Chapter1: What do “information” & “knowledge” really mean? Flashcards

1
Q

Data - Definition, Examples

A
  • Data are raw facts and figures that on their own have no meaning
  • Directly observable or verifiable (Dalkir, 2011)
  • These can be any alphanumeric characters i.e. text, numbers, symbols
  • Note the “are” bit above? What does this mean?
  • Examples:
    • Yes, Yes, No, Yes, No, Yes, No, Yes
    • 42, 63, 96, 74, 56, 86
    • 111192, 111234
    • None of the above data sets have any meaning until they are given a CONTEXT and PROCESSED into a useable form
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2
Q

Data into Information

A
  • To achieve its aims the organisation will need to process data into information
  • Data needs to be turned into meaningful information and presented in its most useful format
  • Data must be processed in a context in order to give it meaning
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3
Q

Information - Definition

A
  • Data that has been processed within a context to give it meaning

OR

  • Data that has been processed into a form that gives it meaning

Some approaches:

  • Content that represents analysed data (Dalkir, 2011)
  • DIN 44 300: information = knowledge of facts and processes
  • Information = purpose-oriented knowledge
  • Information is the action-determining knowledge of past, present and future:
    • status and/or events in the reality as well as of action or decision-influencing
    • opinions and opinions of relevant persons or groups
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4
Q

Data vs. Information

A
  • Data: 131015
  • Information:
    • 13.10.15 - The date of your first IMKM lecture.
    • 13.101,5 € - The costs for your new car.
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5
Q

Different Views on Information

A

Information:

  • Pragmatic Dimension (human Information as producer or user)
  • Semantic Dimension (meaning message)
  • Sigmatic Dimension (reality)
  • Syntactic Dimension (structure data)
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6
Q

Knowledge - Definition

A
  • Knowledge is the understanding of rules needed to interpret information
  • Knowledge is the appropriate collection of information, such that it’s intent is to be useful
  • Characteristics of knowledge:
    • Using knowledge does not consume it
    • Transferring knowledge does not result in losing it
    • Knowledge is abundant, but the ability to use it is scarce
    • Much of an organization‘s valuable knowledge walks out of the door at the end of the day.
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7
Q

Knowledge types

A
  • Explicit knowledge
    • Objective, rational, technical
    • Policies, goals, strategies, papers, reports
    • Codified
    • Leaky knowledge
  • Tacit knowledge
    • Subjective, cognitive, experiential learning
    • Highly personalized
    • Difficult to formalize
    • Sticky knowledge
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8
Q

Summary: Data, Information, Knowledge, Widsom

A
  • Data are just symbols
  • Information is data that are processed to be useful; provides answers to “who”, “what”, “where”, and “when” questions
  • Knowledge is application of data and information; answers “how” questions
  • Wisdom is an evaluated understanding
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9
Q

“Classic” Factors of Production

A
  • Land or natural resource — naturally-occurring goods (water, air, soil, etc.)
  • Labor — human effort used in production
  • The capital stock — human-made goods which are used in the production of other goods (machinery, tools, buildings, etc.)

However :

  • result is affected by combination of resources
  • difference between competitors because of information differences
  • competition as a discovery process for new knowledge and adaptive / copying learning
  • business ideas as result of linking information (e.g. information on resources and information about customer wishes)
  • organizations differentiate themselves on the basis of what they know!
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10
Q

Information as a Model

A

„about what, for whom, for what purpose“

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11
Q

Character-Data-Information-Knowledge

A
  • Knowledge (Mechanism of currency market) <– network
  • Information (Exchange rate 1€ = 1,25$) <– context
  • Data (0.87) <– syntax
  • Characer (“0”, “8”, “7”, “,”) <– charcter set
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12
Q

Is there a need to differentiate between KM & IM?

A

Understanding Knowledge Management requires an understanding of knowledge and the knowing process and how that differs from information and Information Management.

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13
Q

What is Knowledge Management? KM

A
  • Pack rat approach „save it, it may prove useful in the future”
  • A good definition of KM incorporates both the using and storing of knowledge!
  • „KM is predominantly seen as information management by another name“ (Davenport & Cronin, 2000, 1)
  • „KM is understanding the organization‘s information flows and implementing learning practices which make explicit the key aspects of its knowledge base (Broadbent, 1997, 8-9)
  • „KM is a collaborative and integrated approach to the creation, capture, organization, access, and use of an enterprise‘s intellectual assets (Brooking, 1999, 154)
  • „KM is the capability to create, enhance, and share intellectual capital across the organization” (Lank, 1997)
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14
Q

What is Information (Resource) Management (IM)?

