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Who's Capitalizing on Knowledge!
Xenia Stanford
The Editor-in-Chief describes the two maps included in this editorial: one showing the locations represented by current subscribers and comparing this to the other which details the place of origin of 1999-2000 Knowledge Management & Mapping survey respondents. The locations are shown by percentage from each province and state for Canada and the United States and by percentage for other countries as a whole. Stanford continues to explore the contents of the other articles contained in this issue, which feature various means of capitalizing on organizational knowledge.
Where Does Knowledge Belong? A Better Solution
Mark W. McElroy
In the first part of this two part article, McElroy left us with the answer to: If KM is the solution, then what is the question? In this second of two parts on the positioning of KM within an organization, McElroy explores better solutions than those currently viewed as the best placement of KM within an organization.
Customer Innovation: A Function of Knowledge: Part I - The Theory
Customer Innovation: A Function of Knowledge: Part II - The Practice
Debra M. Amidon
The culture of customer driven enterprises is emerging as we can see in recent talk about customer relationship management (CRM). In this two part article complete in this issue, Amidon extends her vision beyond CRM into customer capital and how partnering with customers can drive innovation and lead to greater knowledge for the organization. She also looks further than customer satisfaction: for what is that without customer success?
See also Customer
Focused Marketing Messages for company statements tracked
to this new concept of customer partnering and our challenge to
you to submit additional messages and mission statements exemplifying
this focus.
Standards & Conventions
Michael J.D. Sutton is currently involved in preparatory work toward his Ph.D. dissertation, consulting and writing book chapters as well as being sought after for other opportunities in the knowledge management arena. Thus his column will not appear in this issue. However, he will be on assignment for us covering Documation: Understanding & Applying Document Computing to be held on June 12-14, 2001 in Montreal, QC. We look forward to his report in a later issue.
Strategy
Role Definition and Core Competencies in a Knowledge Management Program
Alain J. Godbout
Godbout continues his knowledge management strategy series with an article on how activities are instances of know-how, thus role definition and core competencies are vital to a knowledge management program. He takes us from a table of sample activities organized by results to role and process definitions and explains how this fits together in a knowledge management program.
Mapping
Taxonomy of Knowledge Management
Brian Kaney
Using templates, samples or profiling, current knowledge retrieval systems are using taxonomy to group data into defined bins. This may be fine for small sets of documents but as the quantity of data increases, the quality of retrieval decreases. Kaney shows how better methods of using taxonomy can increase relevance of search results.
Ethnographic Knowledge Maps
Arian Ward
Knowledge maps are some of the outputs of an ethnographic audit. In this article Ward explores some of the map elements and types of maps derived from audits that use ethnographic methods. A key example is the social network map but even this type encompasses several variations as the author shows.
N.B. This article is one of three in this issue dealing with Ethnography as a knowledge management tool. It is recommended you read Ethnographic Knowledge Audits first as it sets the foundation for the other two. Then see also Ethnographic Time and Attention Auditing.
Auditing
Ethnographic Knowledge Audits
Arian Ward
The methods of cultural anthropology known as ethnography are used to study the behaviour of people in a society or, in knowledge management situations, within an organization. In this article Ward reviews some of the key ethnographic methods and desired outcomes. He also takes us through the methods and results of a recent case study.
N.B. This article is one of three in this issue dealing with Ethnography as a knowledge management tool. It is recommended you read this article first as it sets the foundation for the other two: Ethnographic Time and Attention Auditing and Ethnographic Knowledge Maps.
Ethnographic Time and Attention Auditing
Arian Ward
What are your most precious intellectual assets that no amount of money can buy and how does an organization ensure that these assets are enabled to create the greatest strategic value? Read this article and the other two by Arian Ward in this issue to learn the answer to these questions and more about the value and methods involved in Ethnographic auditing and mapping.
N.B. This article is one of three in this issue dealing with Ethnography as a knowledge management tool. It is recommended you read Ethnographic Knowledge Audits first as it sets the foundation for the other two. Then see also Ethnographic Knowledge Maps.
Due Diligence Research As a Form of Knowledge Audit
Xenia Stanford
This article, which explores the definition of due diligence and is based on a presentation from Gayle Kiss, Senior Product Consultant, LEXIS®-NEXIS®, demonstrates how due diligence research can be used as a form of knowledge audit. The strategies and sources outlined are useful to competitive intelligence professionals, librarians and other researchers in uncovering the important facts to insure their corporate decision-makers have the information necessary for due diligence compliance.
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