Related Research Articles
Intellectual capital is the result of mental processes that form a set of intangible objects that can be used in economic activity and bring income to its owner (organization), covering the competencies of its people, the value relating to its relationships, and everything that is left when the employees go home, of which intellectual property (IP) is but one component. It is the sum of everything everybody in a company knows that gives it a competitive edge. The term is used in academia in an attempt to account for the value of intangible assets not listed explicitly on a company's balance sheets. On a national level, intellectual capital refers to national intangible capital (NIC).
Knowledge management (KM) is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organizational objectives by making the best use of knowledge.
The Abilene paradox is a collective fallacy, in which a group of people collectively decide on a course of action that is counter to the preferences of most or all individuals in the group, while each individual believes it to be aligned with the preferences of most of the others. It involves a breakdown of group communication in which each member mistakenly believes that their own preferences are counter to the group's, and therefore does not raise objections. They even go so far as to state support for an outcome they do not want.
Knowledge transfer refers to transferring an awareness of facts or practical skills from one entity to another. The particular profile of transfer processes activated for a given situation depends on (a) the type of knowledge to be transferred and how it is represented and (b) the processing demands of the transfer task. From this perspective, knowledge transfer in humans encompasses expertise from different disciplines: psychology, cognitive anthropology, anthropology of knowledge, communication studies and media ecology.
Tacit knowledge or implicit knowledge—as opposed to formalized, codified or explicit knowledge—is knowledge that is difficult to express or extract; therefore it is more difficult to transfer to others by means of writing it down or verbalizing it. This can include motor skills, personal wisdom, experience, insight, and intuition.
Ignorance is a lack of knowledge or understanding. Deliberate ignorance is a culturally-induced phenomenon, the study of which is called agnotology.
Information management (IM) is the appropriate and optimized capture, storage, retrieval, and use of information. It may be personal information management or organizational. Information management for organizations concerns a cycle of organizational activity: the acquisition of information from one or more sources, the custodianship and the distribution of that information to those who need it, and its ultimate disposal through archiving or deletion and extraction.
Knowledge workers are workers whose main capital is knowledge. Examples include ICT professionals, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, editors, and academics, whose job is to "think for a living".
Personal knowledge management (PKM) is a process of collecting information that a person uses to gather, classify, store, search, retrieve and share knowledge in their daily activities and the way in which these processes support work activities. It is a response to the idea that knowledge workers need to be responsible for their own growth and learning. It is a bottom-up approach to knowledge management (KM).
Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring. In this way, decision making simultaneously meets one or more resource management objectives and, either passively or actively, accrues information needed to improve future management. Adaptive management is a tool which should be used not only to change a system, but also to learn about the system. Because adaptive management is based on a learning process, it improves long-run management outcomes. The challenge in using the adaptive management approach lies in finding the correct balance between gaining knowledge to improve management in the future and achieving the best short-term outcome based on current knowledge. This approach has more recently been employed in implementing international development programs.
Participatory management is the practice of empowering members of a group, such as employees of a company or citizens of a community, to participate in organizational decision making. It is used as an alternative to traditional vertical management structures, which has shown to be less effective as participants are growing less interested in their leader's expectations due to a lack of recognition of the participant's effort or opinion.
Personal knowledge networks are methods for organizations to identify, capture, evaluate, retrieve, and share information. This method was primarily conceived by researchers to facilitate the sharing of personal, informal knowledge between organizations. Instead of focusing on the organizational context, some researchers investigate the intra-firm aspects at the personal level of organizational knowledge networks, where knowledge management (KM) processes both begin and end. Various technologies and behaviors support personal knowledge networking, including wikis, Really Simple Syndication (RSS), and relationship networks. Researchers propose that knowledge management can occur with little explicit governance. This trend is referred to as "grassroots KM" as opposed to traditional, top-down enterprise KM.
Competence is the set of demonstrable characteristics and skills that enable and improve the efficiency or performance of a job. Competency is a series of knowledge, abilities, skills, experiences and behaviors, which leads to effective performance in an individual's activities. Competency is measurable and can be developed through training.
