Knowledge Organisation in Companies

ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin Knowledge Organisation in Companies Dipl. Math. Manfred Bundschuh Bergisch Gladbach Translation into English of https://www.academia.edu/46930390/Knowledge_Oganization_in _Companies Contents 1. Knowledge Organisation in Companies 1.1 The three worlds of knowledge organization 1.2 Knowledge management in companies 1.3 Explicit and implicit (collective) knowledge 2. Knowledge production in companies 2.1 Types of knowledge 2.2 Knowledge acquisition 2.3 Knowledge retention 3. Knowledge management in companies 3.1. The cybernetic control loop of knowledge organization in companies 3.2 Knowledge development 3.3 Knowledge distribution 3.4 Knowledge organization 4. Knowledge assessment in companies 4.1 Knowledge quality 4.2 Knowledge utilization 4.3 Knowledge transparency 5. Zusammenfassung 6. Bibliography 1. Page 1 2 3 4 4 4 6 6 7 7 8 9 9 9 10 10 11 11 12 Knowledge Organization in Companies The topic of "knowledge organization" is red-hot today in the age of the Internet and intranet and is an economic factor of considerable proportions that now affects every company and its employees. The development is currently being driven by the "dynaxity" (dynamics and complexity) of the transformation of Europe into a continental market with a single currency and a single market mechanism for about 800 million people (Georg Turnheim, p. 2). Numerous conferences will therefore deal with the following problems: Knowledge Management, Learning or Intelligent Organizations, Information Retrieval, Internet, Intranet and Knowledge Organization. "In this time of upheaval, it is essential to strive for fundamental insights." (M. Bundschuh, p. 24) To this end, this conference contribution would like to provide an overview of current approaches in literature and practice. © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 1 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin 1.1 The three worlds of knowledge organization "In order to be able to classify the topic correctly, we need a model of knowledge organization that enables us to learn, act and teach in an evolutionary way that secures our existence" (Bundschuh, p. 24). From a holistic point of view, Popper's classification scheme of the three worlds offers a particularly suitable approach for structuring and systematizing the topic. Since knowledge organization in companies (according to Juup Essers and Jos Schreinemakers, p. 26) belongs to Popper's World 2 (i.e. the world of our experiences), we refer in this presentation to the business processes of knowledge organization in companies, i.e., we only deal with "World 2". This is followed by World 3 (that of the products of the human mind), i.e., knowledge management in companies, which is strongly linked to the knowledge organization in companies (World 2). The world 1 of physical, material things that underlies both worlds - "that which is the case" (Wittgenstein), the knowledge of the details themselves, deals with the manifold conditions in companies, the "knowledge facts". The business processes of the knowledge organization itself suggest a tripartite division, since the production (1.) and the processing of knowledge (2.), i.e. its administration (2.a) and evaluation (2.b), are considered. This gives us a 3x3 matrix as a framework. In addition, there is a further tripartite division into raw materials, as well as their procurement and storage, which manifests itself in the 9 sub-areas of the matrix with different characteristics. Therefore, the structure of knowledge organization in companies in a total of 27 sub-topics (triple trinity) can be seen in Fig. 1 as an ordering scheme of the various facets of the topic: Knowledge Organization in the Company (KO) Commodities Procurement Storage Welt 2: Knowledge Organization (Business processes of the KO) 1. Production: Knowledge Knowledge acquisition Knowledge Retention 2. Processing a. Administration Knowledge development … distribution … Organization b. Assessment Knowledge quality … use … transparency Welt 3: Knowledge management 1. Production: Knowledge policy … potentials 2. Verarbeitung a. Verwaltung Creating awareness … availability b. Bewertung Knowledge culture … objectives Welt 1: Knowledge Facts 1. Produktion: Data Collection 2. Verarbeitung a. Verwaltung Knowledge capital … Information b. Bewertung Expertise Criteria … order … infrastructure … principles Documentation … Presentation Assessment Triple-Trinity Fig. 1: Popper's 3 worlds of knowledge organization in companies © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 2 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin This introduction to the structure of the topic is preceded in order to facilitate understanding and to provide the reader with Ariadne's thread for his orientation within this complicated (not complex !) structure. 