according to each activity or role. Aimed at structuring needs and storing information provided by directly involved teams regarding the workings of an institution (or at least part of it), the process-mapping approach has an important contribution to make in the analysis of clinical information systems. (C) 2004 Elsevier Ireland Ltd. All rights reserved. C1 Ctr Hosp Univ Nice, Dept Informat & Informat Med, Hop Cimiez, F-06003 Nice 1, France. Univ Aix Marseille 2, Fac Med, LERTIM, Marseille, France. Ctr Hosp Univ Nice, Coordinat Vigilances Sanit & Gest Risques, F-06003 Nice, France. RP Staccini, P, Ctr Hosp Univ Nice, Dept Informat & Informat Med, Hop Cimiez, 4 Ave Reine Victoria,BP 1179, F-06003 Nice 1, France. EM staccini.p@chu-nice.fr CR 2004, DUBLIN CORE ELEMENTS 2004, PLONE USER FRIENDLY *KNOWL BAS SYST IN, 2003, IDEF FAM METH AMBERG M, 1996, ST HEAL T, V34, P1037 AMMENWERTH E, 2000, P MIE2000 AMST, P57 ANDERSON JG, 1997, COMMUN ACM, V40, P83 BAL J, 2003, PROCESS ANAL TOOLS P CARTER SL, 1999, P 20 INT C INF SYST, P663 COLREAVY P, 2000, STUD HLTH TECHNOL IN, V77, P51 DADAM P, 2000, ST HEAL T, V77, P295 DAVENPORT T, 1993, PROCESS INNOVATION EHLERS F, 2001, ST HEAL T, V84, P324 ISHIKAWA K, 1990, INTRO QUALITY CONTRO KUENG P, 1997, BUSINESS PROCESS MAN, V3, P17 MALHOTRA Y, 1998, IEEE ENG MANAGEMENT, V26, P27 MATILLON Y, 2000, SOINS, V644, P7 PLSEK PE, 1997, QUAL HEALTH CARE, V6, P40 ROBERTSON I, 1998, INFORM TECHNOL NURSI, V10, P1 ROBERTSON S, 2002, ZOPE BIBLE ROSS DT, 1985, COMPUTER, V18, P25 SIM P, 2000, MED DEVICE TECHNOL, V11, P45 STACCINI P, 2001, INT J MED INFORM, V64, P129 STOREY VC, 1998, P C INF QUAL CAMBR M, P64 SUTCLIFFE AG, 1997, INFORMATION SYSTEMS, V21, P515 USHOLD M, 1998, KNOWL ENG REV, V13, P31 VASSILACOPOULOS G, 1997, J MED SYST, V21, P141 VISSERS JM, 1998, HLTH CARE MANAG SCI, V1, P77 NR 27 TC 4 PU ELSEVIER SCI IRELAND LTD PI CLARE PA CUSTOMER RELATIONS MANAGER, BAY 15, SHANNON INDUSTRIAL ESTATE CO, CLARE, IRELAND SN 1386-5056 J9 INT J MED INFORM JI Int. J. Med. Inform. PD MAR PY 2005 VL 74 IS 2-4 BP 335 EP 344 DI 10.1016/j.ijmedinf.2004.07.003 PG 10 SC Computer Science, Information Systems; Health Care Sciences & Services; Medical Informatics GA 903DW UT ISI:000227406700029 ER PT J AU Gandhi, S TI Knowledge management and reference services SO JOURNAL OF ACADEMIC LIBRARIANSHIP LA English DT Review ID LIBRARY; INFORMATION; SYSTEM AB Many corporations are embracing knowledge management (KM) to capture the intellectual capital of their employees. This article focuses on KM applications for reference work in libraries. It defines key concepts of KM, establishes a need for KM for reference services, and reviews various KM initiatives for reference services. C1 Harcourt Educ Orlando, Orlando, FL USA. RP Gandhi, S, Harcourt Educ Orlando, Orlando, FL USA. 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FUTURIST, V36, P14, DOI 10.1108/02635570310489188 WATERS ST, 1986, INFORM TECHNOL LIBR, V5, P204 WATSON I, 2003, APPL KNOWLEDGE MANAG, P7 WATSON, APPL KNOWLEDGE MANAG, P11 WATSON, APPL KNOWLEDGE MANAG, P8 WATSON, 2003, APPL KNOWLEDGE MANAG, P11 WEIL CB, 1967, CLASSIFICATION AUTOM, P3 WU, BUSINESS INTELLIGENC NR 134 TC 4 PU ELSEVIER SCIENCE INC PI NEW YORK PA 360 PARK AVE SOUTH, NEW YORK, NY 10010-1710 USA SN 0099-1333 J9 J ACAD LIBR JI J. Acad. Librariansh. PD SEP PY 2004 VL 30 IS 5 BP 368 EP 381 PG 14 SC Information Science & Library Science GA 869PZ UT ISI:000224997800005 ER PT J AU McHenry, WK TI Using knowledge management to reform the Russian Criminal Procedural Codex SO DECISION SUPPORT SYSTEMS LA English DT Article DE Russia; DUMA; electronic government; knowledge management; IBIS; SenseViewer ID DESIGN RATIONALE; SYSTEMS; POLICY; FIELD AB The SenseViewer Knowledge Management System (KMS) helps users retrieve and understand information fragments and their attributes by linking them to underlying arguments within their topic realm and exposing their context within source documents. This paper examines SenseViewer, its relationship to rapid knowledge construction, and its use to support the drafting and passage of a new Criminal Procedural Codex by the Russian DUMA. It considers what set of KM functions and tools facilitate the legislative process and dissemination of knowledge to the populace. SenseViewer illustrates a new generation of web-based e-government KMS. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Univ Akron, Coll Business Adm, Dept Management, Akron, OH 44325 USA. RP McHenry, WK, Univ Akron, Coll Business Adm, Dept Management, 259 S Broadway,353 CBA, Akron, OH 44325 USA. CR 2000, INT JOURNALISTS NETW 2001, RUSSIA CHAIR SUPREME 2001, STATE DUMA FEDERAL A *CARN MELL SOFTW E, 2000, ARG BAS DES RAT CAPT *CYB POL RES GROUP, 2002, CYPRG DAT 1995 2000 *RUSS STAT DUMA LE, 2001, RUSS STAT DUMA LEG C ABECKER A, 2001, KNOWLEDGE MANAGEMENT, P49 ACKERMAN MS, 1998, ACM T INFORM SYST, V16, P203 BASKERVILLE RL, 2002, COMMUNICATIONS ASS I, V2 BELIN L, 1997, POLITICIZATION SELF BURNHEIM W, 2001, COMMUNICATION 0718 CAO Q, 1999, DESIGN STUDIES, V20, P343 CARMEL E, 1989, J MANAGEMENT INFORMA, V6, P33 CHEN H, 1994, INFORM PROCESS MANAG, V30, P557 CONKLIN J, 1987, P HYP 87 CHAP HILL N, P247 CONKLIN J, 1988, ACM T OFFIC INFORM S, V6, P303 CONKLIN J, 2002, 7 YEARS IND STRENGTH COURTNEY JF, 2001, DECIS SUPPORT SYST, V31, P17 DEMCHAK CC, 2000, HDB PUBLIC INFORMATI, P179 FISCHER G, 1989, P HYPERTEXT 89, P105 GALLIERS RD, 2002, LONDON SCH EC DEP IN HARMAN D, 2000, 22 ANN C INF RETR RE ISENMANN S, 1997, P DIS 97 C DES INT S, P163 KLEIN HK, 1999, MIS QUART, V23, P67 LAPORTE TM, 2001, COMMUN ACM, V44, P63 LEE AS, 1999, RETHINKING MANAGEMEN, P7 LENK K, 2000, DEXA 2000, P271 LYNCH K, 1990, MULTI USER INTERFACE, P159 MALHOTRA Y, 1997, P 3 AM C INF SYST IN, P293 MARSHALL C, 1992, P ACM C HYP ECHT 92, P53 MARSHALL CC, 1991, P HYP 91 C NY ACM, P261 MENTZAS G, 2001, KNOWLEDGE MANAGEMENT, P86 ODELL C, 1998, IF WE ONLY KNEW WHAT PASHIN SA, 2001, CONCLUSION MAIN BODY REGLI WC, 2000, ENG COMPUT-GERMANY, V16, P209 SALMINEN A, 1997, J AM SOC INFORM SCI, V48, P644 SALMINEN A, 2001, P 34 ANN HAW INT C S, P1 SALTON G, 1983, INTRO MODERN INFORMA SELVIN AM, 1999, CASE STUDIES PROJECT SELVIN AM, 2000, RAPID KNOWLEDGE CONS SHIPMAN FM, 1999, COMPUTER SUPPORTED C, V8, P333 SHUM SB, 1994, INT J HUM-COMPUT ST, V40, P603 SHUM SB, 1998, INFORMATION TECHNOLO, P55 TAYLOR JA, 2001, COMMUN ACM, V44, P58 TWEED C, 1998, ENV URBAN SYSTEMS, V22, P351 VANENGERS TM, 2001, IEEE INTELL SYST APP, V16, P50 VANENGERS TM, 2001, KNOWLEDGE MANAGEMENT, P125 VONKROGH G, 2000, ENABLING KNOWLEDGE C WATSON RT, 1999, COMMUN ACM, V42, P58 WIMMER MA, 2000, DEXA 2000, P340 WIMMER MA, 2001, KNOWLEDGE MANAGEMENT, P1 YASIN E, 2001, RUSSIA 2002 8 FUTURE NR 52 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0167-9236 J9 DECIS SUPPORT SYST JI Decis. Support Syst. PD FEB PY 2003 VL 34 IS 3 BP 339 EP 357 PG 19 SC Computer Science, Artificial Intelligence; Computer Science, Information Systems; Operations Research & Management Science GA 619JN UT ISI:000179473000008 ER PT J AU Kess, P Haapasalo, H TI Knowledge creation through a project review process in software production SO INTERNATIONAL JOURNAL OF PRODUCTION ECONOMICS LA English DT Article DE knowledge; review; software production AB The new era of ICT that can be seen as shorter time to market has created a stronger pressure on the software production. At the same time the fast growth of complexity and size of software have caused problems in quality, costs and schedule accuracy in software development. Traditionally, new methods and tools are considered to be a solution to these