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American productivity & quality center — Using knowledge management to drive innovation
American productivity & quality center — Using knowledge management to drive innovation



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Íàçâàíèå: Using knowledge management to drive innovation

Àâòîð: American productivity & quality center

Àííîòàöèÿ:

This Best-Practice Report explores how innovative organizations manage their knowledge and how to approach knowledge management (KM) to drive innovation.


ßçûê: en

Ðóáðèêà: Ðàçíîå/

Ñòàòóñ ïðåäìåòíîãî óêàçàòåëÿ: Ãîòîâ óêàçàòåëü ñ íîìåðàìè ñòðàíèö

ed2k: ed2k stats

Ãîä èçäàíèÿ: 2003

Êîëè÷åñòâî ñòðàíèö: 194

Äîáàâëåíà â êàòàëîã: 11.06.2005

Îïåðàöèè: Ïîëîæèòü íà ïîëêó | Ñêîïèðîâàòü ññûëêó äëÿ ôîðóìà | Ñêîïèðîâàòü ID
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Ïðåäìåòíûé óêàçàòåëü
3M's Business Model      Figure 10 101
3M's Internal Technical Knowledge Repositories and Systems      Figure 11 108
3M, 3M Education and Learning Site      106
3M, 3M's Business Model      Figure 10 101
3M, 3M's Internal Technical Knowledge Repositories and Systems      Figure 11 108
3M, Access and Reuse of Knowledge      62—63
3M, Advancing Learning and Training Functions      112—113
3M, Aligning Rewards and Recognition      37
3M, Aligning the Message      36
3M, Collaborative Environment      110—111
3M, Collaborative Model      110—111
3M, Crossing Boundaries to Share Knowledge      33
3M, Culture and Communicating the Guiding Principles, Objectives, and Behaviors      101—104
3M, Databases and Repositories      59
3M, Defining Knowledge Management and Innovation      100—101
3M, Digenti Collaboration Model      Figure 12 110
3M, Establishing Support Roles and Structures      111—112
3M, Examining Indicators of Success and Change      114—115
3M, Expertise Location      50—51
3M, Faster Solutions and Decisions      78
3M, Fostering Collaboration      104—108
3M, Idea Hopper      106
3M, Information Specialist      90—91
3M, KM and Innovation and Best Practices      101
3M, KM Budgets and Funding      92
3M, KM Core or Central Team, The      87
3M, KM Strategy at the Partner Organizations      83
3M, Knowledge Validation      112
3M, Lessons Learned      115—116
3M, Leveraging External Knowledge      109—110
3M, Leveraging Internal Knowledge      108—109
3M, Library and Information Services      107—108
3M, Lotus Notes Databases      106
3M, Lower Cost      80
3M, Measures      114
3M, Measures of Success      75
3M, New-hire Orientation      50
3M, Orchestrated Serendipity      35
3M, Organizational Barriers      104
3M, Partner Organizations and Innovation      20
3M, Portal Technology      56—57
3M, Promoting Knowledge Creation and Innovation      102—104
3M, Recognition      106—107
3M, Recruiting Strategies      112—113
3M, Rewards and Recognition for Innovation      104
3M, Sharing Stories and Lessons Learned      72
3M, Six Sigma      107
3M, Staff Rotation      106
3M, Steering Committee or Leadership Team      86
3M, Story Telling      107
3M, Success Stories      95
3M, Surface Conditioning Division Supply Chain Model      114—115
3M, Tech Forum      105
3M, Technology Platforms      105
3M, Time for Reflection and Creativity      39
3M, To Pay or Not to Pay?      37—38
3M, Training for Sharing and Creating New Knowledge      113
3M, Voice of the Customer      43
Access and Reuse of Knowledge      62—63
Access and Reuse of Knowledge, 3M      62—63
Access and Reuse of Knowledge, Millennium      63
Access to Relevant Communities of Practice      51—52
Access to Relevant Communities of Practice, World Bank      51—52
Advance Learning and Training Functions, 3M      112—113
Advance Learning and Training Functions, Boeing      136—138
Advance Learning and Training Functions, NASA JPL      150—151
Advance Learning and Training Functions, World Bank      176—178
After-Action Review Process      Figure 3 66
Aligning Messages, Rewards, and Recognition      35—38
Aligning Messages, Rewards, and Recognition, 3M      36 37 37—38
Aligning Messages, Rewards, and Recognition, Aligning Rewards and Recognition      37
Aligning Messages, Rewards, and Recognition, Aligning the Message      36
Aligning Messages, Rewards, and Recognition, Boeing      36 38
Aligning Messages, Rewards, and Recognition, Millennium      36
Aligning Messages, Rewards, and Recognition, NASA JPL      38
Aligning Messages, Rewards, and Recognition, To Pay or Not to Pay?      37—38
Aligning Messages, Rewards, and Recognition, World Bank      36 37
APQC's Input-to-output Model      Figure 8 96