1.2 Knowledge management in companies The knowledge available in companies and its effective and efficient use are a key success factor of the first order for the future competitiveness of companies. In her overview article, Gloria Reyes (p. 43) describes the organizational measures required for this as follows: "If the company's internal knowledge is to be regarded as an asset, then the same processes and the same value chain must come into play as for other assets. The raw materials in the form of external data or internal documentation must be procured according to the just-in-time model if possible. The data must be further processed and refined with the company's internal knowledge from know-how, etc., in order to finally reach the appropriate target groups with the appropriate packaging. The entire organization must be converted to the rational production and processing of knowledge." With the strategy of shortening the "time to market", companies can also act as learners. and Intelligent Organizations can catch up with the current stormy development of the knowledge organization. The urgency with which these measures must be tackled is shown by Christof Schmitz and Betty Zucker/1 (p. 12 f.): "Right now, there is a great danger that in the course of general reorganizations, know-how that has been developed over many years, the resource that has the greatest value, will be destroyed. ... If we don't take knowledge flow management (i.e. management of the business processes of the knowledge organization, note by M. Bundschuh) into our own hands now, when will we? ... The background to Knowledge Flow Management is formed by three factors: 1. Knowledge is the ultimate resource of the company. 1. The management of knowledge and the achieved knowledge performance (how quickly knowledge is available, note by M. Bundschuh) decide the competition. 1. The central management task is the management of the existing and the development of the new knowledge." By optimising the business processes of the knowledge organisation in companies with reverse engineering (i.e. restructuring of business processes), it can be achieved that the right know-how can be applied at the right time by the right employees. Knowledge management in companies means the production, management and evaluation of knowhow in relation to the company's goals, i.e. knowledge organization is always an instrument of knowledge management within an internal / external organizational / sociological system. Gloria Reyes (p. 42) uses food for thought and key questions to point out management issues: "If knowledge is not distributed or communicated to others in the company, it is lost. ... The management of in-house knowledge begins with the determination of the importance of knowledge in the company: Where does it come from? Which of these is actually used ? Where are you going? Finally, one evaluates: Is the knowledge outdated? Only available with great effort ? Always late ? The value of the knowledge can then be determined: How much does it cost? How much does not knowing cost? Can it be procured faster and better from external bodies? Can you capitalize on existing knowledge?" © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 3 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin These burning questions of knowledge entrepreneurs (i.e. persons actively promoting knowledge organization) in companies are currently leading to concrete concepts of how companies present themselves on the World Wide Web and how to communicate via intranet and intranet. e-mail, the flood of messages (not a flood of information!) can be brought to the woman or man in the company. 1.3 Explicit and implicit (collective) knowledge The sentence "If the company knew what it knows" indicates that it is the tip of the iceberg of operational knowledge. "In addition to this explicit knowledge, there is also the large area of implicit knowledge, which is all too often overlooked. By that I mean knowledge that we use but are not aware of." (Ewald Kiel/1: p. 37) Christof Schmitz and Betty Zucker/1 (pp. 44 - 47) write: "Our cultural focus is on explicit knowledge. This refers to describable, standardizable knowledge that is methodically and systematically stored in systems, structures, processes, documentation, libraries and databases. However, explicit knowledge is not everything, implicit knowledge is just as relevant. ... implicit