difficulties, but problems have not disappeared. A great problem has been and still is the inability of the organization to manage the software development process. The research carried out in a telecommunications company pays attention to the special characteristics of the software and the software process. In order to find proper solution for the case company the various methods of assessment and measurement were studied. The case itself produced a simple tested tool to improve the software process. A new approach to the review practice was created. The traditional way of making reviews in project work has been in finding errors in specifications, design, realization, integration, implementation and operations. The new approach is based on the view of sharing knowledge of the good practices in all phases of the project and creating a knowledge base of the organization in addition to the more conventional review objectives. The case showed measurable improvements in the software development process and also a creation and enhancement of the knowledge base of good practices in software development work. (C) 2002 Elsevier Science B.V. All rights reserved. C1 Oulu Univ, Dept Ind Engn, FIN-90014 Oulu, Finland. RP Kess, P, Oulu Univ, Dept Ind Engn, POB 4610, FIN-90014 Oulu, Finland. CR BOEHM BW, 1981, SOFTWARE ENG EC GRADY R, 1999, SUCCESSFUL SOFTWARE HUMPHREY W, 1989, MANAGING SOFTWARE PR KESS P, 2000, INT C VIEWS SOFTW DE MALHOTRA Y, 1997, P 3 AM C INF SYST IN, P293 NONAKA I, 1995, KNOWLEDGE CREATING C PFLEEGER SL, 1998, SOFTWARE ENG THEORY PRESSMAN R, 1997, SOFTWARE ENG PRACTIT RAHIKAINEN M, 1999, SULAUTETTUJEN JARJES NR 9 TC 4 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0925-5273 J9 INT J PROD ECON JI Int. J. Prod. Econ. PD NOV 1 PY 2002 VL 80 IS 1 BP 49 EP 55 PG 7 SC Engineering, Industrial; Engineering, Manufacturing; Operations Research & Management Science GA 613DL UT ISI:000179116400006 ER PT J AU Albino, V Garavelli, AC Schiuma, G TI A metric for measuring knowledge codification in organisation learning SO TECHNOVATION LA English DT Article DE performance metrics; knowledge codification; organisation learning ID DYNAMIC THEORY; FIRM AB In the management literature, even if knowledge has been recognised as a critical resource for the competitive success of firms, only a few studies have proposed operative approaches to analyse the effect of the transformation of the type of knowledge on system performance. In this paper, a definition of knowledge is provided to support an operative classification of the type of knowledge. A metric is proposed to measure different knowledge codification levels. This metric is useful for supporting the learning processes in the organisation. A case example dealing with the knowledge codification of a specific phase of a real production system, i.e. leather cutting in sofa production, is discussed. (C) 2001 Elsevier Science Ltd. All rights reserved. C1 Univ Basilicata, I-85100 Potenza, Italy. RP Albino, V, Univ Basilicata, Contrada Macchia Romana, I-85100 Potenza, Italy. EM albino@unibas.it CR ALBINO V, 1999, TECHNOVATION, V19, P53 BARNEY J, 1991, J MANAGE, V17, P99 BOHN RE, 1994, SLOAN MANAGE REV, V36, P61 CHOO CW, 1996, INT J INFORM MANAGE, V16, P329 CONNER KR, 1996, ORGAN SCI, V7, P477 DAFT RL, 1984, ACAD MANAGE REV, V9, P284 GRANT RM, 1991, CONT STRATEGY ANAL C GRANT RM, 1995, BEST PAP PROC, P17 HAYES HR, 1988, DYNAMIC MANUFACTURIN HUBER GP, 1991, ORGAN SCI, V2, P88 JOHNSONLAIRD PN, 1993, COMPUTER MIND INTRO KIM DH, 1993, SLOAN MANAGE REV, V35, P37 KOGUT B, 1992, ORGAN SCI, V3, P383 KOGUT B, 1996, ORGAN SCI, V7, P502 KOLB BA, 1984, EXPT LEARNING EXPERI LEONARDBARTON D, 1992, SLOAN MANAGE REV, V34, P23 LEPLAT J, 1990, APPL PSYCHOL-INT REV, V39, P143 MALHOTRA Y, 1997, P 3 AM C INF SYST PH MALHOTRA Y, 1998, J QUALITY PARTIC JUL NELSON RR, 1982, EVOLUTIONARY THEORY NONAKA I, 1991, HARVARD BUS REV, V69, P96 NONAKA I, 1994, ORGAN SCI, V5, P14 NONAKA I, 1995, KNOWLEDGE CREATING C POLANYI M, 1962, PERSONAL KNOWLEDGE P POLANYI M, 1966, TACIT DIMENSION PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROMME G, 1997, EUROPEAN MANAGEMENT, V15, P68 SCHIUMA G, 1998, P WORKSH SMES DISTR, P23 SHANNON CE, 1949, MATH THEORY COMMUNIC SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45 WEICK KE, 1979, SOCIAL PSYCHOL ORG WEICK KE, 1991, ORGAN SCI, V2, P116 NR 32 TC 4 PU ELSEVIER SCI LTD PI OXFORD PA THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND SN 0166-4972 J9 TECHNOVATION JI Technovation PD JUL PY 2001 VL 21 IS 7 BP 413 EP 422 PG 10 SC Engineering, Industrial; Management; Operations Research & Management Science GA 442HG UT ISI:000169278700002 ER PT J AU Al-Mashari, M Zairi, M TI Creating a fit between BPR and IT infrastructure: A proposed framework for effective implementation SO INTERNATIONAL JOURNAL OF FLEXIBLE MANUFACTURING SYSTEMS LA English DT Review DE BPR implementation; change management; IT infrastructure; framework; success ID BUSINESS PROCESS REDESIGN; INFORMATION TECHNOLOGY; ALIGNMENT; STRATEGY AB As business imperatives change and new high-capability information technologies (IT) appear, organizations recognize the need to remain at the forefront of change by reengineering their business processes and implementing enabling responsive IT infrastructures. However, experience in this context indicates a lack of comprehension of essential elements and their mutual relationships that can contribute to the success of business-process change-implementation efforts. This article proposes a framework for managing IT for effective business-process redesign (BPR) implementation. After establishing BPR principles, components, and the relationship of BPR to some organizational and technological approaches, it presents the role and benefits of IT in BPR. The article then discusses in detail the core elements of the framework. Its theme is that an IT infrastructure that covers issues of BPR strategy development, IT strategic alignment, IT infrastructure development, IT sourcing, legacy systems reengineering, IS integration, and IS function competence is essential and critical for effective implementation. C1 Univ Bradford, European Ctr Total Qual Management, Bradford BD7 1DP, W Yorkshire, England. RP Al-Mashari, M, Univ Bradford, European Ctr Total Qual Management, Bradford BD7 1DP, W Yorkshire, England. 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J. Flexible Manuf. Syst. PD OCT PY 2000 VL 12 IS 4 BP 253 EP 274 PG 22 SC Engineering, Manufacturing; Operations Research & Management Science GA 367EL UT ISI:000090048700002 ER PT J AU Hernandez, B Jimenez, J Martin, MJ AF Hernandez, Blanca Jimenez, Julio Martin, M. Jose TI Extending the technology acceptance model to include the IT decision-maker: A study of business management software SO TECHNOVATION LA English DT Review DE technology acceptance model JAM); business management software; decision-maker; information technologies (IT) ID WORLD-WIDE-WEB; COVARIANCE STRUCTURE-ANALYSIS; INFORMATION-TECHNOLOGY; INTRINSIC MOTIVATION; PERCEIVED USEFULNESS; USER ACCEPTANCE; TELEMEDICINE TECHNOLOGY; EMPIRICAL-EVALUATION; ERP IMPLEMENTATION; GENDER-DIFFERENCES AB The implementation of new information technologies (IT) has been a key factor in company development in recent years. Therefore, firms must be equipped for the correct management of this new resource and effectively confront the challenges posed by its adoption. This paper analyses the acceptance of business management software within the new competitive environment by applying the concepts introduced by the technology acceptance model (TAM). The results obtained show that, in contrast to other studies which analyse employee behaviour, the analysis of the perceptions of the company decision-maker increases the explanatory power (R-2 = 0.95), thereby avoiding some of the weaknesses inherent in this model. We find that, for a greater implementation of the management software, the IT should be useful in the performance of a business function and easy to apply. (C) 2007 Elsevier Ltd. All rights reserved. C1 [Hernandez, Blanca; Jimenez, Julio; Martin, M. Jose] Univ Zaragoza, Fac Econ Business Studies, Econ & Business Adm Dept, Zaragoza 50005, Spain. RP Hernandez, B, Univ Zaragoza, Fac Econ Business Studies, Econ & Business Adm Dept, C-Gran Via 2, Zaragoza 50005, Spain. 