Media Coverage of Interviews and Technology Ventures: [Media Coverage]Worldwide Impact on Information Technology and Knowledge Management Research & Practices
The worldwide impact of Dr. Yogesh Malhotra's research and global thought leadership on knowledge management and information technology management is evident in:
- Strategies, policies, and practices of worldwide corporations, and institutions across all sectors of industrial, economic, and social activity;
- Education, labor, technology, governmental, social, and developmental policies of worldwide governments;
- New theories and practices about management, work, and organizations by worldwide scholars, policymakers, and practitioners.
Media Coverage of Interviews and Technology Ventures: [Media Coverage]Media Coverage of Interviews and Technology Ventures
Organizations and media publications that have interviewed Yogesh Malhotra or reviewed, written, or published about his Technology Ventures include:
AACSB International; Academy of Management; Accenture; Association of Southeast Asian Nations; Association for Computing Machinery; American Bar Association Subcommittee on Electronic Financial Services; American Institute of Certified Public Accountants; American Libraries Association; American Society of Hand Therapists; American Society of Mechanical Engineers; APICS, Association for Operations Management; Apple Computer; Armed Forces Communications and Electronics Association; Asia Business Management; Australian Financial Review; Australian Trade Commission; Babson College; Bill Gates Home Page, Business @ The Speed of Thought Book Site, Microsoft; Business Week; British Telecom; Business Standard, India; Business World; Canadian Authors Association; Canadian Journal of Communication; Carnegie Mellon University Libraries; Chief Executive; CIO Magazine; CIO Insight; Cisco Systems; City University of Hong Kong; Compaq, Germany; Computerworld; Computers Today, India; Congress of Southeast Asian Librarians; CSC; Deutsche Bank AG, Global Securities Services, Germany; Du Pont de Nemours & Co; Duke University Fuqua School of Business; Ernst and Young; Europe Business Management; European Cyber Security in the Financial Services Sector Executive Summit; Executive Search Roundtable; Export-Import Bank of the United States; Factiva, Dow Jones & Reuters; Fast Company; Federal Computer Week; Forbes; Fortune; Government of Canada; Government of Australia; Government Technology; Harvard Business School Publishing; Harvard Management Update; Harvard University; Hewlett Packard; Illinois Chamber of Commerce; Inc.; The Independent, UK; Indiana University Kelley School of Business Alumni Association; Information Week; InfoWorld; INSEAD; Institute of Electrical and Electronics Engineers; Information Systems Audit & Control Association; International Association of Facilitators; International Atomic Energy Agency; International Personnel Assessment Council; Kellogg School of Management; KM World; Journal of the American Society for Information Science and Technology; Journal of Workplace Learning; Literacy Assistance Center of New York City; London School of Business; The Los Angeles Times; Maeil Business Newspaper, S. Korea; Maeil Business TV Network, S. Korea; Malaysian Business, Malaysia; McKinsey; McMaster University, Canada; MBA Association of Ireland; MBA Magazine; Microsoft; MIT; MIT $50K Entrepreneurship Competition; MIT Libraries; MIT Press; NASA; National Institutes of Health, Office of Quality Management; National Research Council Canada; Northrop Grumman Corporation; The New York Times; Organisation for Economic Co-operation and Development; Pioneer Planet; Pricewaterhouse Coopers; Princeton University; Queen's School of Business, Canada; San Jose Mercury News; SAP; The Seattle Times; Securities & Investment Institute, UK; Siemens, S. Africa; Society of Cable Telecommunications Engineers; Society of Manufacturing Engineers; Software Magazine; Stanford Graduate School of Business, MBA Career Management Center; Stanford Learning Labs; Stanford School of Medicine; Stanford University; Suncor Energy Inc., Canada; Syracuse Post Standard; THE Journal; Telstra, Australia; Training and Development; United Nations; United Nations Development Program; University of California Berkeley, Haas Entrepreneurs Association; University of California, Berkeley, Institute of Industrial Relations; University of Minnesota Carlson School of Management; US Air Force Academy; US Army Corps of Engineers; US Army Medical Research Acquisition Activity; US Department of Energy; US Diplomatic Mission to Germany; US Economic Development Administration; US Navy; US Patent and Trademark Office; Verizon; Visa Corporation; The Wall Street Journal; Wharton School.
