Intranets and Push Technology: Creating an Information-Sharing Environment (ASLIB Know How)

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A modular approach to the design of the Intranet on an experimental basis has to be done and then it may be extended gradually to meet the needs of all the library groups.

The site framework consists of an Intranet homepage of common areas of interest to all library staff, and links to several library group areas. This requires a portal, which has to be set up for each area, and each of the library group portals will be customized in terms of color and content requirements. Existing content has to be prioritized and then to be migrated to the new site over a period of time All the staff is invited, to contribute content, ideas and to assist with this process so as to help, identify working needs such as sharing of minutes from a meeting, finding an important document, adding a photograph to a document, evaluation information on a training event, and open management.

The content needs to be managed carefully so that it is always fresh and up to date; and concentrates on sharing best practices, and the "how was it done factor". Apart from the technical elements, primarily two issues are coincident with activity levels. First, relevant information has to be put on the Intranet at regular intervals. The users of Intranet try to put on data and demand others to do so.

It demands for high activity and expectations. Second, the Intranet's contribution to maintaining a work culture among the people is more important. The Intranet generates a kind of consensual knowledge. Different users can, wherever they are spatially, go into familiar, a mutual trust and get a feeling of belonging, i.

Data can be sent through or a printout generated. The above-mentioned categories of information assist in sharing knowledge. Valuable records can be stored in the archives and retrieved when needed. Availability of such information can save time. It improves productivity because, for example, employees need not leave their offices to look for leave forms; they can easily download the forms from their computers in their offices. To some extent they are right.

KM is fundamentally about people, not technology. But there is absolutely no way that one can share knowledge effectively within an organization, even a small one, never mind a large geographically dispersed one, without using technology. Information technology IT support can be classified into the use of proper repository for storing and sharing knowledge and the use of a communication medium for communicating and transporting knowledge among individuals.

The first approach is the use of proper repository or the repository model of a KM system, which is related to database management and organizational memory. IT can be used to capture knowledge, categories, search, subscribe relevant content or information and present it in more meaningful formats across multiple contexts of use. IT can be used to convert tacit knowledge into an explicit form. Iain Gooch.

Intranets and Push Technology: Creating an Information-Sharing Environment

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Bookseller: Anybook Ltd. Stock Image. QSIA enhances collaboration in authoring via online recommendations and generates communities of teachers and learners. At the same time, QSIA fosters individual learning and might promote high-order thinking skills among its users. The system is based on open standards, flexibility, privacy, open source, ease of use and multi-community.

It enables users to create and edit different knowledge items such as questions or learning tasks. Also, it acts as a web-tool and permits easy accessibility to a variety of knowledge databases that include written text, as well as interactive multimedia such as music, video films, special simulations and virtual tours to museums. It is a multi-lingual system and has been used in English, Hebrew, Arabic, and Turkish Thus, it is found that the Intranet as a KS tool facilitates for speedy and effective communication within an organization.

Social dilemmas are also referred to as ''dilemmas of the common good'' and ''public good dilemmas'', while knowledge dilemmas refer to cognitive barriers and epistemologically differences of knowledge, i. Some ways of overcoming the social and knowledge dilemmas are believed to be increased financial incentives, increased organizational efficacy, and a KS culture. Broadly speaking, the social dilemmas and knowledge dilemmas give rise to the following five problems inherent in organizational KS: i The stickiness of knowledge: all sharing of knowledge is to some extent sticky-but to the epistemologically different faces of knowledge.

The barriers in KS can be divided into three categories Running an Intranet includes the ambition to manage it or, at least, to make a decision not to. Managing the activity level and letting relevant information circulate are primary managerial concerns. To make an Intranet a success, the users must discipline themselves. They should also communicate problems of fulfilling expectations of the Intranet's potential.

Therefore, organizations tend to support KS as if they were in situations of pooled interdependency, but in the words of Thompson this will eventually favor the least costs to the increased instrumentality.

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Alternatively, in other words, KS will most likely fail If companies are to practice KS, they must accept that getting started on sharing knowledge requires thorough identification and analysis of the problems that KS are supposed to be solved. This analysis has to start with identifying organizational interdependencies, and the flaws in bridging these interdependencies. Different forms of interdependencies involve different types of knowledge, and the sharing of these types of knowledge is to be facilitated differently. For global organizations, the implementation of Intranets may be difficult to achieve, since in some developing countries, Internet access is still not reliable and bandwidth problems may hinder their effective use.

However, the evolution towards a KS tool implies more than state-of-the-art technology. People have to be motivated to share information and knowledge. Most importantly, management needs to examine their objectives for the use of Intranets and develop a strategy for their development, which is consistent with organizational goals. To manage knowledge by intranet.

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