Efnisyfirlit

• Half Title
• Title
• Copyright
• Contents
• List of Figures and Tables
• Foreword
• Preface
• Acknowledgements
• Part I Knowledge Management within Business Communities
• 1 The Business Environment
• 1 Introduction
• 1.1 Business and strategy
• 2 Processes as a way of doing business
• 2.1 Business process innovation
• 3 The emerging nature of business
• 3.1 Business activities
• 3.2 Processes in business networking
• 3.3 Greater emphasis on knowledge
• 4 The emerging nature of knowledge-based processes
• 4.1 Providing services to customers
• 4.2 Collaboration and knowledge management
• 5 Dynamic environments and complex adaptive processes
• 5.1 Businesses as collections of processes
• 6 Summary
• 7 Questions and exercises
• Some further readings
• 2 Business Processes and Activities
• 1 Introduction
• 2 Describing a process as a set of connected business activities
• 2.1 Business activities and processes
• 2.2 Process emergence
• 2.3 Terminology for describing processes
• 2.4 Processes in business networks
• 3 Introduction to knowledge management and process
• 3.1 Combining knowledge management and business activities
• 4 Technologies to support knowledge-based processes
• 5 Collaboration and team work
• 5.1 Teams and communities
• 6 Communities and knowledge management
• 6.1 Developing social capital
• 6.2 Linking technologies and social communities
• 6.3 Linking technology and process
• 7 Building communities on the internet
• 7.1 Community networks and networked communities
• 7.2 Communities sharing knowledge and information
• 7.3 Building personal communities
• 7.4 Extending to specialized communities of practice
• 7.5 Agricultural developments
• 7.6 Collaborative knowledge networks
• 7.7 Trends in business application
• 8 Summary
• 9 Discussion questions
• Case study I – Data collection
• Some further readings
• 3 Connecting People Within Business Activities
• 1 Introduction
• 2 Connectivity – Keeping track of everything
• 2.1 Improving connectivity – Context and awareness
• 2.2 Context
• 2.3 Awareness
• 2.4 The common options for keeping track of contexts
• 3 Connectivity and interactivity
• 3.1 The role of technology in improving productivity
• 4 Social networking and social network diagrams
• 4.1 Extending social networks to create enterprise social networks
• 5 Types of business activities
• 5.1 Kind of work carried out by people
• 6 Combining social networks and business activities
• 6.1 Leadership roles for transactive work
• 6.2 Coordination role
• 6.3 Facilitator role in collaboration
• 6.4 Advisory or expert roles
• 6.5 Dual roles
• 7 Choosing collaboration structures
• 8 Using the enterprise social network in process design
• 8.1 Simplifying connectivity
• 8.2 Decomposing activities
• 9 Other classifications of work
• 9.1 Management levels
• 10 Summary
• 11 Questions and Exercises
• Case study II – Brokering in the sales process
• Some further readings
• 4 Collaboration, Knowledge and Innovation
• 1 Introduction
• 2 The role of collaboration in leveraging knowledge management and innovation
• 2.1 What to change to encourage innovation?
• 3 What is knowledge and knowledge management?
• 3.1 Tacit and explicit knowledge
• 3.2 Describing knowledge
• 3.3 Knowledge metaphors
• 3.4 Knowledge assimilation
• 4 Activities in developing knowledge
• 4.1 Finding knowledge
• 4.2 Retaining knowledge
• 4.3 Transferring and sharing knowledge
• 5 Directions for knowledge management
• 5.1 Nonaka’s knowledge creation process
• 5.2 Davenport and Prusak
• 5.3 Forming perspectives
• 5.4 Enabling knowledge sharing and creation
• 5.5 Nonaka’s enablers
• 6 Implementing strategies for knowledge management
• 6.1 Codification and personalization
• 6.2 Steps in managing knowledge
• 6.3 Knowledge officers
• 7 The innovation process
• 7.1 Innovation metaphors
• 7.2 Innovation processes
• 7.3 Adoption of innovation
• 7.4 Strategic communities in planning
• 7.5 Strategies for innovation through open networks
• 7.6 Proactively innovating new strategy
• 7.7 A generic model for responding to situations
• 8 Some guidelines for matching collaboration to business activities
• 8.1 Awareness – The simplest form of collaboration
• 9 Guidelines for collaboration in business activities
• 9.1 Example – Integrative task focused activity – Developing reports
• 10 Combining activities into larger networks
• 10.1 Emergent large-scale activities – Combining planning, coordination and task execution
• 10.2 Example – Assessing emergency situation
• 11 Summary
• 12 Questions and exercises
• Case study III – Installing and managing back-up power installations
• Some further readings
• 5 Culture and Knowledge Sharing
• 1 Introduction
• 1.1 Globalization
• 2 What is culture?