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John McInerney, Claire R. Scharf, Davida Tallia, Alfred F. Crabtree, Benjamin F. TI A knowledge management model: Implications for enhancing quality in health care SO JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY LA English DT Review ID ORGANIZATIONAL KNOWLEDGE; LEARNING ORGANIZATIONS; SHARING KNOWLEDGE; DECISION-MAKING; PERFORMANCE; FIRM; PERSPECTIVE; TECHNOLOGY; FRAMEWORK; CREATION AB Improving health care delivery is a pressing societal goal, and information scientists have a role in effecting change. Information science research has led to understanding theories and practices of information use within the informing professions, but information science and one of its subspecialties, Knowledge Management (KM), also have the potential to influence and enhance other professional disciplines. This concept paper makes the argument that KM is a beneficial framework to help health care clinicians manage their practices and ultimately administer quality care to their patients. The central argument is predicated on the assumption that medicine is a knowledge-based profession and that finding, sharing, and developing clinicians' knowledge is necessary for effective primary health care practice. The authors make the case that in an environment of a burgeoning body of health care research and the adoption of technology tools, physicians can benefit from understanding effective KM practice. The model as presented here borrows from recent information science scholarship in KM and is intended to inform intervention protocols for effective KM to improve quality of care. C1 [Orzano, A. John; Tallia, Alfred F.; Crabtree, Benjamin F.] Univ Med & Dent New Jersey, Robert Wood Johnson Med Sch, Dept Family Med, Div Res, Somerset, NJ 08873 USA. [Orzano, A. John; Tallia, Alfred F.; Crabtree, Benjamin F.] Canc Inst New Jersey, New Brunswick, NJ USA. [McInerney, Claire R.; Scharf, Davida] Rutgers State Univ, Sch Commun Informat & Lib Studies, New Brunswick, NJ 08903 USA. [Tallia, Alfred F.; Crabtree, Benjamin F.] Ctr Res Family Practice & Primary Care, Allentown, PA USA. [Tallia, Alfred F.; Crabtree, Benjamin F.] Ctr Res Family Practice & Primary Care, Cleveland, OH USA. [Tallia, Alfred F.; Crabtree, Benjamin F.] Ctr Res Family Practice & Primary Care, New Brunswick, NJ USA. RP Orzano, AJ, Univ Med & Dent New Jersey, Robert Wood Johnson Med Sch, Dept Family Med, Div Res, Somerset, NJ 08873 USA. 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Am. Soc. Inf. Sci. Technol. PD FEB 1 PY 2008 VL 59 IS 3 BP 489 EP 505 DI 10.1002/asi.20763 PG 17 SC Computer Science, Information Systems; Information Science & Library Science GA 257TO UT ISI:000252821600011 ER PT J AU McCoy, S Galletta, DF King, WR AF McCoy, Scott Galletta, Dennis F. King, William R. TI Applying TAM across cultures: the need for caution SO EUROPEAN JOURNAL OF INFORMATION SYSTEMS LA English DT Article DE TAM; technology acceptance; national culture; culture; global IS ID TECHNOLOGY ACCEPTANCE MODEL; USER ACCEPTANCE; INFORMATION-TECHNOLOGY; USAGE BEHAVIOR; SYSTEMS AB The technology acceptance model ( TAM) is one of the most widely used behavioural models in the information systems ( IS) field. Researchers have used the model to study many different IS adoption situations and contexts, and it usually demonstrates validity and reliability. Although TAM was developed in the U. S., the TAM model has also been used in other countries. Transferring a model to another cultural context should be subjected to rigorous testing, and a few studies have begun to examine the applicability of TAM in a small variety of cultures. This study contributes to the growing multi- cultural examination of TAM, and demonstrates that although the model has been successful in predicting adoption behaviours in some international settings, it might not hold in all cultures. Almost 4000 students from several universities around the world provided the data for the study. Data analysis revealed that the TAM model does not hold for certain cultural orientations. Most significantly, low Uncertainty Avoidance, high Masculinity, high- Power Distance, and high Collectivism seem to nullify the effects of Perceived Ease of Use and/ or Perceived Usefulness. Since TAM has been shown to be widely applicable to various technological innovations, it is likely to continue to be applied broadly and globally. However, the results of this study suggest the need for caution in applying TAM in at least 20 countries. C1 Coll William & Mary, Mason Sch Business, Williamsburg, VA 23187 USA. Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA. RP McCoy, S, Coll William & Mary, Mason Sch Business, Tyler Hall 320C, Williamsburg, VA 23187 USA. 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J. Inform. Syst. PD FEB PY 2007 VL 16 IS 1 BP 81 EP 90 DI 10.1057/palgrave.ejis.3000659 PG 10 SC Computer Science, Information Systems GA 156LT UT ISI:000245650500008 ER PT J AU Brydon, M Vining, AR AF Brydon, Michael Vining, Aidan R. TI Understanding the failure of internal knowledge markets: A framework for diagnosis and improvement SO INFORMATION & MANAGEMENT LA English DT Article DE knowledge management; internal knowledge markets; public goods ID MANAGEMENT; FIRM; INNOVATION; BEHAVIOR; LESSONS AB In writing this paper, our objective was to use the concept of internal market failure to explain why many knowledge management initiatives fall short of expectations. We re-examined the conventional view of knowledge as a pure public good and developed a typology of knowledge as a heterogeneous public good. This permitted us to identify the different sources of internal market failure that impeded knowledge creation and sharing within firms. We then analyzed generic managerial responses to internal market failure and showed how the effectiveness of each response was limited by the nature of knowledge as a tradable commodity. We concluded by presenting a preliminary framework for knowledge management based on the enforcement of dynamic internal property rights. The objective of a dynamic response to internal knowledge market failure was seen as an attempt to balance individual incentives with the need to create and share knowledge throughout the organizational. (c) 2006 Elsevier B.V. All rights reserved. C1 Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada. Simon Fraser Univ, Fac Business Adm, Vancouver, BC V6B 5K3, Canada. RP Brydon, M, Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada. 