APQC's KM Approaches and Sample Measurements      Figure 9 97
APQC's Process-level Knowledge Map      Figure 4 70
Boeing Canoga Park KM Team      Figure 6 88
Boeing Company, Rocketdyne Division, Advance Learning and Training Functions      136—138
Boeing Company, Rocketdyne Division, Aligning the Message      36
Boeing Company, Rocketdyne Division, Barriers to Success      140—141
Boeing Company, Rocketdyne Division, Challenges in Fostering Collaboration      130
Boeing Company, Rocketdyne Division, Collaboration Enhances Innovation      129—130
Boeing Company, Rocketdyne Division, Collaboration Tools      130—131
Boeing Company, Rocketdyne Division, Communicating the Principles, Objectives, and Desired Behaviors      123—124
Boeing Company, Rocketdyne Division, Communities of Practice and Collaboration      131—132
Boeing Company, Rocketdyne Division, Cultural Issues      121—123
Boeing Company, Rocketdyne Division, Culture and Communicating the Guiding Principles, Objectives, and Behaviors      119—127
Boeing Company, Rocketdyne Division, Culture, Innovation, and Knowledge Sharing      120—121
Boeing Company, Rocketdyne Division, Defining Innovation      118
Boeing Company, Rocketdyne Division, Defining Knowledge Management      117—118
Boeing Company, Rocketdyne Division, Establishing Support Roles and Structures      133—136
Boeing Company, Rocketdyne Division, Examining Indicators of Success and Change      138—141
Boeing Company, Rocketdyne Division, Faster Solutions and Descisions      78
Boeing Company, Rocketdyne Division, Feedback Mechanism      138
Boeing Company, Rocketdyne Division, Fostering Collaboration      127—133
Boeing Company, Rocketdyne Division, Fostering Collaboration on a Global Scale      128
Boeing Company, Rocketdyne Division, Highlighting Knowledge Sources and Resources      71
Boeing Company, Rocketdyne Division, Innovation      134
Boeing Company, Rocketdyne Division, Integrating Customers, Vendors, and Partners      135—136
Boeing Company, Rocketdyne Division, Internal and External Collaboration      131
Boeing Company, Rocketdyne Division, KM and Innovation Best Practices      118—119
Boeing Company, Rocketdyne Division, KM Budgets and Funding      92—93
Boeing Company, Rocketdyne Division, KM Core or Central Team, The      87—88
Boeing Company, Rocketdyne Division, KM Strategy at the Partner Organizations      84
Boeing Company, Rocketdyne Division, Knowledge and Innovation in the R&D Function      136
Boeing Company, Rocketdyne Division, Leadership, Organization, and Group Roles      134
Boeing Company, Rocketdyne Division, Lesson Learned Exercises      67—68
Boeing Company, Rocketdyne Division, Lessons Learned      141—142
Boeing Company, Rocketdyne Division, Leveraging the Culture to Support Knowledge Sharing and Innovation      123
Boeing Company, Rocketdyne Division, Lower Cost      80
Boeing Company, Rocketdyne Division, Lower Risk      79—80
Boeing Company, Rocketdyne Division, Organizational Barriers to Knowledge Sharing and Innovation      125—126
Boeing Company, Rocketdyne Division, Organizational Structure and Idea Generation      127
Boeing Company, Rocketdyne Division, Partner Organizations and Innovation      20
Boeing Company, Rocketdyne Division, Recruiting and Training      137—138
Boeing Company, Rocketdyne Division, Rewards and Recognition for Collaboration      129
Boeing Company, Rocketdyne Division, Role of Knowledge in Innovation, The      119—120
Boeing Company, Rocketdyne Division, Role of Leadership in Communication      124—125
Boeing Company, Rocketdyne Division, Roles to Support Knowledge Sharing      134—135
Boeing Company, Rocketdyne Division, Sharing Stories and Lessons Learned      72
Boeing Company, Rocketdyne Division, Subject Matter Experts      89
Boeing Company, Rocketdyne Division, Success Stories      95 140
Boeing Company, Rocketdyne Division, Time for Reflection and Creativity      39
Boeing Company, Rocketdyne Division, To Pay or Not to Pay?      38
Boeing Company, Rocketdyne Division, Tying KM and Innovation to Performance Management Systems      139—140
Boeing Company, Rocketdyne Division, Validating Knowledge      135
Boeing Company, Rocketdyne Division, Virtual Collaboration      132—133
Boeing Company, Rocketdyne Division, Virtual Teams      53—54
Collaboration      60—62
Collaboration, NASA JPL      60—61
Collaboration, World Bank      61—62
Conclusion      Chapter 1 27; 41; 46; 55; 64; 73; 81
Creating a Knowledge-sharing Culture      40
Creating and Managing Diverse Teams      47—50
Creating and Managing Diverse Teams, 3M      50
