| Knowledge Harvesting |
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| What Works: Acing the Exit Interview. Paul Kaihla, Business 2.0, May 2004 | How to mine the data in your workers' heads before the best ideas walk out the door. | ||
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Assessing the Business Value of Knowledge Retention Projects: Results of
Four Case Studies 2004 IFIP International conference on Decision Support Systems (DSS2004.) Denise J. McManus, Larry Todd Wilson, Charles A. Snyder |
Although the business value of Knowledge Management continues to be debated, it is evident that organizations need to manage their valuable corporate knowledge from a practical standpoint. Organizational resistance to KM efforts is attributed to the lack of evidence that KM implementations are effective and can be measured, resulting in a positive impact to the bottom-line. The difficult question, however, remains of how to measure this valuable resource. Case studies are reported to show how one firm determined bottom-line value. | ||
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The
Knowledge Management Imperative 2003. Denise J. McManus, Charles A. Snyder, Larry Todd Wilson |
Retention of expertise of key personnel and improved interaction between technology, people and processes continue to drive investments in Knowledge Management (KM) initiatives. As organizations continue to be challenged by the dynamic nature of the competitive global marketplace, the necessity to outsource critical knowledge tasks, and manage rapid turnover of key personnel, it has become imperative that managers implement KM practices. An effective KM application for preserving knowledge within the firm is presented. | ||
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National Science Foundation: Converging Technologies For Improving Human Performance, pp.154-158 (June 2002), Larry Todd Wilson |
The goal is to focus on a single NBIC-oriented idea that, if actualized, would unleash massive capabilities for improving all varieties of human performances. The “single idea” is this: Minimize the limitations of a human’s ability to assimilate information. | ||
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After the Gold Rush: Harvesting Corporate Knowledge Resources Intelligent KM feature, 2001. Carl Frappaolo, Larry Todd Wilson |
The value and leveragability of implicit knowledge is vast. However an organization must take several strategic steps in order to position implicit knowledge adequately. First, the sources and nature of the implicit bodies of knowledge must be identified and quantified. This is not an easy step. It demands a level of scrutiny beyond what is typically applied to identify tacit and explicit resources. Getting to implicit knowledge mandates taking a second look at all so-called tacit knowledge resources to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process. | ||
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Gathering Knowledge While It's Ripe Knowledge Management Magazine, April 2001. Mary Eisenhart |
It has become something of a cliche' in the business theory, but that makes it no less true: a large portion of any company's assets reside in the heads of its employees, and a key goal of any knowledge management program is to enable the company to make effective use of those assets. | ||
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Knowledge Management Technology Review INSEAD CALT, 2001. Larry Todd Wilson |
Today, many organizations proclaim that they are
knowledge-oriented or learning organizations. In these organizations,
stakeholders often use technology to try to enhance their collective
capability to capture, transform, organize and distribute information. What
is happening with knowledge management and how does technology help organizations achieve KM-related goals? |
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How to Protect Knowledge From Walking out the
Door: Guess what George is taking with him? Workforce Magazine, 2000. Pamela Holloway |
The good news is you have a tremendous knowledge asset in George. The bad news is he's opted for early retirement. And when George leaves, so does his knowledge. | ||
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What are knowledge
assets? 2000. Larry Todd Wilson |
What are the characteristics and functions of knowledge assets? | ||
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Knowledge Harvesting: the Impetus for Next-generation Knowledge Management 2000. Larry Todd Wilson |
An organization's results are more dependent upon intellectual and systems capabilities than physical assets. Systems for enhancing human intellect – and converting it into useful products and services – will become the most important focus for knowledge management professionals. | ||
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Stories at Work: Story Triggers 1999. Larry Todd Wilson, Pamela S. Daugherty |
Well, it looks like the business world has caught on to something that small children and great teachers have always known. And that is, stories help us to share knowledge and learn in ways that are engaging, interesting, and fun. | ||
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Putting Quality in Knowledge Management: The
Quality Professional’s Role in Corporate Memory Management Quality Progress, January 1999. Larry Todd Wilson |