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Manage. PD DEC PY 2006 VL 43 IS 8 BP 964 EP 974 DI 10.1016/j.im.2006.09.001 PG 11 SC Computer Science, Information Systems; Information Science & Library Science; Management GA 130BX UT ISI:000243775300005 ER PT J AU Huang, Z Chen, HC Guo, F Xu, JJ Wu, SS Chen, WH AF Huang, Zan Chen, Hsinchun Guo, Fei Xu, Jennifer J. Wu, Soushan Chen, Wun-Hwa TI Expertise visualization: An implementation and study based on cognitive fit theory SO DECISION SUPPORT SYSTEMS LA English DT Article DE expertise management; information visualization; self-organizing map; multidimensional scaling; visualization evaluation; cognitive fit theory ID DECISION-MAKING; GRAPHICS; FORMAT; SYSTEM; MAP AB Expertise management systems are being widely adopted in organizations to manage tacit knowledge. These systems have successfully applied many information technologies developed for document management to support collection, processing, and distribution of expertise information. In this paper, we report a study on the potential of applying visualization techniques to support more effective and efficient exploration of the expertise information space. We implemented two widely applied dimensionality reduction visualization techniques, the self-organizing map (SOM) and multidimensional scaling (MDS), to generate compact but distorted (due to the dimensionality reduction) map visualizations for an expertise data set. We tested cognitive fit theory in our context by comparing the SOM and MDS displays with a standard table display for five tasks selected from a low-level, domain-independent visual task taxonomy. The experimental results based on a survey data set of research expertise of the business school professors suggested that using both SOM and MDS visualizations is more efficient than using the table display for the associate, compare, distinguish, and cluster tasks, but not the rank task. Users generally achieved comparable effectiveness for all tasks using the tabular and map displays in our study. (c) 2006 Elsevier B.V. All rights reserved. C1 Penn State Univ, Smeal Coll Business, Dept Supply Chain & Informat Syst, University Pk, PA 16802 USA. Univ Arizona, Eller Coll Management, Dept Management Informat Syst, Tucson, AZ 85721 USA. Bentley Coll, Dept Comp Informat Syst, Waltham, MA 02452 USA. RP Huang, Z, Penn State Univ, Smeal Coll Business, Dept Supply Chain & Informat Syst, 419 Business Bldg, University Pk, PA 16802 USA. EM zanhuang@psu.edu hchen@eller.arizona.edu guof@email.arizona.edu jxu@bentley.edu swu@mail.egu.edu.tw andychen@ccms.ntu.edu.tw CR AHLBERG C, 1994, P CHI 94, P313 ALLEN RB, 1993, P ACM C ORG COMP SYS, P166 BETTMAN JR, 1979, J CONSUM RES, V6, P141 CARROLL JD, 1995, J MARKETING RES, V32, P385 CHALMERS M, 1992, P 15 ANN INT ACM SIG, P330 CHEN CM, 2001, IEEE T SYST MAN CY C, V31, P518 CHEN CM, 2003, J AM SOC INF SCI TEC, V54, P392, DOI 10.1002/asi.10224 CHEN HC, 1996, J VIS COMMUN IMAGE R, V7, P88 CHEN HC, 1998, J AM SOC INFORM SCI, V49, P582 DAVENPORT T, 1998, WORKING KNOWLEDGE OR DESANCTIS G, 1984, DECISION SCI, V15, P463 HEARST MA, 1996, P 19 ANN INT ACM SIG, P76 HEARST MA, 1997, P 20 ANN INT ACM SIG, P246 HONKELA T, 1997, P WSOM 97 WORKSH SEL, P310 JACCARD P, 1912, NEW PHYTOL, V11, P37 JARVENPAA SL, 1985, MIS QUART, V9, P141 JARVENPAA SL, 1988, COMMUN ACM, V31, P764 KAUTZ H, 1997, COMMUN ACM, V40, P63 KOHONEN T, 1990, P IEEE, V78, P1464 KRULWICH B, 1996, P AM ASS ART INT CAM, P10 KRUSKAL JB, 1964, PSYCHOMETRIKA, V29, P1 LIN X, 1991, P INT ACM SIGIR C R MACKINLAY JD, 1991, P CHI 91, P173 MALHOTRA Y, 1998, J QUALITY PARTICIPAT, V21, P58 MANN TM, 1999, P INT WORKSH WEB BAS, P264 MARON R, 2001, J AUTOIMMUN, V16, P21 MCDONALD DW, 2000, P ACM C COMP SUPP CO, P231 MOCKUS A, 2002, P INT C SOFTW ENG MORSE E, 2000, INT J HUM-COMPUT ST, V53, P637 NOWELL LT, 1996, P 19 INT ACM SIGIR C, P67 OLSEN KA, 1993, INFORM PROCESS MANAG, V29, P69 POLANYI M, 1966, TACIT DIMENSION PRESS WH, 1986, NUMERICAL RECIPES AR RESINICK P, 1997, COMMUN ACM, V40, P56 ROBERTSON GG, 1991, P ACM C HUM FACT COM, P189 SPOERRI A, 1993, P 2 INT C INF KNOWL, P11 STEETER LA, 1988, P 4 IEEE C ART INT A, P345 THOMPSON RH, 1989, INT J MAN MACH STUD, V30, P639 TORGERSON WS, 1952, PSYCHOMETRIKA, V17, P401 UMANATH NS, 1988, COMMUN ACM, V31, P562 UMANATH NS, 1990, DECISION SCI, V21, P216 VESSEY I, 1991, DECISION SCI, V22, P219 VESSEY I, 1991, INFORM SYST RES, V2, P63 VESSEY I, 1994, INFORMATION MANAGEME, V27, P103 WEHREND S, 1990, P IEEE VISUALIZATION, P139 WISE JA, 1995, P IEEE S INF VIS 95, P51 YIMAMSEID D, 2003, J ORG COMP ELECT COM, V13, P1 ZHOU MX, 1998, P CHI 98, P392 ZHU B, 2002, UNPUB ACM T INFORM S ZHU B, 2005, ANN REV INFORM SCI T NR 50 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0167-9236 J9 DECIS SUPPORT SYST JI Decis. Support Syst. PD DEC PY 2006 VL 42 IS 3 BP 1539 EP 1557 DI 10.1016/j.dss.2006.01.006 PG 19 SC Computer Science, Artificial Intelligence; Computer Science, Information Systems; Operations Research & Management Science GA 109KL UT ISI:000242306600020 ER PT C AU Yang, J Lai, FJ TI Harnessing value in knowledge acquisition and dissemination: strategic sourcing in product development SO INTERNATIONAL JOURNAL OF TECHNOLOGY MANAGEMENT LA English DT Proceedings Paper DE knowledge acquisition; knowledge dissemination; new product performance; knowledge management; additivity and variance stabilising transformation ID COMPETITIVE ADVANTAGE; MARKET ORIENTATION; JAPANESE FIRMS; MANAGEMENT; PERFORMANCE; MODEL; TRANSFORMATIONS; DETERMINANTS; ANTECEDENTS; INTEGRATION AB Knowledge acquisition and dissemination have been considered as two endpoints of knowledge management (KM) process. Knowledge management affects new product performance through the two endpoints on the knowledge value chain. This study attempts to find how the knowledge acquisition and dissemination are related to new product financial performance. Employing additivity and variance stabilisation (AVAS) analysis, this paper examines the relationship between KM and the new product financial performance, and identifies different hidden patterns in which knowledge acquisition and dissemination affect new product financial performance. These findings imply that if organisations fail to understand the subtle ways by which different dimensions of knowledge acquisition and dissemination influence new product performance, they may fail to harvest the full value of KM in developing new products. C1 Univ So Mississippi, Coll Business, Long Beach, MS 39560 USA. China Merchants Holdings Int Co Ltd, Shun Tak Ctr, Hong Kong, Hong Kong, Peoples R China. RP Yang, J, Univ So Mississippi, Coll Business, 730 E Beach Blvd, Long Beach, MS 39560 USA. 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J. Technol. Manage. PY 2006 VL 33 IS 2-3 BP 299 EP 317 PG 19 SC Engineering, Multidisciplinary; Management; Operations Research & Management Science GA 005UP UT ISI:000234849800013 ER PT C AU Tergan, SO ED Tergan, SO; Keller, T TI Digital concept maps for managing knowledge and information SO KNOWLEDGE AND INFORMATION VISUALIZATION: SEARCHING FOR SYNERGIES SE LECTURE NOTES IN COMPUTER SCIENCE LA English DT Proceedings Paper ID REPRESENTATION; HYPERTEXT AB Due to the increasing amount and complexity of knowledge and information in many domains, students who self-regulate their study in e-learning scenarios often suffer from cognitive overload, as well as conceptual and navigational disorientation. Particularly, when studying in resource-based learning scenarios with complex and ill-structured subject-matter content, there is a need for both effective learning strategies and the management of knowledge and information. Advanced computer-based concept maps have the potential to foster spatial learning strategies by visualizing the knowledge and support processes of individual knowledge management, such as the acquisition, organization, representation, (self-)evaluation, communication, localization, and