Media Coverage of Interviews and Technology Ventures: [Media Coverage]A small sample of institutions, governments, corporations, agencies, publications, and officials that reference and cite Dr. Yogesh Malhotra's published research is listed below:
ACM Research JournalsMedia Coverage of Interviews and Technology Ventures: [Media Coverage]
Air Force, Australia, Director General Policy and Planning
American Academy of Medical Administrators
Australia Department of Education
Australian Bureau of Statistics
Australian Council for Educational Leaders
Canadian Department of National Defence
Chairman of the Board, The Institute of Internal Auditors
Chief Information Officer, U.S. Department of the Navy
Chief Information Officer, United States Air Force Research Lab
Dean, Birla Institute of Technology, India
Decision Sciences Journal
European Commission
European Commission's Directorate-General Information Society Technologies
European Health Management Association
European Union Information Societies Technology Programme
Government of Argentina
Government of Australia
Government of Australia, Information Management Office
Government of Australia, National Office for the Information Economy
Government of Austria, Federal Ministry for Economic Affairs and Labour
Government of Brazil, Ministry of Industry and Foreign Trade
Government of Finland, Ministry of Labour
Government of Greece
Government of Iran, Iran Management and Planning Organization
Government of Iran, Ministry of Science
Government of Malta, Central Information Management Unit
Government of Mauritius, National Productivity and Competitiveness Council
Government of Mexico
Government of Netherlands
Government of Portugal, Ministry of Finance
Government of South Africa, Department of Health
Government of South Africa, National Advisory Council on Innovation
Government of Sweden
Government of Tasmania, Tasmania Information Management Report
Government of Thailand
Government of Turkey
Government of UK, Department of Health
Government of UK, Ministry of Defence
Government of UK, Office of Government Commerce
Government of Vietnam
Harvard University
Harvard University Program on Information Resources Policy
Hewlett Packard
Hindu Newspaper, India
IBM
IEEE Research Journals
INSEAD, France
Indian Banks' Association, India
Indian Statistical Institute, India
Indiana University
Industry Canada
Information Systems Research Journal
Institute of Supply Management
Intel Corporation
International Atomic Energy Agency
International Journal of Human-Computer Interaction
International Journal of Production Economics
International Labour Office
Investment Bank Asia, Malaysia
Irish Times Newspaper, Ireland
Journal of Knowledge Management
Journal of Management Information Systems
Journal of Research Administration
Journal of Strategic Information Systems
Journal of Workplace Learning
Journal of the Academy of Hospital Administration
Journal of the American Society for Information Science and Technology
Journal of the Operational Research Society
Knowledge Management Society of South Africa
Korea Advanced Institute of Science and Technology
MIS Quarterly
MIT Media Lab
MIT Sloan School of Management
MIT Center for eBusiness
MIT Lean Aerospace Initiative
Malaysian Business Newspaper, Malaysia
Microsoft Corporation
NASA Scientific and Technical Information Program
National Academy of Psychology, India
National Association of Realtors
National President of the Australian Computer Society, Australia
National Speakers Bureau, Canada
Naval Postgraduate School, Monterey, California
Northrop Grumman
Organization of Islamic Capitals and Cities, Saudi Arabia
Pakistan Atomic Energy Commission
Parliament of Victoria, Australia
Penn State University
Philippines City Development Strategies Executives Association, Philippines
Purdue University
SAP North America
Shanghai Jiaotong University Libraries, China
Singapore Management University, Singapore
Software Human Resources Council, Canada
South African Medical Research Council, South Africa
Syracuse University Information School
Telecom Italia
The Chartered Management Institute, U.K.
U.S. Agency for International Development
U.S. Air Force
U.S. Army
U.S. Army Management Staff College
U.S. Army War College Quarterly
U.S. Defense Information Systems Agency Interoperability Directorate
U.S. Department of Defense
U.S. Department of Defense Command and Control Program
U.S. Department of Defense Logistics Implementation Plan
U.S. Department of Defense, Office of the Under Secretary of Defense (Comptroller)
U.S. Department of Health & Human Services
U.S. Department of Labor Employment and Training Administration
U.S. Department of Veteran Affairs
U.S. Embassy, American Center, New Delhi
U.S. Navy
USAID
United Nations Department of Economic and Social Affairs
United Nations Development Program
United Nations Economic and Social Council
United Nations Office for Project Services
University of Maryland
University of Minnesota
University of North Carolina at Chapel Hill
Vice President, SAP, North America
Visa Corporation, Canada
Vision Korea Campaign, South Korea
Volvo Information Technology, Sweden
Wharton School
World Bank, Group Small and Medium Enterprise Department
World Bank, International Finance Corporation
World Bank, Palestinian Development Gateway
World Health Organization (WHO)
Additional References in: [Google: Books, Scholar];
Examples of Impact of Academic Research on: [Policy] [Practice] [Academia] [Journals]
Examples of Impact of Academic Research on Policy & Strategy
A small sample of specific references to his research observed in policy and strategy documents is listed below.
