Business Process Improvement Through E-Collaboration: Knowledge Sharing Through the Use of Virtual Groups: Knowledge Sharing Through the Use of Virtual Groups

Első borító
Kock, Ned
Idea Group Inc (IGI), 2005. ápr. 30. - 283 oldal

Business Process Improvement Through E-Collaboration: Knowledge Sharing Through the Use of Virtual Groups is written around two main theses. The first is that business process improvement, a key element of the most influential management movements since the 1980s, can itself be considerably improved by the use of information technology. The second is that process improvement affects organizational knowledge sharing in a non-linear way, and that the use of e-collaboration technologies can boost this influence by increasing the breadth and speed of knowledge dissemination in organizations.

Business Process Improvement Through E-Collaboration: Knowledge Sharing Through the Use of Virtual Groups discusses key findings in connection with effects of e-collaboration technologies on business process improvement groups, making this book an important tool for academia and businesses everywhere.

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Chapter I Introduction
Chapter II Some History
Chapter III What is a Business Process?
Chapter IV Data Information and Knowledge
Chapter V Business Process Improvement and Knowledge Sharing
Chapter VI The Effects of ECollaboration Technologies on Groups
Chapter VII The ECollaboration Paradox
Chapter VIII Successful Business Process Improvement through ECollaboration
Chapter X Using MetaProi to Improve Business Processes
Chapter XI A Close Look at Twelve Business Process Improvement Groups
Statistics for Those Who Hate Statistics
About the Author

Chapter IX Some Realistic Recommendations for Organizations

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77. oldal - The peculiar character of the problem of a rational economic order is determined precisely by the fact that the knowledge of the circumstances of which we must make use never exists in concentrated or integrated form, but solely as the dispersed bits of incomplete and frequently contradictory knowledge which all the separate individuals possess. The economic problem of society is thus not merely a problem of how to allocate "given...
62. oldal - ... produce future" — to extract anticipations in order to stay one step ahead of disaster [original emphasis]. Knowledge drives the flow of myriad decisions that have to be made even in the simplest organizational processes. Steel plants, for example, rely on...
32. oldal - Possession" in § 10 it is pointed out that even the concept of possession has different meanings depending on the context in which it is used.
53. oldal - For like them, the typical business will be knowledge-based, an organization composed largely of specialists who direct and discipline their own performance through organized feedback from colleagues, customers, and headquarters.
53. oldal - ... it was, lay with the very top people. The rest were helpers or hands, who mostly did the same work and did as they were told. In the information-based organization, the knowledge will be primarily at the bottom, in the minds of the specialists who do different work and direct themselves. So today's typical organization in which knowledge tends to be concentrated in service staffs, perched rather insecurely between top management and the operating people, will likely be labeled a phase, an attempt...
258. oldal - Burke, K., & Chidambaram, L. (1999). How much bandwidth is enough? A longitudinal examination of media characteristics and group outcomes.
107. oldal - She wasn't just babbling off the top of her head, she tended to think out what she was writing. I know I did it a lot, specially my first message. I really thought a lot to put it together. The majority of those who perceived a decrease in process redesign quality believed that it had been caused by inherent characteristics of computer-mediated communication. In these members' judgment, interacting through the computer system increased the ambiguity in the PI group discussion.
38. oldal - ... hand. Immediacy was the mode in which things were known; it provided a feeling of certainty, of knowing "what's going on." One worker in Piney Wood described how it felt to be removed from the physical presence of the process equipment and asked to perform his tasks from a computerized control room: It is very different now. ... It is hard to get used to not being out there with the process. I miss it a lot. I miss being able to see it. You can see when the pulp runs over a vat. You know what's...

A szerzőről (2005)

Ned Kock is a professor of Information Systems and the Director of the Collaborative for International Technology Studies, in the Sanchez School of Business, at Texas A&M International University. He holds degrees in electronics engineering (B.E.E.), computer science (M.S.), and management information systems (Ph.D.). Ned has authored and edited several books, including the bestselling Systems Analysis and Design Fundamentals: A Business Process Redesign Approach. Ned has published his research in a number of high-impact journals including Communications of the ACM, Decision Support Systems, European Journal of Information Systems, IEEE Transactions (various), Information & Management, Information Systems Journal, Journal of the AIS, MIS Quarterly, and Organization Science. He is the Founding Editor-in-Chief of the International Journal of e-Collaboration, Associate Editor of the Journal of Systems and Information Technology, and Associate Editor for Information Systems of the journal IEEE Transactions on Professional Communication. His research interests include e-collaboration, human evolution, action research, ethical and legal issues in technology research and management, and business process improvement. [Editor]

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