utilization of knowledge. In addition, they have the potential to represent and make accessible the conceptual and content knowledge of a domain, as well as information associated to it. The aim of this paper is the analysis of the potential of digital concept maps for supporting processes of individual knowledge management. Perspectives for research on the use of concept maps for individual knowledge management are outlined. C1 IWM, D-72072 Tubingen, Germany. RP Tergan, SO, IWM, Konrad Adenauer Str 40, D-72072 Tubingen, Germany. EM s.tergan@iwm-kmrc.de CR AHLBERG M, 2004, CONCEPT MAPS THEORY ALPERT SR, 2000, J ED MULTIMEDIA HYPE, V9, P313 AUSUBEL DP, 1963, PSYCHOL MEANINGFUL V BLEAKLEY A, 1994, RESOURCE BASED LEARN BRANSFORD JD, 1999, PEOPLE LEARN BRAIN M BREVIK PS, 1992, INFORMATION LIT DEV, P5 BREVIK PS, 1994, INFORMATION LIT ED C BRUGGEN JM, 2002, LEARN INSTR, V12, P121 BRUILLARD E, 2000, P C ED US INF COMM T, P331 BUZAN T, 1995, MIND MAP BOOK CANAS AJ, 1994, 7 FLOR ART INT RES S CANAS AJ, 1999, AAAI WORKSH TECHN RE CANAS AJ, 2001, SCI TEACH, V68, P49 CANAS AJ, 2004, CONCEPT MAPS THEORY, P125 CARNOT MJ, 2004, CONCEPT MAPS WEB PAG CARVALHO M, 2001, P SCI 5 MULT C SYST COFFEY JW, 2002, CONCEPT MAP BASED KN COX R, 1995, J ARTIFICIAL INTELLI, V6, P239 COX R, 1999, LEARN INSTR, V9, P343 DERBENTSEVA N, 2004, CONCEPT MAPS THEORY, P209 FISCHER F, 2001, P EUR CSCL 2001 MAAS, P230 GAINES BR, 1995, INT J HUM-COMPUT ST, V43, P323 GAINES BR, 2002, WEBMAP CONCEPT MAPPI HOLLEY CD, 1984, SPATIAL LEARNING STR, P3 JACOBSON MJ, 1995, J ED TELECOMMUNICATI, V1, P367 JONASSEN DH, 1987, J RES DEV EDUC, V20, P1 JONASSEN DH, 1992, COGNITIVE TOOLS LEAR, P12 JONASSEN DH, 1993, STRUCTURAL KNOWLEDGE JONASSEN DH, 1997, J INTERACTIVE LEARNI, V8, P289 JONASSEN DH, 1998, TECHTRENDS MAR, P24 KOMMERS P, 1997, J INTERACTIVE LEARNI, V8, P421 KOMMERS PAM, 1991, NATO ASI SERIES F, V81 LAMBIOTTE JG, 1992, J EXP EDUC, V60, P189 LARKIN JH, 1987, COGNITIVE SCI, V11, P65 LARKIN JH, 1989, COMPLEX INFORMATION, P319 MALHOTRA Y, 2000, KNOWLEDGE MANAGEMENT, P37 MAURER H, 2001, ASS ADV COMPUTING ED, P1249 MCALEESE R, 1999, AERA 99 C MCDONALD S, 1998, INTERACT COMPUT, V10, P129 NEWBERN D, 1995, KNOWLEDGE MANAGEMENT, V3 NOVAK J, 2003, P AAAI SPRING S AG M, P213 NOVAK JD, 1984, LEARNING LEARN NOVAK JD, 1990, J RES SCI TEACH, V27, P937 NOVAK JD, 2004, THEORY UNDERLYING CO ODONNELL AM, 2002, EDUC PSYCHOL REV, V14, P71 PAIGE JM, 1966, PROBLEM SOLVING RES, CH3 PAIVIO A, 1986, MENTAL REPRESENTATIO POTELLE H, 2003, INT J HUM-COMPUT ST, V58, P327, DOI 10.1016/S1071-5819(03)00016-8 PROBST G, 1999, WISSEN MANAGEN UNTER RAKES GC, 1996, EDUC TECHNOL, V36, P52 REINMANNROTHMEI.G, 2000, INDIVIDUELLES WISSEN RUMELHART DE, 1977, SCH ACQUISITION KNOW, P99 RUMELHART DE, 1978, SEMANTIC FACTORS COG, P37 SAFAYENI FN, IN PRESS J RES SCI T SHAVELSON RJ, 1994, 388 UCLA CSE CRESST SHEN R, 2004, CONCEPT MAPS VISUAL SIEMENS G, 2005, INT J INSTRUCTIONAL, V2 SPIRO RJ, 1991, EDUC TECHNOL, V31, P24 SWELLER J, 1988, COGNITIVE SCI, V12, P257 SWELLER J, 1994, LEARN INSTR, V4, P295 TERGAN SO, 2003, EARLI 03 S MAN KNOWL TERGAN SO, 2003, P ED MED 2003 WORLD, P2514 WALLACE DS, 1998, J EXP EDUC, V67, P5 WEIDEMAN M, 2003, CONCEPT MAPPING PROP WIEGMANN DA, 1992, CONTEMP EDUC PSYCHOL, V17, P136 WILLIAMS D, 1997, ED MEDIA 97 WORLD C ZHANG J, 1997, COGNITIVE SCI, V2, P179 ZHANG JJ, 1994, COGNITIVE SCI, V18, P87 NR 68 TC 3 PU SPRINGER-VERLAG BERLIN PI BERLIN PA HEIDELBERGER PLATZ 3, D-14197 BERLIN, GERMANY SN 0302-9743 BN 3-540-26921-5 J9 LECT NOTE COMPUT SCI PY 2005 VL 3426 BP 185 EP 204 PG 20 SC Computer Science, Theory & Methods GA BCR01 UT ISI:000230860800010 ER PT J AU Abidi, SSR Cheah, YN Curran, J TI A knowledge creation info-structure to acquire and crystallize the tacit knowledge of health-care experts SO IEEE TRANSACTIONS ON INFORMATION TECHNOLOGY IN BIOMEDICINE LA English DT Article DE knowledge acquisition; knowledge management (KM); medical decision-making; tacit knowledge ID MANAGEMENT; SYSTEMS AB Tacit knowledge of health-care experts is an important source of experiential know-how, yet due to various operational and technical reasons, such health-care knowledge is not entirely harnessed and put into professional practice. Emerging knowledge-management (KM) solutions suggest strategies to acquire the seemingly intractable and nonarticulated tacit knowledge of health-care experts. This paper presents a KM methodology, together with its computational implementation, to 1) acquire the tacit knowledge possessed by health-care experts; 2) represent the acquired tacit health-care knowledge in a computational formalism-i.e., clinical scenarios-that allows the reuse of stored knowledge to acquire tacit knowledge; and 3) crystallize the acquired tacit knowledge so that it is validated for health-care decision-support and medical education systems. C1 Dalhousie Univ, Fac Comp Sci, Halifax, NS B3H 1W5, Canada. Univ Sains Malaysia, Sch Comp Sci, George Town 11800, Malaysia. IWK Hlth Ctr, Childrens Hlth Program, Halifax, NS B3J 3G9, Canada. RP Abidi, SSR, Dalhousie Univ, Fac Comp Sci, Halifax, NS B3H 1W5, Canada. EM sraza@cs.dal.ca yncheah@cs.usm.my janet.curran@iwk.nshealth.ca CR *CAEP, 2003, CAN TRIAG AC SCAL EM ABECKER A, 1998, 11 WORKSH KNOWL ACQ ABIDI SSR, 2001, INT J MED INFORM, V63, P5 ABIDI SSR, 2001, P IEEE INT C ENT INF, P633 ABIDI SSR, 2002, INT J MED INFORM, V68, P187 ALBERT S, 1997, MANAGING KNOWLEDGE BIEBER M, 2002, 35 ANN HAW IEEE INT BREUKER J, 1994, COMMON KADS LIB EXPT BUSCH P, 2001, 11 AUSTR C INF SYST, P85 CAMPISTOL J, 1998, B INFORMATIVO SENP, V5, P1 CHEAH YN, 2001, HLTH INFORMATICS, V7, P158 CHEAH YN, 2003, MED INF EUR ST MALO CICOUREL AV, 1990, INTELLECTUAL TEAMWOR, P221 CIMINO JJ, 1999, TACIT KNOWLEDGE PROF COOK C, 1996, COMPUTERS COLLABORAT DAVENPORT TH, 1997, WORKING KNOWLEDGE OR DELAITRE S, 2000, 12 INT C KNOWL ENG K, P304 DIENG R, 1997, 3161 INRIA ERDMANN M, 1998, 11 WORKSH KNOWL ACQ FORD KM, 1993, KNOWLEDGE ACQUISITIO GAINES BR, 1989, 11 INT JOINT C ART I, P633 GANTER B, 1999, FORMAL CONCEPT ANAL JACKSON JR, 2000, PHYSICIAN EXEC, V26, P28 JADAD AR, 2000, CAN MED ASSOC J, V162, P362 JAESCHKE R, 1994, JAMA-J AM MED ASSOC, V271, P703 JONASSEN DH, 1993, STRUCTURAL KNOWLEDGE LAM A, 2000, ORGAN STUD, V21, P487 MALHOTRA Y, 1999, KNOWLEDGE MANAGEMENT, P18 MATHESON NW, 1995, J AM MED INFORM ASSN, V2, P73 NOH JB, 2000, EXPERT SYST APPL, V19, P249 NONAKA I, 1995, KNOWLEDGE CREATING C OBRIEN C, 2000, BRIT J GEN PRACT, V50, P489 OLEARY DE, 1998, IEEE INTELL SYST APP, V13, P30 PATEL BL, 1999, TACIT KNOWLEDGE PROF POLANYI M, 1966, TACIT DIMENSION RICHARDS D, 2001, AUSTR C KNOWL MAN IN SCHULZ S, 1999, 12 WORKSH KNOWL ACQ SHAW MLG, 1988, 3 AAAI KNOWLEDGE ACQ SIM I, 2001, J AM MED INFORM ASSN, V8, P527 STAGGERS N, 1993, INT J MAN MACH STUD, V38, P587 STENMARK D, 2001, J MANAGEMENT INFORMA, V17, P9 SUCHMAN L, 1995, COMMUN ACM, V38, P56 VONKROGH G, 2000, ENABLING KNOWLEDGE C WYATT JC, 2001, J ROY SOC MED, V94, P6 NR 44 TC 3 PU IEEE-INST ELECTRICAL ELECTRONICS ENGINEERS INC PI PISCATAWAY PA 445 HOES LANE, PISCATAWAY, NJ 08855 USA SN 1089-7771 J9 IEEE TRANS INF TECHNOL BIOMED JI IEEE T. Inf. Technol. Biomed. PD JUN PY 2005 VL 9 IS 2 BP 193 EP 204 DI 10.1109/TITB.2005.847188 PG 12 SC Computer Science, Information Systems; Computer Science, Interdisciplinary Applications; Mathematical & Computational Biology; Medical Informatics GA 933QY UT ISI:000229649200006 ER PT J AU Maruster, L Jorna, RJ TI From data to knowledge: A method for modeling hospital logistic processes SO IEEE TRANSACTIONS ON INFORMATION TECHNOLOGY IN BIOMEDICINE LA English DT Article DE clustering; knowledge management; knowledge types; process discovery; process modeling AB When modeling or redesigning a process, the knowledge-management perspective is seldomly used. Using the knowledge categorization developed by van Heusden and Jorna, we propose a knowledge.