In the July 1996 issue of Quality Progress, the future of the Quality Professional was explored, nine critical trends for change were described, and statistics were related to help identify what direction the quality movement should take to insure its own survival in the age of the “knowledge worker.” Our purpose here is to consider the unfolding of some of those trends and to describe what we see as lines of continuity between the past role of the quality professional and the emerging requirements for knowledge management. | ||
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Knowledge Management and IT: How Are They
Related? IT Pro, March | April 1999. Larry Todd Wilson, Charles A. Snyder |
Knowledge management applications must convey two types of information. The challenge for IT professionals begins here. | ||
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Implicit Knowledge Management: The New Frontier
of Corporate Capability 1999. Larry Todd Wilson, Carl Frappaolo |
Fundamental to origin of the knowledge management movement was the realization that knowledge existed in two basic forms: explicit knowledge and tacit knowledge. Pioneers in the industry have discovered there is a middle ground. With dedicated and focused efforts, some knowledge believed to be tacit can be transformed into explicit knowledge. This body of knowledge is the organization's implicit knowledge. | ||
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Introduction to
LearnerFirst 1999. Larry Todd Wilson |
An Introduction to the corporate capabilities of LearnerFirst, Inc. | ||
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CMM Process Framework 1999. Larry Todd Wilson |
The following list includes work (“corporate memory management”) that may be performed by organizations that deliberately manage knowledge. | ||
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An Introduction to CMM 1999. Larry Todd Wilson |
An Introduction to Corporate Memory Management | ||
| Decision Making in Action: Applied Knowledge Management 1998. Larry Todd Wilson, Charles A. Snyder, Pamela S. Daugherty |
The purpose of this paper is twofold: (1) to
contrast the ideal process of decision making with the actual process and (2) to propose that some knowledge management developments provide the organization with new, organization-wide opportunities in decision support. |
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Observation & Inquiry 1997. Larry Todd Wilson |
During knowledge assimilation, what is the complimentary nature of observing and inquiring? | ||
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Computer Augmented
Learning: The Basis of Sustained Knowledge Management Proceedings, SMISA - 1997. Charles A. Snyder, Larry Todd Wilson |
Learning applications have been developed that have a critical and basic role in the achievement of knowledge management. | ||
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The Future of Software: An Evolutionary
Perspective Silicon Valley North, 1997. Larry Todd Wilson |
What does the future hold for evolution in software? And how will the knowledge movement influence this future? Before looking into the crystal ball, it makes sense to review the “state of the art,“ and then predict how we will get from where we are now to where I see us going. | ||
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How to speed up the rate of diffusion of your
customers' innovations! 1997. Larry Todd Wilson |
Introductory Presentation delivered to Buckman Laboratories | ||
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The Value of Knowledge Transfer 1997. Larry Todd Wilson |
Introductory Presentation delivered to the
Leadership Community, Steelcase Corporate Headquarters |
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Knowledge Harvesting Case Studies. 1999 McMaster
Business Conference. Snyder, C. A. and Wilson, L.T. Linking Knowledge Management and Data Warehousing: A Conceptual Discussion. Proceedings, SAIS'99. 114-118. 1999. McManus, D. and Snyder, C. A. Networks and the Diffusion of Knowledge Management. Proceedings, DSI International 1999. Charles A. Snyder An Organizational Learning Process Model. Proceedings, 20th McMaster Business Conference, 3rd World Conference on Intellectual Capital. CDROM #17. Canada. 1999. Snyder, C.A., Wilson, L.T., and McManus, D. A Quick Primer for Disseminating OL Theory into Organizational Culture. Proceedings, SAIS'99. 96-102. 1999. Templeton, G. and Snyder, C.A. The role of knowledge in organizations: An integrative control model perspective. 19th Annual Business Conference: 2nd World Congress on the Management of Intellectual Capital Proceedings. (Also in digital format). 1998. Templeton, G. and Snyder, C.A. Knowledge management: Present status and future directions. Proceedings, SAIS '98. Lalka, L. and Snyder, C.A. The Process of Knowledge Harvesting: The Key to Knowledge Management. BIT98 Conference. Manchester, England. For inclusion in a book, Manchester, UK. 1998. Snyder, C.A. & Wilson, L.T. Knowledge Management - A Proposed Process Model. Proceedings, Association for Information Systems Americas Conference. 1998. Snyder, C.A., Wilson, L.T. and McManus, D.J. Technology advances supporting electronic performance support systems. Proceedings. SOR'97. Jena, Germany. 1997. Snyder, C. and Wilson, L. T. |
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