"Knowledge Management refers to the critical issues of organisational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organisational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings. This definition proposed by Dr Yogesh Malhotra summarises a key issue for e-learning strategies and the way they will impact professional training and companies' organisation policies."
- European Commission"It is therefore impossible to typify the roles of Knowledge Management workers other than the CKO, and indeed these roles themselves are in a constant state of change. Dr Yogesh Malhotra defines this as follows: Given the need for autonomy in learning and decision making, such knowledge workers would also need to be comfortable with self-control and self-learning."
- Government of UK, Office of Government Commerce"In the Committee's view, definitions that treat the area as a discipline rather than a mere collection of technologies best encapsulate what knowledge management means. For example, Malhotra says:, "Knowledge Management caters to the critical issue of organisational adaptation, survival and competence in the face of increasingly discontinuous environmental change..."
- Parliament of Victoria, Australia"It is difficult, not to say impossible, to replace the significance of individual or collective face-to-face interactions in the sharing of tacit knowledge and articulating it as explicit in an organization, even if rapid development of interactive multimedia applications combining text, image and sound offers increasingly advanced communication potential. Virtual forms of working and work organization might at best supplement, but never totally replace, self-managing teams with close physical and social contacts, for instance, as a forum for learning."
- Government of Finland, Ministry of Labour, Finnish National Workplace Development Programme"Estes ativos do conhecimento aumentam com o uso e daí a importância de as empresas identificarem o que sabem e manterem todo o esforço para desenvolverem área de gestão do conhecimento. A gestão do conhecimento, segundo Malhotra é a capacidade de catalizar os aspectos críticos de adaptação, sobrevivência e competência, buscando uma combinação sinérgica da capacidade de processar informações e conhecimento com a capacidade criativa e inovativa dos seres humanos. (MALHOTRA, 1999)."
- Government of Brazil, Ministry of Industry and Foreign Trade"A key feature of knowledge management is the sharing of knowledge as opposed to simply the dissemination of information. Knowledge has a different quality to information. Knowledge includes human experience and the ability to make complex judgments based on past experience. Information is more about mere data whereas knowledge is 'potential for action'."
- Government of Australia, Information Management Office, Administrative Review Council""Ich glaube die Technology ist der leichtere Teil des Ganzen. Die wirkliche Herausforderung stecken doch darin wie die Geschäfts-Prozessen und die darauf aufbauenden Geschäfts- Modelle in Einklang gehalten werden mit den radikalen änderungen in der Geschäftswelt und dem Berufsbild der "Knowledge Worker."[Malhotra, 1993]."
- Government of Austria, Federal Ministry for Economic Affairs and Labour"Esta enumeración no implica que algún factor no pueda ocupar a la vez distintas posiciones. La principal característica del nuevo entorno de las organizaciones es su alto nivel de incertidumbre. Por incertidumbre entendemos "la diferencia entre la cantidad de información requerida para realizar una tarea y la cantidad de información ya en poder de la organización" YOGESH, Malhotra.""
- Government of Argentina, Instituto Nacional de la Administración Pública"We are facing "permanent white-waters" which demands strategies for adaptation to uncertainty in contrast to the conventional emphasis on optimisation based on prediction (Malhotra 1999). To quote a decision-maker in a large multinational firm; "The future is moving so quickly that you can't anticipate it. We have put a tremendous emphasis on quick response instead of planning. We will continue to be surprised, but we won't be surprised that we are surprised. We will anticipate the surprise." (Malhotra 1999). When surprise and the unexpected loom so large, partial economic, social or environmental solutions exclude the benefit of integration between social, ecological and economic processes and ignore the returns from resilient solutions."
- Government of Sweden, World Summit on Sustainable Development"Knowledge management refers to the critical issues of organizational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings," says Dr. Yogesh Malhotra, founding chairman and chief knowledge architect of the BRINT Institute, in an interview with Alistair Craven. Widely recognized as a knowledge management pioneer, Malhotra adds, "Knowledge management is more about the pragmatic and thoughtful application of any concept or definition, as it is not in the definition but in real world execution where opportunities and challenges lie. Any definition therefore must be understood within the specific context of expected performance outcomes and value propositions that answer the question 'Why' about relevance of KM.""