• 2.1 Describing culture
• 2.2 Context and time as part of culture
• 2.3 The relationship of community and individual culture
• 3 Institutional cultures
• 3.1 Professional cultures
• 4 Communication and culture
• 4.1 The importance of language in communication
• 4.2 Language and the Internet
• 4.3 The influence of the Internet
• 4.4 Implication for website design
• 5 Culture and knowledge sharing
• 5.1 The influence of social factors
• 5.2 The influence of intercommunity factors
• 5.3 The importance of trust in knowledge sharing
• 5.4 The influence of technology
• 6 Reducing resistance to knowledge sharing
• 7 Changing organizational culture
• 7.1 The role of human relations (HR) policies
• 7.2 Building trust
• 7.3 Organizing communication across the enterprise
• 7.4 Sharing knowledge across global organizations
• 8 Facilitating intercommunity knowledge sharing
• 8.1 Project coordination
• 8.2 Cross-functional teams
• 9 Organizational problem solving
• 10 Summary
• 11 Discussion questions
• Case study IV – Global marketing of ‘Green’ cosmetics
• Some further readings
• 6 Social Software
• 1 Introduction
• 2 Recreational use – The social networking sites
• 2.1 Early blogsites
• 2.2 Facebook and MySpace
• 2.3 The economies of personal sites
• 2.4 Use of blog hosts
• 2.5 Professional use
• 2.6 Extending to business applications
• 3 Organizing social software for business applications
• 3.1 Maintaining awareness
• 3.2 Communities of practice and social software
• 3.3 Knowledge hubs
• 3.4 The issue of governance
• 3.5 Capturing best practices
• 3.6 Guidelines for implementation
• 4 Discussion boards
• 5 Blogs
• 5.1 Applications of blogs to business
• 5.2 Sharing knowledge through blogs
• 5.3 What are the standard terms?
• 5.4 Who does the tagging – A governance issue?
• 5.5 Who does the searching?
• 6 Wikis
• 7 Using social software to capture knowledge
• 8 Ultimate goal – Integration of services to support knowledge communities
• 8.1 Sharing knowledge across business activities
• 9 What of the future?
• 10 Summary
• 11 Exercises
• Some further readings
• Part II Current Business Systems
• 7 Today’s Business Applications
• 1 Introduction
• 2 Traditional business models
• 2.1 Business units in material flow
• 2.2 Achieving competitive advantage
• 2.3 Adding value
• 3 Enterprise resource planning
• 3.1 The impact of ERP systems
• 3.2 ERP systems and knowledge management
• 4 Framework for electronic commerce
• 4.1 Business innovations using knowledge management
• 5 Customer relationship management
• 5.1 CRM processes
• 5.2 CRM services
• 6 Call centers as a way of providing customer service
• 6.1 Call center software and services
• 6.2 Personalized call center services
• 6.3 Web-based call centers
• 7 E-procurement
• 8 Tendering processes
• 8.1 Business processes for managing responses to tenders
• 8.2 Economics of supporting tendering processes with collaborative technologies
• 9 Business networking
• 9.1 Extending to supply chain management
• 9.2 Extending collaboration to supply chains
• 9.3 Disaggregation and vertical integration
• 9.4 Example in telecommunications
• 9.5 Example in electric power generation
• 10 Trading hubs and portals
• 10.1 Extending hubs to the tendering process
• 11 Integrating services into business processes
• 12 Summary
• 13 Questions and exercises
• Case study V – Building teams for responding to tenders
• Some further readings
• 8 Achieving Dynamic Capability Through Business Networking
• 1 Introduction
• 1.1 Business characteristics and trends
• 1.2 Greater emphasis on collaboration
• 2 Creating value chains
• 2.1 Collaboration and knowledge sharing in value networks
• 2.2 General business process requirements
• 3 Process-oriented collaboration
• 3.1 Where is the complexity?