-management perspective to provide a strategy for modeling and redesigning a business process. As an illustration of our approach, we use hospital data of multidisciplinary patients. This specific group of patients requires the involvement of different specialisms for their medical treatment that leads to more efforts regarding the coordination of care for these patients. In order to increase the care efficiency, knowledge that supports the reorganization of care for multidisciplinary patients should be provided. We use the above-mentioned knowledge-management perspective for creating new multidisciplinary units, in which different specialisms coordinate the treatment of specific groups of patients. C1 Univ Groningen, Fac Management & Org, NL-9700 AV Groningen, Netherlands. RP Maruster, L, Univ Groningen, Fac Management & Org, NL-9700 AV Groningen, Netherlands. EM l.maruster@rug.nl CR *SPSS INC, 2000, CLEM DAT SYST VERS 6 BOISOT M, 1995, INFORMATION SPACE FR CIJSOUW R, 2003, DYNAMICS CHANGE ORG DAVENPORT TH, 1990, SLOAN MANAGE REV, V31, P11 DESEL J, 1995, CAMBRIDGE TRACTS THE, V40 DEVRIES GG, 1998, MONITORING EVALUATIN, P141 FRANK U, 2002, KNOWLEDGE MANAGEMENT HAMMER M, 1990, HARVARD BUS REV, P70 KOLODNER J, 1993, CASE BASED REASONING MALHOTRA Y, 2003, HDB KNOWL MAN INT HD, P577 MARUSTER L, 2002, ARTIF INTELL MED, V26, P87 MARUSTER L, 2003, THESIS EINDHOVEN U T NEWELL S, 1999, P IRMA INT C HERSH P NISSEN ME, 1999, DECIS SUPPORT SYST, V27, P47 PETRI C, 1962, THESIS I INSTRUMENTA POLANYI M, 1966, TACIT DIMENSION QUINLAN J, 1993, C4 5 PROGRAMS MACHIN SAWY OA, 2003, HDB KNOWLEDGE MANAGE, P425 VANDERAALST W, 2003, DATA KNOWL ENG, P237 VANHEUSDEN B, 2001, INFORMATION ORG TECH NR 20 TC 3 PU IEEE-INST ELECTRICAL ELECTRONICS ENGINEERS INC PI PISCATAWAY PA 445 HOES LANE, PISCATAWAY, NJ 08855 USA SN 1089-7771 J9 IEEE TRANS INF TECHNOL BIOMED JI IEEE T. Inf. Technol. Biomed. PD JUN PY 2005 VL 9 IS 2 BP 248 EP 255 DI 10.1109/TITB.2005.847194 PG 8 SC Computer Science, Information Systems; Computer Science, Interdisciplinary Applications; Mathematical & Computational Biology; Medical Informatics GA 933QY UT ISI:000229649200011 ER PT J AU Prasnikar, J Debeljak, Z Ahcan, A TI Benchmarking as a tool of strategic management SO TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE LA English DT Article DE strategic management; benchmarking; total benchmarking model AB The increasing dynamics of the business environment combined with the emergence of new technologies calls for the development of new methodologies and tools within the concept of benchmarking. Although recent progress has been made in the direction of expanding the scope of benchmarking to include systems and strategies, the need exists more than ever for a system-wide organizational approach. This paper introduces the Total Benchmarking Model that effectively integrates four types of benchmarking activities: benchmarking of competitive advantages, benchmarking of strategies, process benchmarking and performance benchmarking within the process of strategic management, with the aim of supporting and improving the quality of strategic management decision-making. The model we construct is the result of both long-term research and its practical application with Slovenian firms. C1 Univ Ljubljana, Fac Econ, Ljubljana 61000, Slovenia. Gorenje DD, Velenje, Slovenia. RP Prasnikar, J, Univ Ljubljana, Fac Econ, Ljubljana 61000, Slovenia. 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Manag. Bus. Excell. PD MAR PY 2005 VL 16 IS 2 BP 257 EP 275 DI 10.1080/14783360500054400 PG 19 SC Management GA 913VI UT ISI:000228183300009 ER PT C AU Hoogervorst, J TI Enterprise architecture: Enabling integration, agility and change SO INTERNATIONAL JOURNAL OF COOPERATIVE INFORMATION SYSTEMS LA English DT Proceedings Paper DE business; organization; integration; agility; change; strategy implementation; enterprise architecture AB Three core imperatives are essential for modern businesses and organizations: seamless integration of customer and operational processes, agility, and the ability to change. These imperatives are relevant in view of successfully executing strategic choices, but all too often not satisfied. Businesses and organizations are complex adaptive socio-technical systems and can be viewed from two fundamentally different perspectives: the functional (black-box) perspective and the constructional (white-box) perspective. Management and governance of businesses and organizations regard the functional, black-box perspective, which is inherently ill-suited for addressing the imperatives mentioned. It will be argued that establishing system integration, agility and change requires a focus on the system's design, hence necessitates the constructional perspective. The concept of architecture is considered fundamental for operationalizing the constructional perspective. Next to the more familiar notion of technology architecture, the concepts of business, organizational and information architecture are formally introduced and elucidated. Various domains within these architectures will be highlighted, whereby the importance of coherence and consistency is stressed, especially in view of the ability to change. Collectively, the four architectures are labeled Enterprise Architecture. Finally, enterprise architecture will be positioned as a crucial means for linking strategy development and execution. C1 KLM Royal Dutch Airlines, NL-1117 ZL Schiphol, Netherlands. RP Hoogervorst, J, KLM Royal Dutch Airlines, POB 7700, NL-1117 ZL Schiphol, Netherlands. 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J. Coop. Inf. Syst. PD SEP PY 2004 VL 13 IS 3 BP 213 EP 233 PG 21 SC Computer Science, Information Systems GA 851ID UT ISI:000223677900002 ER PT J AU Hackney, R Burn, J Salazar, A TI Strategies for value creation in electronic markets: towards a framework for managing evolutionary change SO JOURNAL OF STRATEGIC INFORMATION SYSTEMS LA English DT Article DE eBusiness strategy; change management; co-evolutionary strategies; eMarkets; value creation; eKnowledge ID E-BUSINESS; ALLIANCES; MANAGEMENT AB This paper reviews the theoretical relevance of strategic analysis in eMarkets and advocates for a co-evolutionary approach to value creation and the management of change. A view of strategy is recognized which includes an evaluation of the stages and processes of evolution for these markets. A framework encompassing critical elements such as e-market ecosystems, e-alliances, e-knowledge and e-systems, is developed and advanced for further strategic analysis. The model is believed to be of value for conceptual assessment of virtual business communities where unique attention to continuous innovation and dynamic organizational adaptation are considered imperative for competitive success. This is increasingly characterized by paradoxical issues, such as competing in the present time and building long-term strategic competences for the future. The model is validated with relevant examples and a substantive case study. (C) 2004 Elsevier B.V. All rights reserved. C1 Manchester Metropolitan Univ, Dept Business Informat Technol, Manchester M1 3GH, Lancs, England. Edith Cowan Univ, Joondalup, WA, Australia. RP Hackney, R, Manchester Metropolitan Univ, Dept Business Informat Technol, Aytoun Bldg,Aytoun