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Ruggles R: Knowledge Management Tools

Knowledge Management Tools

Chapter 1 Tools for Knowledge Management: An Introduction, Rudy L. Ruggles III; Part 1 Knowledge and Technology; Chapter 2 Information Processing in Computer and Man (1964), Simon Herbert; Chapter 3 Why Computers May Never Think Like People, Stuart Hubert, Dreyfus; Chapter 4 How Many Bulldozers for an Ant Colony?, Daniel Crevier; Part 2 Knowledge Generation; Chapter 5 Information Systems and the Stimulation of Creativity, David Bawden; Chapter 6 The Light of Discovery, George Johnson; Part 3 Knowledge Codification; Chapter 7 Information Retrieval and Cognitive Authority, Patrick Wilson; Chapter 8 Humans, Machines, and the Structure of Knowledge, Harry M. Collins; Part 4 Knowledge Transfer; Chapter 9 Collaborative Tools: A First Look, Michael Schrage; Chapter 10 Knowledge Synthesis and Computer-Based Communication Systems: Changing Behaviors and Concepts, Kathleen Vian, Robert Johansen; Part 5 Implementation; Chapter 11 Implementing and Integrating New Technical Processes and Tools, Dorothy Leonard-Barton; Chapter 12 Learning from Notes: Organizational Issues in Groupware Implementation, Wanda J. Orlikowski; Chapter 13 Cosmos Vs. Chaos: Sense and Nonsense in Electronic Contexts, Karl E. Weick; Chapter 14 Future: A Knowledge-Based System for Threat Assessment, P.J. dejongh, K.J. Carden, N.A. Rogers; Part 6 What Next?; Chapter 15 Webs of Cognition, Daniel McNeill, Paul Freiberger; Chapter 16 Into the Future, Stan Franklin;

Governing the Intelligent Enterprise

Overruled

Independently published

The HR Business Partner's Playbook for Leadership Development

Unlocking Potential

Contributions to Management Science

This edited volume explores how managerial perspectives can shape meaningful and satisfying organizational experiences in the context of evolving structures and sustainability challenges. While management research often draws on organizational theories such as institutional or agency theory, the exchange between organization studies and sustainability remains limited. This book bridges that gap by using sustainability as a critical lens through which to understand organizational behavior, legitimacy, and long-term strategy.Addressing topics such as corporate social responsibility (CSR), corporate citizenship, sustainability strategy implementation, and the management of complex multi-stakeholder relationships, this book emphasizes the need for scholarship that addresses environmental, organizational, and socio-economic issues across multiple levels, advocating for solutions that are integrated, inclusive, and transformative.

Models and Practices

Sustainable Organizations

Your retirement plan is probably built on assumptions that no longer apply.You have saved diligently, invested consistently, and done everything you were told would lead to a comfortable retirement. So why does the future still feel uncertain? Maybe you are worried your money will run out. Maybe you assume Social Security will cover more than it actually will.In You're Doing Retirement Wrong, financial advisor Bill Lourcey draws on nearly three decades of experience guiding real families through real decisions to expose the most common retirement planning mistakes, many of which even successful, financially savvy people make without realizing it. This is not a book of formulas or market predictions. It is a straightforward, story-driven guide that replaces fear and confusion with clarity, confidence, and a practical understanding of what has changed in retirement planning over the past twenty years.Inside, you will discover: - Why the fear of running out of money is often more damaging than the actual risk, and how to overcome it - How tax strategies like Roth conversions can transform your retirement income in ways most people never consider- What to look for in a financial advisor and trustee so the people managing your future truly have your best interests at heartYour retirement is not just about money. It is about freedom. This book will help you build a plan worthy of the life you have earned.

What Even Successful People Get Wrong About Retirement

You're Doing Retirement Wrong

Edition Wissenschaft & Praxis

Ein Vier-Phasen-Modell nach DIN EN ISO 9241-210

Humanzentrierte KI im Arbeitskontext

De Gruyter Studium

Das Lehrbuch bietet eine managementorientierte Einführung in das Fach. In der 6. Auflage wurde es vollständig überarbeitet. Anhand zwei durchgängiger Fallstudien und Aufgaben mit Lösungen bietet es viele Anwendungsmöglichkeiten. Für Lehrende wird ein umfassendes Onlineangebot angeboten. Auf der Website zum Lehrbuch stehen umfangreiche E-Learning-Materialien je Lerneinheit zum Download zur Verfügung, die sich einfach in Moodle integrieren lassen.

Ein fallstudienbasiertes Lehrbuch

Einführung in die Wirtschaftsinformatik

China Speed - Schnelle neue Welt eröffnet den Blick auf die wohl rasanteste und zugleich strategisch am konsequentesten gesteuerte Transformation unserer Zeit.Max Brandt zeigt, wie China in Rekordgeschwindigkeit Infrastruktur, Digitalisierung, Mobilität und Innovationssysteme aufbaut - und wie Politik, Wirtschaft und Gesellschaft dabei in einem einzigartigen Zusammenspiel wirken.Mit klarem Blick auf geopolitische Zusammenhänge analysiert er, welche Kräfte dieses Tempo antreiben, welche Chancen es für nachhaltige Entwicklung eröffnet - und welche Risiken es für globale Stabilität und westliche Industriestrukturen birgt.Das Buch verbindet präzise Analyse mit visionärer Perspektive und stellt die entscheidende Führungsfrage:Wie lässt sich unter maximalem Zeitdruck Zukunft gestalten, ohne langfristige Werte zu opfern?Eine inspirierende Lektüre für Führungspersönlichkeiten, die den globalen Wandel nicht nur verstehen, sondern aktiv mitgestalten wollen.