- Article & Web Alert, Public Affairs Section, U.S. Embassy, American Center, New Delhi (6/06-6350, p. 3)"Knowledge management, which is a new field emerging from the confluence of organisation theory, management strategy and management information systems, is viewed as an essential driver for innovation. According to Malhotra "Knowledge Management caters to the critical issues of organisational adaption, survival and competence in face of increasingly discontinuous change. Essentially it embodies organisational processes that seek a synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings"."
- Government of South Africa, Department of Health, Medical Research CouncilIncludes in its list of resources two published articles: i) Knowledge Management for [E-]Business Performance: An in-depth discussion by Yogesh Malhotra, Syracuse University School of Management; ii) Measuring Knowledge Assets of a Nation: Knowledge Systems for Development: Research paper prepared for the invited keynote presentation delivered at the United Nations Advisory Meeting of the Department of Economic and Social Affairs Division for Public Administration and Development Management. United Nations Headquarters, New York, 4-5 September 2003. By Yogesh Malhotra, Martin J. Whitman School of Management, Syracuse University.
- Government of South Africa, National Advisory Council on Innovation (NACI)"The disconnect between IT expenditures and the firms' organizational performance could be attributed to an economic transition from an era of competitive advantage based on information to one based on knowledge creation." - Yogesh Malhotra
- Government of Mauritius, National Productivity and Competitiveness Council"Knowledge Management embodies organnizatinnizational processes that seek synergistic combinations of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." -- Yogesh Malhotra, Ph. D."
- Government of Malta, Central Information Management Unit"There are many definitions of knowledge management. It has been described as "a systematic process for capturing and communicating knowledge people can use." Others have said it is "understanding what your knowledge assets are and how to profit from them." Or the flip side of that: "to obsolete what you know before others obsolete it.""
- U.S. Department of Defense, Office of the Under Secretary of Defense (Comptroller)"We are observing diminishing credibility of information technologists. A key reason for this is an urgent need to understand how technologies, people and processes together combine to influence enterprise performance. Today's effective CIO doesn't deliver IT. He delivers business transformation services." - Yogesh Malhotra, Journal of Knowledge Management, 2005
- United States Air Force Research Lab CIO Col. Tom Hamilton in presentation to the Armed Forces Communications Electronics Association titled 'Enterprise IT Solutions Are Tough But They're Tougher If You're Stupid', July 21, 2005."Knowledge Management caters to the critical issues of organisational adaption, survival and competence in the face of increasingly discontinuous environmental change ... Essentially, it embodies organisational process that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings." - Yogesh Malhotra
- Royal Australian Air Force (RAAF) AIRCDRE John Blackburn, Director General Policy and Planning - Air Force (DGPP-AF), Royal Australian Air Force (RAAF), in Air Power Conference 2000."First intangible assets are defined in relation to core competencies of the firm. Each core competence is a combination of intangible assets such as knowledge and skills, standards and values, explicit know-how and technology, management processes and assets, and endowments such as image, relationships, and networks. Knowledge creation is the core competence of any firm (Malhotra, 2000)."
- Government of UK, Ministry of Defence"Malhotra noted the importance of Information Systems for organizational learning, mentioning a series of techniques, methods and tools that can foster organizational learning at many steps of the process: knowledge acquisition, creation and distribution [Malhotra, 1996]."
- Canadian Department of National Defence, Canada, Defence R&D Canada"Knowledge Management caters to the critical issues of organisational adaption, survival and competence in the face of increasingly discontinuous environmental change. Essentially, it embodies organisational process that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings. -- Yogesh Malhotra"
- Air Force, Australia, Director General Policy and Planning,"Knowledge Management refers to the critical issues of organizational adaptation, survival and competence against discontinuous environmental change. Essentially it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." -- Yogesh Malhotra
- United States Department of the Navy"KM is obsoleting what you know before others obsolete it and profit by creating the challenges and opportunities others haven't even thought about -- Dr. Yogesh Malhotra, Inc. Technology"
- U.S. Defense Information Systems Agency Interoperability Directorate"The self-organizing capacity of dynamically adaptive systems is amazing. They tend to eliminate redundancy, minimize connections, and establish priorities--all without outside direction. When something is organized, we tend to believe that someone organized it, some outside influence. But that's not necessarily so. Self-organization is a process in which the organization of a system occurs spontaneously based on the action of its members, without this process being controlled by an external system. The richness of possible behavior increases rapidly with the number of interconnections and the level of feedback."
