1,721,910 research outputs found
Review of: GRIMALDI, M, Pompei: La Casa di Marco Fabio Rufo, Collana Pompei vol. II. Naples: Valtrend editore. 2014. Pp. 388, illus. ISBN 9788888623788. €170.00. GRIMALDI, M, Pompei: il Foro civile nella Pompeianarum Antiquitatum Historia di G. Fiorelli (Collana Pompei 3).Naples: Valtrend Editore, 2015. Pp. 255, illus., facsims, plans. ISBN 9788888623351. €135.00.
No full textReview of: GRIMALDI, M, Pompei: La Casa di Marco Fabio Rufo, Collana Pompei vol. II. Naples: Valtrend editore. 2014. Pp. 388, illus. ISBN 9788888623788. €170.00. GRIMALDI, M, Pompei: il Foro civile nella Pompeianarum Antiquitatum Historia di G. Fiorelli (Collana Pompei 3).Naples: Valtrend Editore, 2015. Pp. 255, illus., facsims, plans. ISBN 9788888623351. €135.00
Review of: GRIMALDI, M, Pompei: La Casa di Marco Fabio Rufo, Collana Pompei vol. II. Naples: Valtrend editore. 2014. Pp. 388, illus. ISBN 9788888623788. €170.00. GRIMALDI, M, Pompei: il Foro civile nella Pompeianarum Antiquitatum Historia di G. Fiorelli (Collana Pompei 3).Naples: Valtrend Editore, 2015. Pp. 255, illus., facsims, plans. ISBN 9788888623351. €135.00.
No full textReview of: GRIMALDI, M, Pompei: La Casa di Marco Fabio Rufo, Collana Pompei vol. II. Naples: Valtrend editore. 2014. Pp. 388, illus. ISBN 9788888623788. €170.00. GRIMALDI, M, Pompei: il Foro civile nella Pompeianarum Antiquitatum Historia di G. Fiorelli (Collana Pompei 3).Naples: Valtrend Editore, 2015. Pp. 255, illus., facsims, plans. ISBN 9788888623351. €135.00
A methodology to evaluate the organizational impact of IT on knowledge management: an Italian Case Study
No full textThe important role played by Information Technology (IT) for Knowledge Management (KM) within many companies has been widely recognized. However, the relationship between IT investment and firm performance is complex and multifaceted and the evaluation of the impact of IT for KM on organizational performance has proved to be a difficult task. This has made it difficult to demonstrate that IT for KM may be used to leverage other firm advantages and opportunities and to justify spending on IT projects in support of KM. This paper provides a methodological framework to analyse the consequences related to the adoption of IT tools for the management of information and knowledge. In particular, we present a four-phase framework that captures the benefits of KM features in meeting business objectives through an examination of organizational processes and actors. The aim of the constructed methodology coincides with the main target pursued by firms: to have the possibility of evaluating IT solutions both ex ante, i.e. at the project/design phase, and ex post, i.e. at the assessment phase. A case study application in an Italian small business is described in detail
The assessment of the organizational impact of IT for KM: an AHP based-approach
No full textPurpose – In this paper, authors propose a methodological approach aimed at assessing and measuring the benefits deriving from the adoption of IT for KM, keeping into consideration the strategic intangible assets and the specific context of the company. Design/methodology/approach – We propose a methodological approach that adopts the hierarchical structure, where the strategic tangible and intangible assets of the company are represented as value drivers and classified into sub-elements, and where a series of indicators are selected to describe the specific characteristic of company performance. Originality/value – This methodology is able to support complex decision making processes by providing guidelines for the managers to ascertain the key organizational factors able to improve the organizational impact of IT investments in KM. Practical implications – The outcomes of the application is a model to assess the company benefits deriving from the implementation of IT solutions for KM, with a particular attention to the evaluation of the contribution of the intangible assets to the performance
Reinterpreting I4.0 cluster as a service ecosystem: A piece and parcel of the smart city: The case of the Hamburg Aviation Cluster (HAv)
No full textSELECTION OF KM TOOLS TO SUPPORT INNOVATION PROCESS USING AHP
No full textThe continuously increasing pressure of competition and global markets is forcing organizations to become more innovative, with a view to increasing overall competitiveness (Tidd et al., 1997). Closely linked, but not synonymous, with innovation is the body of knowledge referred to collectively as Knowledge Management (KM). In this connection, knowledge is considered as a potential key competitive advantage, by helping to increase innovation within the organization (McAdam and McCreedy, 2000). In fact, to be innovative in highly competitive industries and global markets requires the effective use of KM. Effective KM has parallels with effective innovation. For innovation to take place, a company needs caring people who are willing to share for the greater good of the company and creative people who have the ability to turn ideas into practical products and services (Brand, 1998). The knowledge-based theory of the firm suggests that knowledge exists within the people, products, and processes and that knowledge is the organizational asset that enables sustainable competitive advantage in thus hyper-competitive environments (Alavi and Leidner, 1999). KM can be defined as a systematic discipline and set of approaches to enable information and knowledge to grow, flow and create value in an organization. Inside an organization KM is increasingly seen as a guide to develop a more organic and holistic way of understanding and exploiting the role of knowledge in the processes of managing and doing work. Successful and innovative organizations share certain characteristics which range from technology infrastructure to a strong belief in the value of knowledge sharing and collaboration. Technology has a fundamental role in the support of KM, because it can help barriers of time and distance to collapse, while those factors alone should not drive the acquisitions of technology. A vast number of tools to support KM are available in the software market: however, few works proposed a framework to aid in the evaluation and selection of KM tools (Ngai and Chan, 2005). Moreover, no framework currently exists to support the selection of a KM tool to sustain an innovation process.Moreover, since firm's KM tool selection and implementation are strictly related to its competitive strategy and the adopted strategy reflects management’s decision on how to respond to external reality (Zack, 1999), managerial perception should shape their evaluation criteria and expected benefits. To this purpose, strategic considerations by managers have revealed to be of the utmost importance: their experience and acquaintance with the context could effectively help in the selection of the most proper KM tool. In the light of these considerations, it has come out the exigency of a managerial model which could combine the most of the above cited demands. This paper is primarily concerned with providing such a methodology to select the KM tools that support innovation processes within organizations. Then, a categorization of KM tools supporting innovation processes is provided. We believe that this selection methodology will be extremely useful to many organization. This methodology is based on a decision support technique called Analytic Hierarchy Process (AHP) in order to keep into consideration the strategic intangible assets and the specific context of the company. The methodology is based on pair-wise comparisons between several factors that affect the selection of the most appropriate KM tool to sustain an innovation process. The AHP to aid decision-making in evaluation KM tools sustaining innovation processes is implemented via case study
An AHP-Based Framework for SelectingKnowledge Management Tools toSustain Innovation Process
No full textThis paper presents a framework based on the analytic hierarchy process (AHP) methodology to select the most
appropriate set of Knowledge Management (KM) tools to support the innovation processes in organizations. The
framework builds on the theoretical foundations underlying organizational KM to identify key KM processes
enabling innovation. The AHP is a multi-criteria decision support technique that can be used to analyse and compare
those KM tools that best support innovation processes. Organizations can select the most suitable KM tool by using
the proposed framework to identify gaps and overlaps in the extent to which the capabilities provided and utilized by
their current KM tools portfolio meet the KM needs of the organization to sustain the innovation. The main
contributions of this work are the list of KM processes to support an innovation activity and the hierarchy of
importance of such processes able to support the selection process of a KM tool. The framework can be of use to
managers and other practitioners because of its ease of implementation. An illustrative example of a case study for the
application of the framework is provided
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