Schnelle neue Welt

China Speed

Learning Forward is a practical collection of 100 questions, instructions and reflections designed to help organisations turn experience into better decisions, changed behaviour and stronger adaptive capability.

Every organisation learns something from experience. The harder question is whether that learning changes what happens next.

Unexpected outcomes, recurring problems, workarounds, near misses, successful experiments and failed plans all reveal something about how an organisation actually operates. Yet lessons can be documented without changing behaviour, corrective actions can close without addressing underlying conditions, and yesterday's successful response can quietly become tomorrow's constraint.

Learning Forward explores ten dimensions of organisational learning: timely feedback, consequences and first effects, conditions behind recurrence, learning from outcomes, representation and reality, avoiding irreversible commitment, turning lessons into practice, making learning survive, retiring obsolete practices and building adaptive capability. 

Each page contains a single prompt that can be used independently in a leadership meeting, governance discussion, project review, workshop or lessons-learned conversation. The aim is not simply to collect lessons, but to examine what actually changes because of what has been experienced.

Part of the six-volume Intelligent Risk Series, Learning Forward is designed for executives, directors, governance professionals, risk practitioners, program and project leaders, change leaders and decision-makers responsible for helping organisations adapt as conditions evolve.

Experience alone does not make an organisation adaptive. What matters is whether experience changes what the organisation is capable of doing next.

Learning Forward

Connecting Knowledge is a practical collection of 100 questions, instructions and reflections designed to help organisations turn fragmented information, expertise and experience into shared organisational capability.

Knowledge rarely sits neatly in one place. It is distributed across teams, functions, specialists, systems, relationships and the people closest to the work. The challenge is not simply having knowledge. It is ensuring that what one part of the organisation knows can reach another part with enough context, meaning and trust to be useful.

Connecting Knowledge explores ten dimensions of organisational connection: shared outcomes, moving information across boundaries, complete handovers, connecting decisions to reality, incentives and cooperation, informal influence, trust and truth, expertise that travels, connection to the external environment, and preserving connection through change. 

Each page contains a single prompt that can be used independently in a leadership meeting, governance discussion, project review, workshop or cross-functional conversation. The questions challenge silos, expose where meaning is lost and encourage leaders to examine the relationships through which organisational intelligence actually moves.

A shared dashboard does not guarantee shared understanding. A handover is more than the movement of a document. And a strategically coherent decision can still fail when knowledge from the point of delivery never reaches the people making it. These are the connections that determine whether separate parts of an organisation can operate intelligently as a whole. 
Part of the six-volume Intelligent Risk Series, Connecting Knowledge is designed for executives, directors, governance professionals, risk practitioners, program and project leaders, knowledge professionals and decision-makers working across organisational boundaries.

Knowledge becomes organisational capability when it can move, connect and remain useful beyond the person or function that first held it.

Connecting knowledge

A Hands-On Guide to the Real Artificial Intelligence Revolution for Businesses

The AI Agents

Springer Proceedings in Business and Economics

This book presents selected chapters from the proceedings of the Multidisciplinary Conference on Intangibles (TAKE), which took place in Sofia, Bulgaria in July 2025. The chapters address a wide range of topics from different fields such as human resource development, intellectual capital, knowledge management, logistics, retail, public policy, innovation and entrepreneurship, business models, competitiveness, and accounting. This book is valuable for researchers, practitioners, and industry experts who are interested in shaping the future of the knowledge economy.

Proceedings of the TAKE 2025 Conference, Sofia, Bulgaria, 1–3 July 2025

Integrity, Ethics and Values in the Post-Covid-19 World

La inteligencia artificial está haciendo a las organizaciones más productivas. También puede estar consumiendo, silenciosamente, el criterio humano que necesitarán cuando algo falle.Las empresas miden lo que la IA produce: más velocidad, menores costos, mayor output y ciclos más cortos.Casi ninguna mide lo que deja de regenerar.Cuando la IA empieza a absorber el trabajo a través del cual los profesionales aprendían a juzgar, equivocarse, construir modelos mentales y convertirse en expertos, aparece una nueva deuda invisible: la Deuda de Criterio.En este libro, Arvind Ludhiarich plantea una pregunta incómoda pero urgente: ¿Qué ocurre con la capacidad humana necesaria para supervisar a la IA cuando la propia IA empieza a hacer el trabajo a través del cual esa capacidad se formaba?A partir de investigación sobre inteligencia artificial, aprendizaje, automatización, ingeniería de software, aviación y diseño organizacional, Deuda de Criterio muestra por qué <ul><li>El desempeño asistido por IA y la capacidad humana ya no son la misma cosa.</li><li>La automatización puede eliminar el esfuerzo productivo mediante el cual se desarrolla la experiencia.</li><li>El modelo de "human in the loop" falla si la persona pierde gradualmente la capacidad necesaria para cuestionar a la máquina.</li><li>Una organización puede mejorar su productividad actual mientras debilita su capacidad futura de decisión.</li><li>El riesgo permanece invisible porque los indicadores tradicionales miden output, no la regeneración del criterio humano.</li></ul>El libro introduce Deuda de Criterio como concepto de gestión y Capital Cognitivo como el activo que las organizaciones deben proteger y desarrollar de forma deliberada.También entrega herramientas prácticas para ejecutivos, incluyendo una autoevaluación, un Cognitive Impact Assessment, indicadores de gestión, un scorecard y preguntas para directorios que quieran evaluar mejor sus iniciativas de IA.Este no es un libro contra la inteligencia artificial.Es un argumento a favor de gestionar la IA incorporando una variable que muchas organizaciones todavía no están midiendo: la capacidad humana que debe seguir existiendo cuando la máquina se equivoca.

Lo que tu estrategia de IA está gastando en silencio

Deuda de Criterio

Knowledge Management Tools

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