- U.S. Army War College Quarterly"Dr. Malhotra argues in Business Process Redesign that reengineering is the notion of discontinuous thinking -- recognizing and breaking away from outdated rules and fundamental assumptions. He suggests that reengineering principles are organized around outcomes, and that people who use the output should perform the process. This links parallel activities instead of integrating results, and puts the decision point where the work is performed (Malhotra, 1996). Integrating the DPW processes further into the installation staff can achieve these outcomes. Seventy percent of Business Process Redesigns (BPR) fail because of business focus on cost-cutting and narrow technical approaches (Malhotra, 1996). The installation commanders should decide how DPWs could best serve the community. They should have the opportunity to focus on efficient output and not on restructuring to cut cost. Developing the Corps as the primary service provider narrows the commander's options and does not solve the problem, merely the symptoms. The ultimate success of BPR depends on the experience of people who execute it and how well they apply their creativity to redesigning the processes."
- U.S. Army Management Staff College"Seventy percent of BPR projects fail. Three primary obstacles inhibit the success of reengineering projects: Lack of sustained management commitment and leadership -- It is critical that senior leadership not only support BPR but also be a vocal advocate. Unrealistic scope and expectations -- It is important to manage expectations. BPR is not a panacea that will cure all ills. Resistance to change -- The world is changing all the time and the pace of change continues to accelerate. It will continue to change whether we participate or not. We must change with it or be left behind. AIT provides AIS program managers the opportunity to completely reexamine and reengineer their entire business process, because it offers capabilities not previously available in terms of timeliness and accuracy of data capture. During the operational prototype, the Air Force provided an excellent example of a reengineered business process as a result of AIT. The Supply Asset Tracking System (SATS) is a front-end server that integrates AIT with the supply AIS, the Standard Base Supply System (SBSS). SATS uses linear bar codes for tracking and inventory purposes and smart cards for personal identification to verify receipt and establish personal accountability of property."
- U.S. Department of Defense Logistics Implementation Plan"According to Malhotra, KM ensures that right knowledge is applied at the right place and time and it is about doing the right thing instead of doing things right [1]. Its application to R&D will avoid unnecessary duplication of research. It can help support both individual and organizational learning from past successes and failures while guiding future actions and changes."
- Pakistan Atomic Energy Commission, International Atomic Energy Agency"The mechanistic model of information processing and control based upon compliance is not only limited to the computational machinery, but extends to specification of goals, tasks, best practices and institutionalized procedures to achieve the pre-specified outcomes." -- Yogesh Malhotra, Syracuse University, School of Management, Syracuse, NY, USA, Why Knowledge Management Systems Fail, 2003
- European Health Management Association, Ireland"KM has become an increasingly important management discipline in recent years. Nevertheless, some say the phrase KM is unhelpful because 'knowledge is not a "thing" that can be "managed"1. They challenge the 'dominance and control model' that often underlies traditional views of knowledge and organisational management and development. They assert instead the notion that knowledge is largely cognitive, tacit and highly personal. They champion the fundamental role of people and the social interactive basis of knowledge sharing and creation."
1Malhotra, Y. Is Knowledge Management Really An 'Oxymoron'? Unravelling the Role of Organizational Controls in Knowledge Management in White, D. (Ed) (2002) Knowledge Mapping and Management. Philadelphia, Idea Group Publishing.
- UK Department of Health, Care Services Improvement Partnership (CSIP)"Knowledge management is viewed as an essentialdriver for innovation. According to Malhotra, "Knowledge Management caters to the critical issuesof organisational adaptation, survival and competencein the face of increasingly discontinuous change.Essentially it embodies organisational processes thatseek a synergistic combination of the data andinformation processing capacity of informationtechnologies, and the creative and innovative capacityof human beings"."
- United Nations Development Program (UNDP), Council on Health Research for Development (COHRED), Geneva, SwitzerlandAdaptive Learning (See: Double Loop Learning): "Adaptive learning, or, single-loop learning, focuses on solving problems in the present without examining the appropriateness of current learning behaviors." -- Malhotra Y, Organizational learning and learning organizations: an overview.