Creating and Managing Diverse Teams, NASA JPL      48 49
Creating and Managing Diverse Teams, New-hire Orientation      49—50
Creating and Managing Diverse Teams, Professional Development      49
Creating and Managing Diverse Teams, What the Individual Brings to the Team      48—49
Creating and Managing Diverse Teams, World Bank      48—49
Crossing Boundaries to Share Knowledge      33—34
Crossing Boundaries to Share Knowledge, 3M      33
Crossing Boundaries to Share Knowledge, Millennium      33
Crossing Boundaries to Share Knowledge, NASA JPL      33—34
Crossing Boundaries to Share Knowledge, World Bank      34
Cultural Barriers      31—32
Culture and Communicating the Guiding Principles, Objectives, and Behaviors, 3M      101—104
Culture and Communicating the Guiding Principles, Objectives, and Behaviors, Boeing      119—127
Culture and Communicating the Guiding Principles, Objectives, and Behaviors, Millennium      156—158
Culture and Communicating the Guiding Principles, Objectives, and Behaviors, NASA JPL      143—146
Culture and Communicating the Guiding Principles, Objectives, and Behaviors, World Bank      169—170
Defining Innovation and Knowledge      19—20
Defining Innovation and Knowledge, 3M      100—101
Defining Innovation and Knowledge, Boeing      117—118
Defining Innovation and Knowledge, World Bank      169
Demographics and Knowledge Loss      44
Demographics and Knowledge Loss, NASA JPL      44
Digenti Collaboration Model      Figure 12 110
Enabling Cross-functional Work      52—55
Enabling Cross-functional Work, Boeing      53—54
Enabling Cross-functional Work, Millennium      52—53
Enabling Cross-functional Work, Virtual Teams      53—55
Enabling Cross-functional Work, World Bank      54—55
Establishing Support Roles and Structures, 3M      111—112
Establishing Support Roles and Structures, Boeing      133—136
Establishing Support Roles and Structures, Millennium      162—166
Establishing Support Roles and Structures, NASA JPL      148—149
Establishing Support Roles and Structures, World Bank      174—176
Examining Indicators of Success and Change, 3M      114—115
Examining Indicators of Success and Change, Boeing      138—141
Examining Indicators of Success and Change, Millennium      166
Examining Indicators of Success and Change, NASA JPL      151
Examining Indicators of Success and Change, World Bank      178—181
Expertise Location      50—51
Expertise Location, 3M      50—51
Expertise Location, NASA JPL      51
Face-to-face Opportunities      34—35
Face-to-face Opportunities, Millennium      34—35
Face-to-face Opportunities, NASA JPL      35
Formal KM Organizations      Figure 5 87
Fostering Collaboration, 3M      104—108
Fostering Collaboration, Boeing      127—133
Fostering Collaboration, Millennium      159—162
Fostering Collaboration, NASA JPL      146—147
Fostering Collaboration, World Bank      171—174
Framework for KM at NASA      Figure 14 148
Highlighting Knowledge Sources and Resources      71—72
Highlighting Knowledge Sources and Resources, Boeing      71
Highlighting Knowledge Sources and Resources, NASA JPL      71—72
Highlighting Knowledge Sources and Resources, World Bank      72
Information technology      93—94
Information Technology, Tools Used by Study Partners      93—94
Innovation in Teams, World Bank      Figure 19 177
KM and Innovation Best Practices, 3M      101
KM and Innovation Best Practices, Boeing      118—119
KM and Innovation Best Practices, Millennium      154—156
KM and Innovation Best Practices, NASA JPL      143
KM Budgets and Funding      92—93
KM Budgets and Funding, 3M      92
KM Budgets and Funding, Boeing      92—93
KM Budgets and Funding, NASA JPL      93
KM Budgets and Funding, World Bank      93
KM Critical Success Factors at NASA      Figure 13 144
KM Measures      94—97
KM Measures, 3M      95
KM Measures, APQC's Input-to-output Model      96—97
KM Measures, Boeing      95
KM Measures, Success Stories      95—96
KM Measures, World Bank      95—96
KM-specific Structure and Roles      85—92
KM-specific Structure and Roles, 3M      86 87 90—91
KM-specific Structure and Roles, Boeing      87—88 89
KM-specific Structure and Roles, Information Specialist      90—92
KM-specific Structure and Roles, KM Core or Central Team, The      86—88
KM-specific Structure and Roles, Millennium      88 89—90
KM-specific Structure and Roles, NASA JPL      86 91—92
KM-specific Structure and Roles, Steering Committee or Leadership Team      86
KM-specific Structure and Roles, Subject Matter Experts      89—90
KM-specific Structure and Roles, Support Roles      89