St, Manchester M1 3GH, Lancs, England. EM r.hackney@mmu.ac.uk j.burn@ecu.edu.au a.salazar@mmu.ac.uk CR 2001, FORRESTER RES 1226 AMIT R, 2001, STRATEGIC MANAGE J, V22, P493 ASH CG, 2003, EUR J INFORM SYST, V12, P297 BARNEY JB, 1991, J MANAGE, V7, P99 BEINHOCKER ED, 1999, MCKINSEY Q, V4, P46 BEINHOCKER ED, 1999, SLOAN MANAGE REV, V40, P95 BERRYMAN K, 1998, MCKINSEY Q, V1, P152 BIERLY P, 1996, STRATEGIC MANAGE J, V17, P123 BRUNN P, 2002, EUROPEAN MANAGEMENT, V3, P286 BUCHEL B, 2002, EUROPEAN MANAGEMENT, V20, P587 BURN J, 2000, J GLOBAL INFORMATION, V3, P18 BURN JM, 1999, IEEE T PROFESSIONAL, V42, P1 BURN JM, 2002, BUSINESS BUSINESS EL DYER JH, 1998, ACAD MANAGE REV, V23, P660 EISENHARDT K, 2000, HARVARD BUSINESS JAN, P91 EISENHARDT KM, 1997, HARVARD BUSINESS JUL GULATI R, 1998, STRATEGIC MANAGE J, V19, P293 HACKNEY RA, 2001, INT J EBUSINESS STRA, V2, P281 HANSEN C, 1999, STRATEGY LEADERS MAR, P106 IANSITI M, 2004, HARVARD BUSINESS MAR, P68 KAUFFMAN SA, 1995, MCKINSEY Q, V1, P118 KOZA MP, 1998, ORGAN SCI, V9, P255 LARSSON R, 1998, ORGAN SCI, V9, P285 MACHER JT, 2002, IND INNOVATION, V9, P155 MACLEOD M, 1999, SUPPLY MANAGEMEN FEB, P38 MALHOTRA Y, 2000, INFORMATION RESOURCE, V13, P5 MANDAL P, 2002, ISSUES TRENDS INFORM MONGE PR, 1998, ORGAN SCI, V9, P411 MOORE JF, 1993, HARVARD BUS REV, V71, P75 MOORE JF, 1997, DEATH COMPETITION LE NAMBISAN S, 2000, ELECT MARKETS, V10, P197 PEPPARD J, 2003, 24 INT C INF SYST, P743 PITT M, 1999, TECHNOL ANAL STRATEG, V11, P301 PORTER ME, 2001, HARVARD MANAGEMENT R RASHID MA, 2002, ENTERPRISE RESOURCE, P1 ROMANO N, 2002, P ISONEW LAS VEG NEV SALAZAR A, 2003, INFORMATION TECHNOLO, V4, P289 SARKAR M, 1998, J BUS RES, V41, P215 TYSON K, 1998, STRATEGY LEADERSHIP, V26, P14 VENKATRAMAN N, 1994, SLOAN MANAGEMENT WIN VENKATRAMAN N, 1998, SLOAN MANAGEMENT FAL, P33 WIGAND RT, 1995, J COMPUTER MEDIATED YAMADA K, 2003, MANAGING IT GOVT BUS, P216 ZACK MH, 1999, CALIF MANAGE REV, V41, P125 ZOTT C, 2000, EUROPEAN MANAGEMENT, V18, P463 NR 45 TC 3 PU ELSEVIER SCIENCE BV PI AMSTERDAM PA PO BOX 211, 1000 AE AMSTERDAM, NETHERLANDS SN 0963-8687 J9 J STRATEGIC INFORM SYST JI J. Strateg. Inf. Syst. PD JUL PY 2004 VL 13 IS 2 BP 91 EP 103 DI 10.1016/j.jsis.2004.02.006 PG 13 SC Computer Science, Information Systems GA 846NN UT ISI:000223322500002 ER PT J AU Hasan, H Crawford, K TI Codifying or enabling: the challenge of knowledge management systems SO JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY LA English DT Article DE knowledge management systems; organisational learning and adaptation ID ORGANIZATIONS; TECHNOLOGY AB This paper examines the complex interaction between technology and people in the knowledge-making and knowledge-management activities of organisations. Studies in two Australian universities are used to demonstrate the importance of adopting a holistic approach to knowledge management, which is cultural, historical, contextual and dynamic. The paper presents various perceptions of what knowledge management is, or should be, with the suggestion that the cultural historical activity theory be used as the theoretical framework for both the study of knowledge management and the design of knowledge management systems, which enable organisational learning and adaptation. C1 Univ Wollongong, Dept Informat Syst, Wollongong, NSW 2522, Australia. Univ Sydney, Sydney, NSW 2006, Australia. RP Hasan, H, Univ Wollongong, Dept Informat Syst, Wollongong, NSW 2522, Australia. EM helen_hasan@uow.edu.au CR *OECD, 1996, ECONIMIST SEP, P43 ALLEE V, 1997, KNOWLEDGE EVOLUTION ALVAI M, 1999, COMMUN ASS INF SYSTE, V1, P1 BISHOP L, 1999, COMPUTER SUPPORTED C, V8, P115 BLACKLER F, 1993, J MANAGE STUD, V30, P863 BOLLINGER AS, 2001, J KNOWLEDGE MANAGEME, V5, P8 CHOO CW, 1998, KNOWING ORG CRAWFORD K, 1997, AGENCY TECHNOLOGY VI DAVYDOV VV, 1991, MULTIDISCIPL NEWSLET, V7, P1 EARL MJ, 1999, SLOAN MANAGE REV, V40, P29 ENGESTROM Y, 1987, LEARNING EXPANDING A ENGESTROM Y, 1999, COMPUTER SUPPORTED C, V8, P63 FOWLER A, 2000, J STRATEGIC INF SYST, V9, P107 GREY H, 1999, U CREATION WEALTH HARMAN G, 1996, HIGHER ED Q, V50, P295 HASAN H, 2000, KNWOLEDGE PROCESS MN, V6, P72 HOLSAPPLE CW, 2000, J STRATEGIC INF SYST, V9, P235 JUDGE WQ, 1997, CALIF MANAGE REV, V39, P72 KUUTTI K, 1995, P 28 ANN HAW INT C S, P313 LEONTIEV AN, 1981, PROBLEMS DEV MIND MALHOTRA Y, 2000, INT STRATEGY EXEC J, V16 MARKUS ML, 1997, SLOAN MANAGE REV, V38, P55 MARTON F, 1997, LEARNING AWARENESS MCLUREWASKO M, 2000, J STRATEGIC INF SYST, V9, P155 MENTZAS G, 2001, J KNOWLEDGE MANAGEME, V5, P94 NONAKA I, 1995, KNOWLEDGE CREATING C ORAVAC J, 1996, VIRTUAL INDIVIDUALS PRUSAK L, 1997, KNOWLEDGE ORG SCHULTZE U, 2000, J STRATEGIC INF SYST, V9, P193 SENGE P, 1992, 5 DIMENSION ART PRAC VIRKKUNEN J, 2000, ACCOUNTING MANAGEMEN, V10, P291 VYGOTSKY LS, 1978, MIND SOC WENGER E, 1998, COMMUNITIES PRACTICE WIIG KM, 1999, J KNOWLEDGE MANAGEME, V3, P155 NR 34 TC 3 PU PALGRAVE PUBLISHERS LTD PI BASINGSTOKE PA BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND SN 0160-5682 J9 J OPER RES SOC JI J. Oper. Res. Soc. PD FEB PY 2003 VL 54 IS 2 BP 184 EP 193 DI 10.1057/palgrave.jors.2601388 PG 10 SC Management; Operations Research & Management Science GA 658DR UT ISI:000181706800008 ER PT J AU Mamaghani, F TI Information technology knowledge sharing using case-based reasoning SO INFORMATION SYSTEMS MANAGEMENT LA English DT Article AB In the relatively short time since the first case-based reasoning systems were Implemented, there have been numerous academic CBR demonstrators. CBR systems have been used in diagnosis of diseases, planning, legal reasoning, software design, arbitration, weather forecasting, tutoring, and help desk operations, to name a few. C1 St John Fisher Coll, Rochester, NY 14618 USA. RP Mamaghani, F, St John Fisher Coll, Rochester, NY 14618 USA. CR AAMODT A, 1994, AI COMMUN, V7, P39 AHA DW, 1997, P 2 INT C CAS BAS RE, P267 ARTHUR B, 1994, INCREASING RETURNS P BECERRAFERNANDE.I, 1999, P 12 ANN FLOR ART IN BRUNINGHAUS S, 1999, P 3 INT C CAS BAS RE DAVIS S, 1998, BLUR DRUCKER P, 1993, POSTCAPITALIST SOC EDELSON DC, 1993, THESIS NW U ELLEMAN D, 1998, ACAD MANAGE EXEC, V13, P25 ERNST, 1997, 20 QUESTIONS KNOWLED FERGUSON W, 1992, ASK SYSTEM APPROACH GARTNER G, 1998, COMPUT WORLD, V29, P43 HAMMOND KJ, 1989, P DARPA WORKSH CAS B HANSEN MT, 1999, HARVARD BUSINESS MAR, P106 HOLSAPPLE CW, 1987, INFORMATION SOC, V5, P77 KANTER J, 1999, INFORM SYST MANAGE, V16, P7 KOLODNER JL, 1991, AI MAG, V12, P52 LEAKE DB, 1996, CASE BASED REASONING, P3 MALHOTRA Y, 1998, KNOWLEDGE MANAGEMENT MANI I, 1999, INFORMATION RETRIEVA, V1, P35 MCKEOWN K, 1999, P NATL C ART INT NONAKA I, 1991, HARVARD BUSINESS NOV, P96 PARADICE DB, 1989, INFORMATION RESOURCE, V2, P1 PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79 ROBERTS B, 1996, WEB WEEK 0909, P30 SCHENK R, 1991, P 13 C COGN SCI SOC STEWART T, 1998, FORTUNE JAN, P154 TURBAN E, 2001, INTRO INFORMATION TE, P371 WATSON I, 1997, APPL CASE BASED REAS NR 29 TC 3 PU AUERBACH PUBLICATIONS PI BOCA RATON PA C/O CRC PRESS L L C, 2000 CORPORATE BLVD NW, BOCA RATON, FL 33431 USA SN 1058-0530 J9 INFORM SYST MANAGE JI Inf. Syst. Manage. PD FAL PY 2002 VL 19 IS 4 BP 13 EP 20 PG 8 SC Computer Science, Information Systems GA 590GV UT ISI:000177811900003 ER PT J AU Jacko, JA Salvendy, G Sainfort, F Emery, VK Akoumianakis, D Duffy, VG Ellison, J Gant, DB Gill, Z Ji, YG Jones, PM Karsh, BT Karshmer, AI Lazar, J Peacock, B Resnick, ML Sears, A Smith, MJ Stephanidis, C Ziegler, J TI Intranets and organizational learning: A research and development agenda SO INTERNATIONAL JOURNAL OF HUMAN-COMPUTER INTERACTION LA English DT Article ID