- World Health Organization (WHO) Knowledge Management Glossary"The mechanistic model of information processing and control based upon compliance is not only limited to the computational machinery, but extends to specification of goals, tasks, best practices and institutionalized procedures to achieve the pre-specified outcomes." - YogeshMalhotra, Syracuse University, School of Management, Syracuse, NY, USA, Why Knowledge Management Systems Fail, 2003
- ITHACA SCM Presentation by CEO, Health Supply Chain Action and CEO-elect, EHMA SCM SIG"Similarly, Dr. Yogesh Malhotra, the famous "Knowledge Architect", wrote a cautionary article on "When Best [Practices] Becomes Worst", Momentum: the Quality Magazine of Australasia, Quality Society of Australasia, NSW (Australia, 2002). In fact, the conditions for producing and utilizing knowledge workers are not a question of the persons concerned merely acquiring subject-matter expertise, problem-solving competency and communication skills. It is essential to provide an environment where such persons can operate and flourish. In the same vein, one of Malotra's recent books (monograph) for UNESCO discusses knowledge work taking place in "hyper turbulent organizational environments"... In fact it is nowadays recognized that the distinction between entrepreneur and knowledge worker is getting increasingly blurred. Regardless of the industry or organization an individual is working in, he or she is expected to act more and more as an internal entrepreneur, or intrapreneur. Given the increased relevance of the knowledge value chain, one can anticipate that most individuals in knowledge-based organizations would be acting as knowledge intrapreneurs - a term which is probably more appropriate than 'knowledge worker'."
- International Labour Office (ILO), International Migration Programme"As Dr. Yogesh Malhotra, one of the world's foremost authorities on Knowledge Management and Business Model Innovation, has noted: "Given the changing dynamics underlying national performance, it is not surprising that some less developed economies with significant assets in ICT knowledge and Internet-related expertise are hoping to leapfrog more developed economies.""
- African Leadership and Progress Network"The KELP conceptual approach provides a scaffolding for integrating information, communication, and knowledge technologies into USAID and partner strategies for managing sustainable development. The twin concepts of "knowledge exchange" and "learning partnerships" are further explained below. The twin concepts of "knowledge exchange" and "learning partnerships" are further explained below. 1. Knowledge Exchange The use of the "knowledge exchange" is based on Malhotra's (1998:1) definition of knowledge management. "Knowledge Management caters to the critical issues of organizational adaption, survival, and competence in face of increasingly discontinuous environmental change."
- U.S. Agency for International Development, Bureau for Africa Office of Sustainable Development"Recognising that the teachers and students were providing the indicators and solutions for whole school development and quality assurance processes, appropriate technology systems were investigated to simplify process so that the benchmarking, monitoring and analysis of programs did not detract from the classroom. Noumea required a knowledge creation system that would assist staff and parents to review school data, would enable continuous construction and reconstruction of practices, and the learning and unlearning of organisational assumptions that had become established over time (Malhotra, 1998)... SchoolMate has enabled Noumea Primary School to recreate itself as a knowledge ecology. In developing SchoolMate the school has also recognised that knowledge resides in the user and not in the collection (Malhotra,1998), and have developed tutorials to assist teachers to manage smarter, analyse data effectively and to act on this data efficiently. Professional development programs provide 'just-in-time' and 'just-in-context' opportunities."
- Australian Council for Educational Leaders, Australia"The point of raising the issue of the value of conceptual frameworks here is that they are fundamental components of the efforts to derive "best" practices. They serve, in effect, as the basis for the development hypotheses that shape our actions. They help bound the kinds of information that we need to be looking for and at to make determinations about what is good, bad, ugly, most recent, or perhaps even "best" among the practices that we are employing. But, before someone moves to condemn what might seem an academic exercise to draw theory into this discussion, it may be useful to reflect on two important ideas: First, as Kurt Lewin said: "There is nothing so practical as a good theory." Second, as Yogesh Malhotra offered as a constructivist corollary to Lewin's point: "There is nothing so practical as good practice of theory." Given the potential value of a conceptual framework, it might be interesting to explore what one conceptual framework might contribute to the analysis of the three case studies on Strengthening Community Institutions for Natural Resource Management."
- USAID Workshop on Strengthening Community Institutions for Natural Resource Management"Finally, all who are concerned with IT security issues should understand -- and appreciate -- the difference between information and knowledge. Information, writes Yogesh Malhotra, PhD, is embedded in a computer -- while knowledge is embedded in people. "Information generated by a computer is not a very rich carrier of human interpretation for potential action," he writes. "Computer are merely tools, however great their information-processing capabilities may be."
- Chairman of the Board, The Institute of Internal Auditors"Leadership Quote of the Week: The focus of knowledge management is on doing the right thing instead of doing things right... Yogesh Malhotra"
- Chartered Management Institute, UK"Dr Yogesh Malhotra, founder of the Brint Institute and a pioneer in knowledge management, posits that "the basic premise is that you can predict how and what you'll need to do and that IS can simplify this and do it efficiently". However, the new business model, he says, is marked by fundamental, not incremental, change and businesses can't plan long-term. Instead, they must shift to a more flexible "anticipation of surprise" model, making it impossible to build a system that can predict what is the right information to be delivered to the right person at the right time. This is not to say that information technology has been displaced from the knowledge management equation; its place has been preserved by a growing realisation among developers that software alone cannot automatically be seen as the solution."