KM-specific Structure and Roles, World Bank      88
Knowledge Capture for Reuse      65—70
Knowledge Capture for Reuse, After-Action Review      66—67
Knowledge Capture for Reuse, Boeing      67—68
Knowledge Capture for Reuse, Interviews and Videotaping      69
Knowledge Capture for Reuse, Knowledge Maps      69—70
Knowledge Capture for Reuse, Lessons Learned Exercises      67—68
Knowledge Capture for Reuse, NASA JPL      68
Knowledge Management in Scientific and Technical Settings      22—24
Knowledge Management in Scientific and Technical Settings, Nature of the Knowledge and Innovation Being Managed, The      23
Knowledge Management in Scientific and Technical Settings, Nature of the Professionals Doing the Work, The      23—24
Knowledge Management Strategy      82—85
Knowledge Management Strategy, 3M      83
Knowledge Management Strategy, Boeing      84
Knowledge Management Strategy, Defining KM      82—83
Knowledge Management Strategy, KM Strategy at the Partner Organizations      83—85
Knowledge Management Strategy, Millennium      84
Knowledge Management Strategy, NASA JPL      85
Knowledge Management Strategy, World Bank      85
Knowledge-enabled Learning and Innovation (KeLI) Model      Figure 1 25
Learning and Training Function Used to Support Knowledge Sharing and Innovation      Figure 2 49
Lessons Learned about KM Infrastructure      97
Lessons Learned, 3M      115—116
Lessons Learned, Boeing      141—142
Lessons Learned, Millennium      167
Lessons Learned, NASA JPL      151—152
Lessons Learned, World Bank      181
Marketplace Pressures      45
Marketplace Pressures, Millennium      45
Measures of Success      75—78
Measures of Success, 3M      75
Measures of Success, Improving Measurement for Innovation      77—78
Measures of Success, Millennium      76
Measures of Success, Success Stories      77
Measures of Success, World Bank      76—77
Mechanisms for Ideation      45—46
Mechanisms for Ideation, 3M      45—46
Methodology      12—13
Millennium G2P Productivity Platform      Figure 15 154
Millennium Pharmaceuticals, Access and reuse of Knowledge      63
Millennium Pharmaceuticals, Aligning the Message      36
Millennium Pharmaceuticals, Architecture Framework      155—156
Millennium Pharmaceuticals, Building a Knowledge Base      164
Millennium Pharmaceuticals, Collaboration Support      161—162
Millennium Pharmaceuticals, Compass      158—160
Millennium Pharmaceuticals, Compass and usability      160—161
Millennium Pharmaceuticals, Crossing Boundaries to Share Knowledge      33
Millennium Pharmaceuticals, Culture and Communicating the Guiding Principles, Objectives, and Behaviors      156—158
Millennium Pharmaceuticals, Databases and Repositories      59—60
Millennium Pharmaceuticals, Enabling Cross-functional Work      52—53
Millennium Pharmaceuticals, Establishing Support Roles and Structures      162—166
Millennium Pharmaceuticals, Examining Indicators of Success and Change      166
Millennium Pharmaceuticals, Face-to-face Opportunities      34—35
Millennium Pharmaceuticals, Faster Solutions and Decisions      78
Millennium Pharmaceuticals, Fostering Collaboration      158—162
Millennium Pharmaceuticals, Information Sharing Solutions Group      163
Millennium Pharmaceuticals, Ingenuity      166
Millennium Pharmaceuticals, KM Core or Central Team, The      88
Millennium Pharmaceuticals, KM Strategy at the Partner Organizations      84
Millennium Pharmaceuticals, Knowledge Bases      156—157
Millennium Pharmaceuticals, Knowledge Management      156
Millennium Pharmaceuticals, Knowledge Management and Innovation Practices      154—156
Millennium Pharmaceuticals, Lessons Learned      167
Millennium Pharmaceuticals, Marketplace Pressures      45
Millennium Pharmaceuticals, Measures of Success      76
Millennium Pharmaceuticals, Millennium G2P Productivity Platform      Figure 15 154
Millennium Pharmaceuticals, Millennium's Knowledge Bases      Figure 16 157
Millennium Pharmaceuticals, MyTargetValidattion      165—166
Millennium Pharmaceuticals, Next Steps      167
Millennium Pharmaceuticals, Partner Organizations and Innovation      20—21
Millennium Pharmaceuticals, Portal Technology      57—58
Millennium Pharmaceuticals, Role of Knowledge, Informatics, and Technology      155
Millennium Pharmaceuticals, Scientific Findings Capture Process      Figure 17 165
Millennium Pharmaceuticals, Subject Matter Experts      89—90
Millennium Pharmaceuticals, Views      157—158 162—163
Millennium Pharmaceuticals, Voice of the Customer      43
Millennium's Knowledge Bases      Figure 16 157
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