Knowledge Pills for KIBS SMEs
Topic | Name | Description |
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Knowledge Management in KIBS SMEs | This pill presents briefly what knowledge management is and what are knowledge management practices that can be used in KIBS SMEs. |
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This pill presents what kind of conditions need to be met for the organization to implement knowledge management and what kind of problems can make it impossible or difficult. |
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This pill explains what a knowledge strategy is and presents two types of KM strategies, namely emergent and deliberate KM strategy. |
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This pill presents a range of KM systems that are suitable for KIBS SMEs to use for productivity, collaboration, learning and innovation purposes. |
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This pill presents an example of what a manager/owner can do to start implementing KM in their organization. |
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This pill introduces popular tools that can be used to gather knowledge, share knowledge and information, work in groups, and protect knowledge. |
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This pill presents some of the most widely used knowledge management practices in European KIBS SMEs. |
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Knowledge and its importance | This pill presents the difference between various forms of knowledge and their value for organizations. |
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This pill summarizes the objective knowledge's value as a core organizational resource. |
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This pill discusses the perceived benefits of subjective knowledge as a valuable organizational resource. |
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This knowledge pill is about discerning the worth of spiritual insights as an indispensable organizational resource. |
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This pill is about the three types of knowledge and how they transform from one into another. |
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Knowledge documentation | The pill is about the importance of document classification and the possible approaches seen under a KM perspective. |
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The pills offers suggestions on how to obtain effective document standardization, simplify and speed up content writing and understanding. |
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This pill examines how to properly write companies’ knowledge in a way that facilitates understanding (and reuse) of knowledge in a document by others. |
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The pill deals with developing a sharing-oriented culture, essential condition for effective knowledge management. |
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Knowledge creation, sourcing and retention | Pill contains information on how to create knowledge inside a company and how to acquire it from external sources. |
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This pill presents the ideas of valuable knowledge and knowledge overload. |
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The pill illustrates how to identify and access sources where to find the knowledge needed to deliver valuable services. |
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This pill presents the latest strategies for preserving and harnessing knowledge within your organization. |
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This pill uncovers the barriers to knowledge retention in KIBS SMEs and explore strategies like implementing training programs and fostering open communication to enhance organizational performance. |
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This pill showcases knowledge retention practices in KIBS SMEs, including knowledge management systems, document management systems, and social media platforms. |
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This pill delves into the significance of knowledge retention for KIBS SMEs, enabling them to adapt quickly to market changes, anticipate problems, and gain a competitive edge. |
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This pill contains basic information on how to protect company know-how and knowledge from cybercrime. |
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This knowledge pills explains the importance of preserving knowledge, as well as the best practices one can have in mind to store and maintain it. |
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This pill explains what knowledge pills are and how to create (in different formats) and diffuse them to transfer knowledge, especially for new hires. |
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Knowledge sharing and transfer | The pill describes what knowledge sharing is, its importance, and possible approaches or methods. |
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The pill deals with developing a sharing-oriented culture, essential condition for effective knowledge management. |
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This pill introduces the basics of knowledge transfer, gives tips on how to do it effectively, and explains the difference between formal and informal channels of knowledge transfer. |
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The pill describes the use of regular meetings for knowledge sharing, transfer, and development. |
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The pill describes an efficient knowledge transfer process, and explains the factors that foster and hinder knowledge transfer in organizations. |
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This pill explains knowledge hiding, the intentional concealment of information for various reasons. In KIBS SMEs, it can safeguard competitive advantage but hinder trust and collaboration. |
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This pill is about understanding what a community of practice means and what are the right steps to take in order to develop one. |
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This pill presents the importance of developing eLearning in KIBS through Knowledge Management lenses. |
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Knowledge Management and Human Resources Management | This pill is about the challenges and approaches or methods to facilitate training and transfer of knowledge to newly hired staff. |
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This pill introduces knowmads workers and differentiating them from knowledge workers. |
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This pill is focused on detailing knowmad skills and how to attract them as efficient business partners. |
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Knowledge risks and ways of handling them | These knowledge pills provide insight into the risks associated with knowledge and offers a step-by-step approach for managing and reducing these risks. |
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This pill explores strategies for small businesses to mitigate knowledge loss attrition and sustain competitiveness in the market. |
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This pill will take you on a journey through the possible factors (causes) that threaten your organization's knowledge. |
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This pill delves deep into the potential consequences that can arise from the loss or attrition of knowledge. |
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This pill uncovers effective strategies and practical insights for the protection of your organization's knowledge. |
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This pill unravels the mysteries of unlearning and intentional forgetting, and valuable insights into their benefits and consequences are provided, as well as recommendations. |
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Knowledge Application | This pill is about how to apply the knowledge a company owns and develops to deliver services and create value for the customer and the business |
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This pill introduces the basics of knowledge application and explains the differences between knowledge application in operational management and project management. |
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Other KM-related topics | This pill presents the concept of knowledge pills and its usefullness in training. |
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This pill is focused on the implications of neuroplasticity on the knowledge transformations. |
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This pill explains why knowledge sharing does not create new knowledge and how organizations with a high level of entropy usually adopt a specific organizational culture to foster cooperation and autonomy. |
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This pill is about understanding the importance of intellectual capital management for converting intangible potential into economic value. |
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This pill explains the role of intangible assets as crucial resources for business success. |
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This pill presents the KIBS profile with a focus on the areas of excellence in which KIBS compete. |