• 4 Project-based organizations
• 4.1 Extending to partnerships
• 4.2 The importance of trust in business relationships
• 5 Outsourcing
• 5.1 Deciding what and whether to outsource
• 5.2 Choosing a vendor or provider
• 5.3 Reducing risk
• 5.4 Arranging the contract
• 5.5 Maintaining the relationship
• 5.6 Outsourcing business processes
• 5.7 Managing outsourcing
• 5.8 Collaboration in outsourcing
• 6 Product development
• 6.1 The apparel industry – An example of dynamic capability
• 6.2 Product development activities and processes
• 6.3 ERP systems – Manufacturing resource planning
• 6.4 Collaboration in product development
• 7 Extending product development to services
• 7.1 Services to clients
• 7.2 Delivering dynamic capability to business services
• 7.3 Finding experts or people to work with
• 7.4 Services for fault tracing
• 7.5 Technical services
• 8 Summary
• 9 Discussion Questions
• Case study VI – Responding to trouble reports in supply chains
• Some further readings
• Part III Organizing for Knowledge Management
• 9 Modeling Business Activities
• 1 Introduction
• 2 Revision of business activity model
• 2.1 The importance of roles
• 2.2 Some examples of BAMs
• 2.3 Going into more detail
• 3 Modeling the process perspective
• 3.1 Modeling methods for predefined processes
• 3.2 Methods for non-predefined processes
• 3.3 Informal methods
• 4 Modeling the organizational perspective
• 5 Modeling the knowledge perspective
• 6 Modeling as part of system development
• 6.1 System development methods
• 6.2 System development methods for predefined processes
• 6.3 Open methods
• 6.4 Notification schemes
• 6.5 Implications for managing system development
• 7 Summary
• 8 Exercises
• Some further readings
• 10 The First Design Step: Defining Requirements
• 1 Introduction
• 2 The evolving business architecture
• 3 Methods for defining requirements
• 3.1 Choosing your own design process
• 3.2 Design choices – Who is the driver
• 3.3 Cross organizational issues
• 4 Some techniques being proposed for open design processes
• 4.1 Metaphors
• 4.2 Design knowledge and patterns
• 4.3 The importance of having a vision
• 4.4 The importance of alternatives
• 5 Option 1 – A totally open and bottom-up approach
• 6 Option 2 – A systematic (Up and Down) approach
• 6.1 The systematic approach – What are the design steps
• 6.2 Integrating socio-technical analysis into the systematic approach
• 7 Developing intention (Phase 1)
• 7.1 Phase 1 Design steps
• 8 Example – A global marketing services (GMS) organization
• 8.1 Business activities
• 8.2 Information
• 8.3 Social networking
• 8.4 Alternative 1 – Outsourcing selected non-core processes
• 8.5 Alternative 2 – Specializing internal operations
• 8.6 Alternative 3 – A strategic change – Opening branches or franchises
• 8.7 Making the decision
• 9 Summary
• Case study VII – Organizing experts
• Some further readings
• 10 Questions and Exercises
• 11 Creating the Business Architecture: Combining Activities, Knowledge and People
• 1 Introduction
• 2 A Blueprint to describe the business architecture
• 3 The Design process to specify new business architecture
• 4 Starting with business activity design
• 4.1 Developing the top-level activity diagram
• 4.2 Refining the activities
• 4.3 Look at alternatives
• 4.4 Including the social perspective
• 5 Designing individual business activities
• 5.1 Questions to ask during activity design
• 5.2 A simple example – Part ordering
• 5.3 Another example – Consulting services
• 6 Designing the top-level structure – GMS example
• 6.1 Identifying and organizing business activities
• 6.2 Defining the enterprise social network
• 6.3 Designing the database and collaborative knowledge base
• 7 Defining scenarios
• 7.1 Scenarios
• 7.2 Scenario for activity in contract development
• 8 Summary
• 9 Continuation of case studies
• Some further reading
• Part IV Supporting Technologies
• 12 Specifying Electronic Workspaces for the Business Architecture
• 1 Introduction
• 2 Networks of electronic workspaces
• 3 Specifying workspace requirements
• 3.1 Specifying workspace components
• 3.2 Workspace dynamics
• 3.3 Managing workspaces
• 3.4 Workspace governance
• 4 Using business architecture models to specify electronic workspaces
• 4.1 Example – GMS – Marketing organization
• 4.2 Creating the workspace
• 5 Summary
• 6 Questions and Exercises
• Some further readings
• 13 Technologies for Business Processes
• 1 Introduction
• 2 Defining Technology Requirements
• 2.1 Technology trade-offs
• 3 The ERP component
• 3.1 Document management systems
• 3.2 Workflow management systems
• 3.3 Setting up a process workflow
• 3.4 Setting up ERP systems
• 3.5 Extending ERP
• 4 Middleware technologies for knowledge support
• 5 Trends to fully customizable technologies
• 5.1 Web 2.0
• 5.2 Service oriented architectures
• 6 Lightweight platforms for constructing workspaces
• 6.1 Lightweight exchange
• 6.2 Lightweight collaboration
• 6.3 Lightweight workflow
• 6.4 Technologies for lightweight workspaces
• 7 Choosing technologies to support business activities
• 7.1 Example – Marketing organization example
• 7.2 A more detailed specification of the services required for work processes
• 8 Summary
• 9 Continuation of case studies
• Some further readings
• 14 Connecting Enterprises
• 1 Introduction
• 2 Typical industry wide networks
• 3 Creating the business connections
• 3.1 Virtual organizations
• 3.2 Emerging objectives
• 4 Growing cross-organizational relationships
• 4.1 Strategic engagements
• 5 Business networks planning
• 5.1 The organizational perspective – Develop a joint vision
• 5.2 Set objectives and priorities by defining projects
• 5.3 Define organizational arrangements
• 6 The social perspective – Developing a connection plan
• 7 Technical architecture to support enterprise integration
• 8 Summary
• 9 Projects
• Some further readings
• Glossary of Some Often Used Terms in Modeling and Design
• Bibliography
• Index