knowledge (is) that subjective ability, are those abilities and competences that someone exercises in the handling of his tasks without being fully described, ... Not only management, but also many of our knowledge domains are contained in a specific practice and are not explicitly formulated in books, manuals, training programs or the like. Often this practice is then called art; in management, people tend to call it charisma. ... The addition of implicit knowledge gives us the opportunity to understand organizations not only as information-processing machines, but as living systems. ... The second important addition of implicit knowledge concerns our understanding of innovation. Innovation means developing new explicit and implicit knowledge. New knowledge replaces old knowledge (which, as is well known, is not equally loved by everyone), which is why innovation always means self-renewal. ... Implicit knowledge is therefore an important resource of the company. The transformation of implicit knowledge into explicit knowledge is an important part of any innovation process. ... Dialogue and joint reflection help to bring out silent knowledge and bring it to the surface. ... Implicit knowledge is externalized. ... The explicit knowledge that emerged in the dialogue ... is now combined, checked and supplemented with other explicit knowledge in the company. ... A solution is found, and the knowledge contained in it becomes part of the knowledge of the interlocutors. They internalize it." 2. Knowledge production in companies The core question of knowledge production in companies is how the immanent potential of knowledge, skills and creativity of employees can be translated into active action using effective methods. To do this, the company must become aware of which explicit and implicit knowledge resources it has at its disposal and which can be accessed externally. 2.1 Types of knowledge Julius A. Schreider (p. 24) distinguishes between personal and social knowledge. When an individual's personal knowledge is communicated, abstracted and transformed into public property, it is accessible to all members of a cultural circle and thus social knowledge. According to Schreider (p. 24), this knowledge can be identified, verbalized and presented as text and thus become abstract © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 4 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin knowledge, a second kind of social knowledge. Only this abstract knowledge can be indexed, classified and systematized. Jiri Panyr has presented a knowledge taxonomy that can also be used as a checklist for the development of implicit knowledge: 1." "Global" expertise 1.1 Simple factual knowledge 1.2 Knowledge of conventions, rules and trends 1.3 Knowledge of the organization of the elements of a subject area, and on the methodological handling of these elements 1.4 Knowledge of generalizations and abstractions in a subject area 2. Heuristic-strategic knowledge 2.1 Conditions for knowledge acquisition or absorption (understanding) 2.2 Application or application and action knowledge 2.3 Analysis and synthesis 2.3.1 Analysis 2.3.2 Synthesis 3. Values and characteristics 3.1 Values (weighting) 3.2 Order of values and value system 3.3 The Essence of Judging (Evaluation) Fig. 2: Types of knowledge, according to Jiri Panyr, p. 15 In contrast, Peter Jaenecke (p. 25) distinguishes between core, marginal and pseudo-knowledge - a classification according to more qualitative criteria, while the expertise of companies according to James Brian Quinn et al. is effective on four levels (in order of increasing importance): "Know-what: Know-how: Know-why: Care-why: cognitive knowledge, highly developed skills, Understanding of systemic relationships, Creativity on your own initiative." Quinn et al. suggest further developing the expertise of employees and making it effective. To this end, companies are to be reversed, because for know-what should only the best will be hired, the initial training is intensively strengthened, the professional challenges are continuously increased and the professionals are rigorously evaluated, the underperforming are dismissed and for Care-why increase the ability of professionals to solve problems through additional knowledge, das per Systemmanagement und Software verfügbar wird © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 5 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin as well as the reluctance of professionals to share information with others. and to find an organizational form in accordance with the expertise. In the use of groupware, a distinction is currently made between push information (e.g. e-mail - the information is sent to the recipient) and pull information (e.g. intranet, Internet - the information is picked up by the recipient). 