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KFS (KM) in China:
Table of Contents

Introduction
Research question
Methodology
Terminology
1 Information and Knowledge
2 Knowledge Focus Strategy
  2.1 The IT track approach: IM
    2.1.1 Information Portals
    2.1.2 Taxonomies
    2.1.3 Success through compliance
    2.1.4 Cultural perspective of IT-Track
  2.2 People Track of KFS
    2.2.1 Knowledge Creation
    2.2.2 Sveiby's concept of KM
  2.3 IT-Track vs. People Track
3 KFS and Culture
4 KFS and Chinese Culture
5 Two Business Cases
6 Conclusions
Bibliography
Appendix
I The Gettier Counterexamples
II Different knowledge definitions
III Can knowledge be managed?
IV Taxonomies
V IT-Track's response to knowledge conversion
VI Email Interview with Sabrina Lee
VII Instant Messaging interview with Li Chen
VIII Telephone interview with Daniel Miller
IX Personal interview with Peter Smith
X Personal interview with John Tennet
XII Telephone interview with Sridhar Vedala
XIII Personal interview with Yan Shen
XIV Information Management Proposal
2. Knowledge Focus Strategy

We now see that knowledge is seen differently according to how it is used. As a result, strategies and tools with which organizations aim to leverage on the knowledge held by their members differ wildly as well. Sveiby (2001) distinguishes between two notions.


  • IT-Track: Focus on information distribution to decision makers for timely use in decisions.
  • People-Track: Focus on the human processes. Also, process orientation of knowledge creation


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