- National President of the Australian Computer Society, Australia"Yogesh Malhotra, founding chairman and chief knowledge officer for the BRINT Institute in Syracuse, New York, believes that the fundamental distinction between data and knowledge plays a major role in whether a system is designed for adaptation and quick response to change. "Dynamic and radically changing environments overwhelm the deterministic logic of a structured model, resulting in a 70 percent failure rate that has characterized implementations of knowledge management models" says Malhotra. Recounting his visit to a Silicon Valley hi-tech consulting firm, Malhotra attributes most failed corporate intranet initiatives to the above fallacy... Malhotra says that once routinized for efficiency and optimization, knowledge-harvesting processes may be delegated to others. However, supply managers need to be more proactively involved in knowledge-creation and knowledge-renewal processes..."
- Institute of Supply Management
"Yogesh Malhotra, founding Chairman and Chief Knowledge Architect of the BRINT Institute states: "Knowledge management software is not a canned solution; "Knowledge management technologies cannot always deliver the right information to the right person at the right time; "Information technologies cannot store human intelligence and experience; "Knowledge management systems do not account for renewal of existing knowledge and creation of new knowledge; "Greater incentives are needed for workers to contribute quality content to KMS." Improper use of KMS databases can waste resources if an organization does not really know what knowledge assets it possesses and fails to capitalize on potential new initiatives."
- National Association of Realtors"Welcome to the new world of business where everything is up for grabs... including experience, expertise, memory and assumptions buried in technology that will be continuously challenged by an ever changing future. -- Dr. Yogesh Malhotra"
- National Speakers Bureau, Canada"Malhotra (1998) defines Knowledge Management as something that: "caters to the critical issues of organizational adaptation, survival, and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information-processing capacity of information technologies, and the creative and innovative capacity of human beings."
- Institute for International Education, Sweden"Dr. Yogesh Malhotra, one of the experts and founder contributor in the development of concept of KM has defined the KM as under : "Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings". As it is clear from this definition that objective of Knowledge Management as a crucial management function is not only to survive under changing environment but also to make the organisation adaptable and competitive. The same is particularly applicable for Banks in India, since they are now operating under such a dynamic business environment."
- Indian Banks' Association, India"Dr. Yogesh Malhotra, the Founder and Chief Knowledge Architect of BRINT, and a well-known expert in the field of K-economy, opines: "The challenges facing us as we enter the 21st Century are formidable. Globalization, Information Technology and Shareholders' Values are transforming the world. To meet these challenges is to become a knowledge-creating or knowledgeintensive organization"."
- Indian Banks' Association, India"Knowledge Management caters to the critical issues of organizational adaption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings."
- National Academy of Psychology (NAOP), India"Knowledge Management has structural and functional basis in the IM (Information Management or IRM. The main difference is the high degree of dynamic activity involved in the KM system. To summarize in the words of Dr.Malhotra, (10) 'use of the information and control systems and compliance with pre-defined goals, objectives and best practices may not necessarily achieve long-term organizational competence. This is the world of 're-use,' 're-engineering', 're-cycling' etc, which challenges the assumptions underlying the 'accepted way of doing things.' This world needs the capability to understand the problems afresh given the changing environmental conditions. Knowledge management focuses on 'doing the right thing' instead of 'doing things right.'"
- Indian Statistical Institute, Bangalore, India"Dr. Yogesh Malhotra is regarded among the world's most influential practitioners and thought leaders on knowledge management. Widely recognized as a knowledge management pioneer, in this extensive interview read what Dr. Malhotra has to say about knowledge, information, technology and chasing success in this field."
- Emerald Publishing Group
"Dr Yogesh Malhotra in the US is a leader in the knowledge management field. In a recent article written for the US Journal for Quality & Participation, he has pointed to a problem in relation to organisations investing heavily in information technology but not realising gains in terms of knowledge creation."
- Irish Times, Ireland"Be that as it may, there is no doubt that domestic enterprises, faced by a complete bankruptcy of knowledge and ideas, will, some day, understand the value of the knowledge held by their employees. In the meantime, they would do well to study the writings of Dr Yogesh Malhotra, an authority on technology and innovation management, business performance, and corporate strategy issues related to information systems, knowledge management, e-business and electronic commerce, business decision models, and new organisation forms."