2.2 Knowledge acquisition Today, the targeted, active awakening of knowledge reserves takes place through business process optimization in companies. In this way, implicit knowledge becomes explicit knowledge and this in turn is translated into action (Murray, p. 207). At present, this often happens more reactively than actively (because resistance has to be overcome). However, approaches can be observed, such as benchmarking (i.e. cross-company comparison on the basis of key figures), or the use of gatekeepers (employees who actively acquire knowledge for the company) for monitoring (permanent observation, monitoring) and collecting external information (be it at trade fairs, conferences, congresses, courses, presentations, etc.). This allows companies to actively shape the process of knowledge acquisition. In this context, efforts are also being made to engage in so-called data mining in order to collect internal information and to promote the active exchange of experience between suppliers and customers in order to discover external information. All in all, the process of acquiring knowledge is very time-consuming and requires good organization so that it does not turn into a flood of news, because "In this actionism, it is often overlooked that the methods and goals in literature research currently hardly take into account the limited human capacity. ... The overriding principle is: Whatever material accumulates must also be kept available." (Jaenecke, p. 31) This problem leads us to the next section. 2.3 Knowledge Retention "If knowledge cannot be retrieved, it is considered lost." (Reyes, p. 43) Therefore, in addition to libraries and literature collections, there are now many other ways of storing knowledge, with the trend towards media that provide knowledge actively, electronically, in dialogue. Whereas in the beginning it was still databases, today it is data warehouses, computer-aided learning programs, intranet and Internet as well as information routers (for filtering information) that provide knowledge for those seeking information. Gloria Reyes (p. 44) distinguishes between information routers with filter function and analysis systems, which can also monitor, distribute and integrate, as well as document management systems/full text management systems, which can only integrate, or also distribute, if they are connected to groupware. With this variety of knowledge to be documented, the problem arises of organizing a reasonable administration for relevant knowledge, i.e., not superfluous and disordered knowledge - our next topic. 3. Knowledge management in companies Lilia Stünzner (p. 60 f.) uses the systems theory approach to show that a dissemination of knowledge is possible when complex feedback systems are present, i.e., networked, reciprocal communication and information channels: "This can also produce new knowledge, new information, since knowledge components can be linked with each other. The internal increase in © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 6 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin complexity via reflexive connections thus creates the possibility of generating new knowledge and increasing knowledge. On the other hand, mistakes can be corrected and advantageous developments can be obtained, as knowledge or information can be permanently reflected. Ultimately, there is then the potential for meaningful system differentiation and selection of information." 3.1 The cybernetic control loop of knowledge organization in companies Therefore, we can set up a cybernetic control loop (see below, Figs. 3 and 4) of knowledge organization in companies. A cybernetic control loop consists of the following four components: The Controller: receives measurements of the measuring element, decides, passes on the target to and to the actuator. The Actuator: selects measures and passes on a set value to the control system. The Control System: carries out measures specified by the actuator. The shorter the control range (e.g. time interval), the more well-dosed measures are possible for system control. The Measuring Element: measures the degree to which goals have been achieved; checks for deviations from the optimum (caused by disturbances) and informs the controller about this. Fig. 3: Components of a cybernetic control loop The entire cycle is called the feedback process and leads to a flow equilibrium (homeostasis): the system regulates itself. Examples of such control loop systems are heating