Geotourism is tourism associated with geological attractions and destinations. Geotourism deals with the abiotic natural and built environments. Geotourism was first defined in England by Thomas Alfred Hose in 1995.
Knowledge sharing is an activity through which knowledge is exchanged among people, friends, peers, families, communities, or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the knowledge management process.
Sustainability accounting originated in the 1970s and is considered a subcategory of financial accounting that focuses on the disclosure of non-financial information about a firm's performance to external stakeholders, such as capital holders, creditors, and other authorities. Sustainability accounting represents the activities that have a direct impact on society, environment, and economic performance of an organisation. Sustainability accounting in managerial accounting contrasts with financial accounting in that managerial accounting is used for internal decision making and the creation of new policies that will have an effect on the organisation's performance at economic, ecological, and social level. Sustainability accounting is often used to generate value creation within an organisation.
Innovation management is a combination of the management of innovation processes, and change management. It refers to product, business process, marketing and organizational innovation. Innovation management is the subject of ISO 56000 series standards being developed by ISO TC 279.
The European Certification and Qualification Association is a not-for-profit association that aims to unify the certification processes for various professions. It is joining institutions and thousands of professionals from all over Europe and abroad. The ECQA offers the certification of participants for numerous professions. Currently, 30 professions are active and some new professions are currently being developed. ECQA services are being offered in 24 countries across Europe by 60 ECQA members. The ECQA is also enhancing its activities by expanding to all over the world.
Human factors are the physical or cognitive properties of individuals, or social behavior which is specific to humans, and which influence functioning of technological systems as well as human-environment equilibria. The safety of underwater diving operations can be improved by reducing the frequency of human error and the consequences when it does occur. Human error can be defined as an individual's deviation from acceptable or desirable practice which culminates in undesirable or unexpected results. Human factors include both the non-technical skills that enhance safety and the non-technical factors that contribute to undesirable incidents that put the diver at risk.
[Safety is] An active, adaptive process which involves making sense of the task in the context of the environment to successfully achieve explicit and implied goals, with the expectation that no harm or damage will occur. – G. Lock, 2022
Dive safety is primarily a function of four factors: the environment, equipment, individual diver performance and dive team performance. The water is a harsh and alien environment which can impose severe physical and psychological stress on a diver. The remaining factors must be controlled and coordinated so the diver can overcome the stresses imposed by the underwater environment and work safely. Diving equipment is crucial because it provides life support to the diver, but the majority of dive accidents are caused by individual diver panic and an associated degradation of the individual diver's performance. – M.A. Blumenberg, 1996
Organizational metacognition is knowing what an organization knows, a concept related to metacognition, organizational learning, the learning organization and sensemaking. It is used to describe how organizations and teams develop an awareness of their own thinking, learning how to learn, where awareness of ignorance can motivate learning.
References
- ↑ Deschene, Lori (December 12, 2007). "How to Manage Ignorance; Inside the Book Peter Drucker Never Wrote". CBS News. Retrieved April 25, 2012.
- ↑ Israilidis, J.; Lock, R.; Cooke, L. (2012) Ignorance Management: An Alternative Perspective on Knowledge Management in Multinational Organisations. In Proceedings of the 13th European Conference on Knowledge Management, Cartagena, Spain, 6–7 September, pp. 493–501, ISBN 978-1-908272-63-8.
- ↑ Israilidis et al. 2012
- ↑ Roberts, J. (2009) From Knowledge Management to Ignorance Management. In Proceedings of the International Conference on Organizational Learning Knowledge and Capabilities, Amsterdam, Netherlands, 26–28 April.
- ↑ Wolchover, N. (2012) Incompetent People Too Ignorant to Know It. Retrieved 28 February 2012.
- ↑ Zack, M. (1999) Managing Organizational Ignorance. Knowledge Directions, Volume 1, pp. 36–49.