TECHNOLOGY; PERCEPTIONS; PERFORMANCE; KNOWLEDGE; FUTURES; IMPACT AB This article presents the outcomes of a technical symposium on the topic of the use of intranets as a tool for organizational learning, which was conducted at the 9th International Conference on Human-Computer Interaction, held in New Orleans, Louisiana, August 5 through 10, 2001. The objective of the symposium was to derive, based on the collective intelligence of experts, an agenda for research and development (R&D) concerning the use of intranet for organizational learning for the short, medium, and long term. Expert knowledge of this research area was acquired and assimilated through the symposium, which was composed of technical paper presentations and a full-day "white paper" session, as well as pre- and post-symposium survey dissemination and analysis. The current state of knowledge and resulting agenda for R&D are reported, and 4 critical areas are emphasized: organizational rules, norms and structures; changes in the nature of work; knowledge manipulation; and technology issues. C1 Georgia Inst Technol, Atlanta, GA 30332 USA. Purdue Univ, W Lafayette, IN 47907 USA. Natl Tsing Hua Univ, Hsinchu, Taiwan. NASA, Ames Res Ctr, Moffett Field, CA 94035 USA. Univ Wisconsin, Madison, WI USA. Univ S Florida, Tampa, FL 33620 USA. Towson Univ, Towson, MD USA. NASA, Lyndon B Johnson Space Ctr, Houston, TX 77058 USA. Florida Int Univ, Miami, FL 33199 USA. Mississippi State Univ, Mississippi State, MS 39762 USA. Indiana Univ, Bloomington, IN 47405 USA. RP Jacko, JA, Georgia Inst Technol, 765 Ferst Dr, Atlanta, GA 30332 USA. 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J. Hum.-Comput. Interact. PY 2002 VL 14 IS 1 BP 93 EP 130 PG 38 SC Computer Science, Cybernetics; Ergonomics GA 551UD UT ISI:000175579400003 ER PT J AU Mac Morrow, N TI Knowledge management: An introduction SO ANNUAL REVIEW OF INFORMATION SCIENCE AND TECHNOLOGY LA English DT Review ID SMART COMPANIES; INFORMATION; ORGANIZATIONS; STRATEGY; PERFORMANCE; PERSPECTIVE; INNOVATION; COMPETENCE; IMPACT; WORK C1 Univ Technol Sydney, Dept Informat Studies, Sydney, NSW 2007, Australia. RP Mac Morrow, N, Univ Technol Sydney, Dept Informat Studies, POB 123 Broadway, Sydney, NSW 2007, Australia. 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WIIG KM, 1999, KNOWLEDGE MANAGEMENT, CH1 ZACK MH, 1999, CALIF MANAGE REV, V41, P125 ZACK MH, 1999, KNOWLEDGE STRATEGY NR 128 TC 3 PU INFORMATION TODAY INC PI MEDFORD PA 143 OLD MARLTON PIKE, MEDFORD, NJ 08055-8750 USA SN 0066-4200 J9 ANNU REV INFORM SCI TECH JI Annu. Rev. Inform. Sci. Technol. PY 2001 VL 35 BP 381 EP 422 PG 42 SC Computer Science, Information Systems; Information Science & Library Science GA 511HJ UT ISI:000173258300012 ER PT J AU Hallin, CA Marnburg, E AF Hallin, Carina Antonia Marnburg, Einar TI Knowledge management in the hospitality industry: A review of empirical research SO TOURISM MANAGEMENT LA English DT Article DE knowledge management (KM); knowledge; organizational learning; hospitality; review; research suggestions ID TACIT KNOWLEDGE; ORGANIZATIONS; HOTELS; PERFORMANCE; STRATEGY; TOURISM; WORLD AB Knowledge management (KM) has emerged over the last decade to become one of the most debated management concepts, but in the hospitality industry KM has not achieved the same scale of applications and empirical research as in other fields. This paper presents the first state-of-the-art survey of empirical KM research in the hospitality field. Database searches of the KM concept and related topics yielded 2365 hits, of which only 19 empirical articles were identified. The contents of the articles are discussed in juxtaposition with static versus dynamic perspectives on knowledge. The empirical quality of articles is assessed against relevant theory-of-science criteria. Findings reveal that five empirical contributions offer high research quality, and the remaining studies demonstrate that empirical KM research is limited, inconclusive, low on generalization and testability. It is suggested that future research should offer insight into actual learning dynamics to define what domain-specific knowledge means for hospitality management and employees, to investigate how to store real-time contextual knowledge, investigating employees' versus managers' knowledge abilities in forecasting business change, and to illuminate how knowledge vision and knowledge activities may be aligned. (C) 2007 Elsevier Ltd. All rights reserved. C1 [Hallin, Carina Antonia; Marnburg, Einar] Univ Stavanger, Norwegian Sch Hotel Management, N-4036 Stavanger, Norway. RP Hallin, CA, Univ Stavanger, Norwegian Sch Hotel Management, N-4036 Stavanger, Norway. 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PD APR PY 2008 VL 29 IS 2 BP 366 EP 381 DI 10.1016/j.tourman.2007.02-019 PG 16 SC Environmental Studies; Hospitality, Leisure, Sport & Tourism; Management GA 253VX UT ISI:000252546800013 ER PT J AU Power, D Singh, P AF Power, Damien Singh, Prakash TI The e-integration dilemma: The linkages between Internet technology application, trading partner relationships and structural change SO JOURNAL OF OPERATIONS MANAGEMENT LA English DT Review DE information technology; supply chain; Internet; structure; theory ID SUPPLY CHAIN MANAGEMENT; INFORMATION-TECHNOLOGY; COMPETITIVE ADVANTAGE; COEFFICIENT ALPHA; ECONOMIC-ANALYSIS; 2-STEP APPROACH; WEB SERVICES; DESIGN; IMPLEMENTATION; COORDINATION AB The evidence from an empirical study involving 281 Australian organizations suggests that the availability, open nature, and (comparative) ease of implementation of Internet technologies for integration with trading partners, whilst on the one hand providing the means by which organizations can integrate processes and systems in a cost effective way, can amplify the need for both structural change and closer collaboration with trading partners. The relationships proposed and tested in the model are justified and explained based on a number of theoretical perspectives. These include Transaction Cost Economics, Socio-technical Systems, Resource Dependency, Knowledge Based View, Stakeholder Theory and Organizational Learning. The implications of the findings for Transaction Cost Theory are noteworthy firstly because they support the appropriateness of the inter-organizational governance structure in the context of this study, and secondly because although application of these technologies may reduce information search and related costs, whether this necessarily leads to reduced coordination costs is problematic. The potential benefits from improved coordination may be constrained by the perceived costs, and risks, of transition to new structural forms. The implication for practice is that increased use of Internet technologies creates substantial pressure to invest in organizational change. The attractiveness of investing in technologies that place managers in a position where they need to promote organizational change in order to extract adequate returns creates a significant dilemma. On the one hand Internet technologies enable extensive sharing and integration of data among trading partners, but at the same time they create conditions requiring managers to embrace fundamental organizational change in order to leverage the potential of such integration. (c) 2007 Elsevier B.V. All rights reserved. C1 Univ Melbourne, Fac Econ & Commerce, Dept Management & Marketing, Parkville, Vic 3010, Australia. RP Power, D, Univ Melbourne, Fac Econ & Commerce, Dept Management & Marketing, Parkville, Vic 3010, Australia. 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