with thermostats or, to stay with the meaning of the word cybernetics, the journey of a ship with a pilot on board in unsafe waters: Heating: Ship: Controller ThermostatAttitude Captain Actuator Switch to Heating Helmsman Control System Heating Drive Measuring Element Thermostat Lotse (pilot) Fig. 4: Examples of cybernetic control loops If we apply this model to knowledge organization in companies - as shown in Fig. 6 (p. 8) - we can find the following agreement with Popper's 3 worlds of knowledge organization in companies (Fig. 1, p. 2): Controller World 3 Actuator World 2 (1.) Control System World 2 (2.a) Measuring element World 2 (2.b) Knowledge management … Production … Management … Assessment - Knowledge policy … Development … Quality - Knowledg Distributio … Utilization … Knowledge - Knowledge Objectives - Knowledge acquisition - Knowledge Principles … Retention … Organization … Transparency Fig. 5: The components of the cybernetic control loop of knowledge organization © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 7 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin Figure 6 illustrates this control loop by means of a screen of a computer system developed by M. Bundschuh and D. Gaußelmann for the simulation of cybernetic control loops, with which the behaviour of the system can be observed, e.g. in the event of disturbances. Fig. 6: The cybernetic control loop of knowledge organization in companies 3.2 Knowledge development The development of knowledge can be considered in terms of content and organization. In terms of content, it is about refining existing knowledge through analysis, verification, consolidation, transfer to use cases, followed by technical steps. The application of these methods has often led to the emergence of new knowledge. The administration distinguishes here a) the organizational structure, i.e., all entities in the companies involved in the development of knowledge: specialists, departments, teams, and b) the process organization, i.e., methods and standards, technical tools, system architecture, project management and quality assurance. This can also be understood as professional project management of knowledge development. Well-organized knowledge acquisition leads to a sharpening of awareness in companies of the value of knowledge as an economic asset and also to the development of a "knowledge culture" in companies, both topics that can be assigned to Popper's World 3. In a survey of 431 organizations conducted by the Ernst & Young Center for Business Information and Business Intelligence in 1997 © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 8 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin (Twenty Questions on Knowledge in the Organisation), the knowledge culture (non-existent or poor, M. Bundschuh's note) was named as the leader of the greatest obstacles to knowledge transfer in organizations with 54%. 3.3 Knowledge distribution The distribution of knowledge is, so to speak, the marketing of knowledge. Here, on the one hand, demand (pull knowledge) meets a range of knowledge (push knowledge). Automation in the form of knowledge management systems, e.g. in the form of intranet and Internet, etc., can support this knowledge-process chain. Murray (p. 207 f.) writes: "The Information Model is Changing from 'Document' to 'Dialog'.... Yes, access is very important, but it's only part of the requirement." Groupware is ideally suited here to simplify the joint use of knowledge and to promote the development of knowledge networks in companies. 3.4 Knowledge Organization Order is half the battle and therefore knowledge must be prepared and packaged. The preparation includes the description (indexing), classification, systematization and (Re-)presentation of knowledge. This involves organizing with classification methods that are well known in libraries, documentation centers and databases. The packaging of knowledge is a measure against forgetting, misplacing and - especially currently in the case of electronic images - falsification of knowledge. This applies to all types of documents: journal articles, checklists, forms, manuals, patents, card indexes, etc. in conventional or electronic form. 4. Knowledge assessment in companies Lilia Stünzner (p. 51) shows that knowledge is necessary for organizations to cope with complexity, and Helmut Löckenhoff (p. 145) concretizes this as follows: "The act of conscious evaluation is decisive for the then consciously meaningful management of complexity and for the conscious control of change processes." Juup Essers and Jos Schreinemakers (p. 25) also point to the problem of companies in determining the quality and practical value of the knowledge available to them. It is not the quantity that decides, but the quality. 