Please use this identifier to cite or link to this item: http://hdl.handle.net/11434/1663
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dc.contributor.authorWickramasinghe, Nilmini-
dc.contributor.editorWickramasinghe, Nilmini-
dc.contributor.editorVon Lubitz, Dag-
dc.contributor.otherVon Lubitz, Dag-
dc.date.accessioned2019-06-12T03:21:31Z-
dc.date.available2019-06-12T03:21:31Z-
dc.date.issued2007-
dc.identifier.isbn9781599042374en_US
dc.identifier.urihttp://hdl.handle.net/11434/1663-
dc.description.abstractAs discussed throughout the preceding chapters, knowledge is not a simple construct. Rather, knowledge is a complex structure that is neither static nor homogenous in its make up. Further, germane knowledge is highly context dependent; hence, germane knowledge in the context of a hospital setting would be significantly different to germane knowledge in the context of a manufacturing company. Thus, once we have developed an appreciation of all the component parts required for a successful knowledge management initiative, we must then focus on the whole, the complexity of knowledge, and its management. In so doing, it will only then be possible to make the whole truly greater than just the sum of the parts. The launching place for managing knowledge complexity lies in the construction of an integrative model for organizational knowledge management. Such a model, which we present, serves primarily to identify the key components that have been discussed individually in preceding chapters. In addition, our model highlights the interaction effects these components have on each other when they are combined. This in turn, underscores the importance of developing synergies, strategies, tactics, and techniques to facilitate the success of the knowledge management initiative. In trying to ensure the success of the knowledge management initiative, it also becomes vital to develop an appreciation for several other areas that at first may appear to be unrelated or irrelevant but are in fact critical in the achievement of a successful outcome. These areas include the need to be prepared and ready, the vital role of training and, in particular, the use of simulation in establishing both the appropriate levels of intellectual preparedness and readiness, and the ability to think critically and to make rapid yet sound decisions. Combined, the construction of an integrative organizational model of knowledge management, as well as the development of the key synergies, strategies, tactics, and techniques, form the key success factors for any knowledge management initiative.-
dc.publisherIGI Globalen_US
dc.subjectKnowledge Managementen_US
dc.subjectOrganisational Knowledge Managementen_US
dc.subjectKnowledge Management Initiativeen_US
dc.subjectInformation Managementen_US
dc.subjectKnowledge Complexityen_US
dc.subjectOrganisational Knowledgeen_US
dc.subjectChair of Health Informatics Management, Epworth HealthCare, Victoria, Australiaen_US
dc.titleManaging knowledge complexity.en_US
dc.typeChapteren_US
dc.identifier.doi10.4018/978-1-59904-237-4.ch008en_US
dc.description.affiliatesHealth Informaticsen_US
dc.description.affiliatesIllinois Institute of Technology, USAen_US
dc.description.affiliatesCentral Michigan University, USAen_US
dc.type.contenttypeTexten_US
dc.title.bookKnowledge-Based Enterprise: Theories and Fundamentalsen_US
Appears in Collections:Health Informatics

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