- The Hindu, A Major National Daily Newspaper, India"Professor Yogesh Malhotra of Syracuse University, New York, and expert in this field, has recently argued that one of the reasons for this failure is that more often than not knowledge management is practiced in isolation and does not take into account the dynamism of the external environment."
- Malaysian Business, Malaysia"Institutionalization of 'best practices' by embedding them in information technology might facilitate efficient handling of routine, 'linear,' and predictable situations during stable or incrementally changing environments. However, when this change is discontinuous, there is a persistent need for continuous renewal of the basic premises underlying the 'best practices' stored in organizational knowledge bases. -- Yogesh Malhotra in Knowledge Management in Inquiring Organizations"
- Vice President, SAP, North America in SAP Portals ASUG Meeting"Often used synonymously, the terms knowledge and information, are actually different. Information facilitates knowledge, and can exist without knowledge. Knowledge, however, cannot exist without information. To simplify the concept, Dr. Yogesh Malhotra, renowned scholar on Knowledge Management, defines "Knowledge" as potential for action that has an immediate link to performance. This definition suggests that a person's response or action, or contextual consideration for future action, based on information, is knowledge."
- VeriSign Inc."It is generally agreed [10,19,21,27] that the greatest challenges to knowledge management initiatives are resistance to change in both an organization's information-sharing culture and the business processes that occur as a result. K.M. Malhotra [27] defined the problem as follows: Culture is the most difficult component of KM to define, quantify, measure and influence. However, the success or failure of an effective KM program is almost solely dependant upon whether an organization's culture encourages or hinders sharing and transferring knowledge freely within the organization's structure. One thing is certain: an organization's cultural predisposition toward the free transfer of knowledge is largely reflective of the proactive stance demonstrated by the organization's leadership."
- Northrop Grumman, Information Technology, Federal Enterprise Solutions"In his latest book, Knowledge Management and Virtual Organisations, KM luminary, Dr Yogesh Malhotra, offers some cautionary advice. He exposes three myths often associated with KM solutions. The first of these is that knowledge management technologies can deliver the right information to the right person at the right time. This assumes businesses will develop incrementally in stable markets. However as Malhotra says, "the new business model in the Information Age is marked by fundamental, not incremental change. Businesses can't plan long-term; instead, they must shift to a more flexible 'anticipation of surprise' model. Thus it is impossible to build a system that predicts who the right person at the right time even is, let alone what constitutes the right information."
- Microsoft Corporation, Europe"Il Knowledge Management essenzialmente coinvolge processi organizzativi che cercano di realizzare una combinazione tra le capacità di elaborazione di dati e informazioni e le capacità creative e innovative degli esseri umani. (fonte: Yogesh Malhotra, Ph.D., Knowledge Management for the New World of Business..."
- Microsoft, Italy"All can be used to further the goal of keeping the channels of communication open to allow for the exchange of issues and ideas within an organization. According to BRINT Institute chairman and CKO Dr. Yogesh Malhotra, "The key issue is not about the latest information technologies, but whether those technologies are used within, and for facilitating, a culture of information sharing, relationship building and trust." With communication and trust, set within the solid framework of a component architecture, your business can harness that elusive ability to get the right information to the right people at the right time for the right business purposes."
- Cisco Systems, Inc."The Knowledge Management (KM) area has become so diverse over the past ten years as researchers have begun to investigate not only the mechanics of knowledge creation and transfer but also of social and cultural issues that are of importance in understanding this topic. KM is the process of leveraging and utilizing the vast, untapped potential of both implied and documented knowledge to achieve optimal performance, both are equally important for improving performance. Knowledge Management enables businesses to exchange and optimize the knowledge and experience. "Knowledge Management caters for the critical issues of organisational adoption, survival and competence in face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings" (Malhotra 1997)."
- IBM Ireland"According to Yogesh Malhotra, Knowledge Management practitioner and web author, "Knowledge Management is a brand new field emerging at the confluence of organization theory, management strategy, and management information systems." Breaking apart this definition, Knowledge Management can be defined as an internal, corporate strategy. Knowledge Management can also stand alone as a separate, Information Technology program. Malhotra is right on target when he states that Knowledge Management is a brand new field. Knowledge Management began receiving airplay in 1996. At that time, Tom Davenport wrote in CIO Magazine that a chief knowledge officer "captures and leverages structured knowledge, with information technology as a key enabler." Expanding upon Malhotra and Davenport's definitions, Knowledge Management within NCR Corporation can be defined via a business objective (strategic), a method of Knowledge Management delivery (the management information system), and a role within the organization. NCR's objective is to create, capture, and disseminate knowledge."
- NCR Corporation
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