4.1 Knowledge quality In Gerhard Rahmstorf (p. 213) we find a minimum quality standard through the following criteria:      Truth, Validity, innovative value, Importance in theory, relevance, applicability, Topicality. These criteria show that in order to obtain clarity about their application in knowledge assessment, one must first look at knowledge use and knowledge transparency - the next two topics. © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 9 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin 4.2 Knowledge Utilization Gerhard Rahmstorf writes about the use of objectified knowledge: "An important aspect of the topic is that the use of knowledge must be oriented towards the needs of the users." Ewald Kiel/2 (p. 31) distinguishes between the following needs:       normative needs: explicit need: Subjective need: komparativer Bedarf: Anticipated needs: critical need: regulations, norms, standards clearly expressed by the individual unconscious, semi-conscious, boundaries not clear best practice, benchmarking in the process of emergencing remedying defects With regard to technical aids, Christof Schmitz and Betty Zucker/2 (p. 77) demand: "Knowledge use and knowledge development need more network-like, team-supported and communicationintensive structures and processes." Finally, Charles Wang points out the consequences of unlimited use: "If everyone has the same information at their disposal, there is no longer any knowledge of power." In the survey of 431 organizations by the Ernst & Young Center for Business Information and Business Intelligence in 1997 (Twenty Questions on Knowledge in the Organisation) mentioned above, more than 80% of the companies named the following critical competitive factors:  Customers  best practice / effective processes,  Own competence and skills,  Own products and services,  Current market developments,  Competitor. and expected the following benefits from more active management of their knowledge (also with over 80% of the mentions), whereby innovation and flexibility were rated as particularly important for the company's success:      Innovation, Efficiency Improved decision-making skills, Improved response behavior towards customers, Flexibility. Obviously, knowledge management can be used specifically to increase competitiveness and shorten the time to market (i.e., the accelerated development of products up to market maturity) as well as to actively cope with future requirements (e.g. in the form of early warning systems) and complexity. Ewald Kiel (p. 38) points out in this context that "knowledge is made a tool for certain purposes." To do this, knowledge must not only be usable, but also transparent. © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 10 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin 4.3 Knowledge transparency Knowledge transparency can be seen from a structural and functional point of view. From a structural point of view, it is about the inner properties of knowledge transparency. By this I mean correctness and consistency. Correctness is a sine qua non for the use of knowledge in companies. Consistency of knowledge is an essential prerequisite for its applicability and can be ensured by systematics and classification. From a functional point of view, knowledge transparency is about the external behavior when applying knowledge in companies. Functional properties of knowledge are availability, relevance, topicality and future prospectiveness. Availability is an indispensable prerequisite for knowledge management. Relevance depends causally related to the need for information and the usability of the available knowledge. Christof Schmitz and Betty Zucker/1 (p. 60) write about the topicality: "Old, outdated knowledge seems to dominate and block the way for the new. ... So the question of the disposal of knowledge is vehemently posed as an apparently obvious way of dealing with the knowledge explosion." 5. Summary To sum up, it can be said that awareness of the value of knowledge must be awakened, since knowledge is becoming the fourth economic factor - after land, labour and capital - as a result of the increasing "dynaxity" for competition. To this end, the entire organization must be converted to the rational production and processing of knowledge. Knowledge organization in companies means consciously managing knowledge. This is the only way to tap into knowledge reserves (implicit knowledge) and capitalize on the knowledge and gain an information advantage over the competition. The complexity of the topic was countered with a self-developed model, which is based on Popper's theory of the 3 worlds and gives an overview of the diversity of the sub-topics. A self-organizing cybernetic control loop system of knowledge organization in companies was presented, which can be used to show management possibilities for controlling the knowledge organization. 6. Bibliography Bundschuh, Manfred: Neuzeit des Lernens, in: Kölner Zeitschrift für Wirtschaft und Pädagogik, 2. Jg. Heft 3, November 1987, S. 21 - 48 Bundschuh, Manfred und Gaußelmann, Dietmar: Ein Programmsystem zur Simulation kybernetischer Regelkreise, Vortrag auf der Jahrestagung 1995 Systemdenken und Globalisierung der Gesellschaft für Wirtschafts- und Sozialkybernetik e.V., Tübingen, 27.28.10.1995 Essers, Juup and Schreinemakers, Jos: Nonaka’s Subjectivist Conception of Knowledge in Corporate Knowledge Organization, in: Knowledge Organization 24 (1997) No. 1, S. 24-32 Jaenecke, Peter: Wozu Wissensorganisation ?, S. 22-35, in: Fortschritte in der Wissensorganisation, Band 3 (FW-3), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1995, Proceedings der 3. Tagung der Deutschen ISKO Sektion, Weilburg, 27.-29.10.1993 Kiel, Ewald /1: Kulturelle Bedingtheit von Wissensorganisation, S. 36-46, in: Fortschritte in der © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 11 ISKO-Conference Knowledge Organaisation 97 - 7. - 10.10.1997, Humboldt Universität, Berlin Wissensorganisation, Band 3 (FW-3), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1995, Proceedings, 3. Tagung der Deutschen ISKO Sektion, Weilburg, 27.29.10.1993 Kiel, Ewald /2: Die Qualitätsorientierte Organisation Pädagogischen Wissens, in: Rusch-Feja, D.; Diepold, P., Christopher, B., Informationen im Bildungswesen - Zugriff, Verfügbarkeit und Qualität, Gesellschaft Information im Bildungswesen, Berlin, 1995, S. 88 - 90 Löckenhoff, Helmut: Zu Modellen und zur Modellierung in der Wissensordnung, S. 143-149 in: Fortschritte in der Wissensorganisation, Band 3 (FW-3), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1995, Proceedings, 3. Tagung der Deutschen ISKO Sektion, Weilburg, 27.-29.10.1993 Murray, Philip C.: Business Productivity and Organization of Knowledge: A Look at the Emerging Requirements, pp. 206 - 212 in: Knowledge Organization and Change, Proceeding of the fourth international ISKO Conference, 15.-18.7.96, Library of Congress, Washington DC, Frankfurt/Main, Indeks Verlag 1996, Advances in Knowledge Organization Vol. 5 Panyr, Jiri: Wissen und ein Ansatz zu seiner Taxonomie im Bereich der künstlichen Intelligenz, S. 15 - 34 in SK 17: Die Klassifikation und ihr Umfeld, Studien zur Klassifikation, Bd. 17, Hrsg. Paul O. Degens/Hans-Joachim Hermes/Otto Opitz, Proceedings 10. Jahrestagung der Gesellschaft für Klassifikation e.V., Münster/W., 18. -21. Juni 1986, Indeks Verlag, Frankfurt am Main 1986 Quinn, James Brian; Anderson, Philip; Finkelstein, Sydney: Das Potential in den Köpfen gewinnbringender nutzen, in: Harvard Business manager, Heft 3/96, S. 95 - 104 Rahmstorf, Gerhard: Wissensordnung und Wissensvertextung, S. 210-230 in: Fortschritte in der Wissensorganisation, Band 3 (FW-3), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1995, Proceedings, 3. Tagung der Deutschen ISKO Sektion, Weilburg, 27.29.10.1993 Reyes, Gloria: Wider die Vergeßlichkeit - Wissensmanagement im Unternehmen, cogito, Heft 1-96, Seiten 42 - 44 Schmitz, Christof; Zucker, Betty /1: Wissen gewinnt - Knowledge Flow Management, Metropolitan Verlag, Düsseldorf/München, 1996 Schmitz, Christof; Zucker, Betty /2: Buchbesprechung in: Harvard Business manager, Heft 2/96, S: 77 f. Schreider, Julius A.: The Cognitive Approach: A Tool to Resolve the Opposition between the Technical and Cultural Aspect of Knowledge, in: Fortschritte in der Wissensorganisation, Band 2 (FW-2), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1992, Proceedings, 2. Tagung der Deutschen ISKO Sektion, Weilburg, 15.-18.10.1991 Stünzner, Lilia: Das Problem der Komplexität aus systemtheoretischer Perspektive: Auswirkung auf das System Organisation und das organisationale Wissen, S. 55-61, in: Fortschritte in der Wissensorganisation, Band 3 (FW-3), Deutsche Sektion der ISKO (Hrsg.), Indeks Verlag, Frankfurt/Main, 1995, Proceedings, 3. Tagung der Deutschen ISKO Sektion, Weilburg, 27.29.10.1993 Turnheim, Georg: Chaos und Management, Universitäts-Club Klagenfurt, Top-Management Symposion: Die Kosten der Eitelkeit im Management, 13.-15.6.1996 Wang, Charles: Im Dschungel der Informationsverarbeitungstechnologie, Campus Verlag, Frankfurt/New York © by Manfred Bundschuh, Sander Höhe 5, D-51465 Bergisch Gladbach, 19.05.2024 page 12