A
  • Information is a resource
  • How to manage this resource effectively and efficiently in order to achieve the business‘ objectives
  • IT and IS are tools that help us in generating, storing, managing, analyzing the resource „Information“
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15
Q

Definition and tasks of IM

A
  • “IM is part of business management. The function of IM is to ensure optimal use of the resource information with regard to business objectives.” (Krcmar, 2015, 1)
  • “IM helps managers assess and exploit their information assets for business development. It draws on the techniques of Information Science (libraries) and Information Systems (IT related). It is an important foundation for knowledge management, in that it deals systematically with explicit knowledge.“ (Dalkir, 2011, 467)
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16
Q

7 Major IM issues for the next 3 years

A
  • Information Technology / Operational Technology Alignment: Inadequate management of operational technology can result in major business failure
  • Business gets Social: Organizations will lack a coherent approach for dealing with information from the collective
  • Pattern-Based Strategy: Provides a framework to proactively seek, model and adapt to “weak” signals that form patterns in the marketplace (increased investment in pattern seeking technology)
  • Cloud Computing: By 2016, all Global 2000 companies will use public cloud services
  • Context-Aware Computing: By 2016, one-third of worldwide mobile consumer marketing will be context-awareness-based (taking advantage of location and time in a new era of augmented reality)
  • Sustainability: By 2016, sustainability will be the fastest-growing enterprise compliance expense worldwide
  • New Realities of IT: Balancing Cost and Innovation with Risk and Governance — Innovation accomplishments will be among the top-three selection criteria for new CIOs by 2016
17
Q

Some of the challenges of Information Management

A
  • Changing business trends
  • Rapid developments in the information technology arena
  • Measuring / justifying the business value of IT
  • Aligning the business strategy with information systems strategy
  • Different stakeholders – varied interests and objectives
18
Q

Business Trends

A
  • Mass Customization (Customer interaction instead of market research)
  • Product-Service-Systems (instead of just Product)
  • Value partnerships (versus do-it-yourself)
  • Total value chain / web management (versus parts thereof)
  • Intermediation and Disintermediation (at the same time)
  • Further trends (Adaption of traditional business models and definition of new ones)
19
Q

Evolution of Technology – Infrastructural, and evolution of technology

A
  • Ubiquity increases, advantages diminish
  • Strategic part shrinks while Infrastructure incrases, amazon cloud services as infrastructure
20
Q

Business Value of IT is difficult to measure

A
  • Does IT support corporate Strategy
  • Which IS Infrastructure is best …
21
Q

Different Stakeholders of IM

A
  • Business
    • IT & Business Objectives: High performers top three business objectives are related to customers
      • Provide the right information to the right people at the right time
      • find better ways to interact with customers …
    • Strategic Value of IT:
      • High performers explore business scenarios as part of their IT planning process
      • High performers invest to deliver strategic business capabilities
    • Managing Needs – IM as a Service Task
      • High performers’ front-office applications
        are among their portfolio’s best performing applications in terms of technical and business adequacy—and the poorest for all other organizations
  • Organization
    • Process View Replaces Functional View
    • Investing in Technology Skills
    • Integration
      • High performers are building strategic analytical capabilities
  • People
    • Never Forget The User
      • – User involvement

– Technologyacceptance

– Job satisfaction

  • Technology
    • Gartner’s 2015 Hype Cycle for Emerging Technologies Identifies the Computing Innovations That Organizations Should Monitor
    • Where IT Organizations Spend Their Time
22
Q

IM – an Integrated Framework

A

Managerial Functions of Information- Management:

  • IT Governance
  • Strategy
  • IT Processes
  • IT Personnel
  • IT Controlling
  • IT Security

Management of Information:

  • Supply
  • Demand
  • Usage

Management of Information Systems

  • Data
  • Processes
  • Application Life Cycle

Management of Information and Communication Technology

  • Storage
  • Processing
  • Communication
  • Technology Bundles
23
Q

Successful Information Management

A
  • supports process orientation
  • supports team orientation
  • supports fast & successful market entry
  • enables new forms of organisation
  • has technical and organisational aspects
  • requires extensive communication between management, users and information management
  • own technical development will lead to competitive advantages only via direct client impact and perception by the client
  • organizational implementation dominates the achievable benefit
  • is integrated in overall business strategy
  • the Chief Information Officer (CIO) is responsible for the asset information and develops the information strategy for the company, not just the strategy of IT at the IS department
  • where necessary, (worldwide) same processes and software (standardization)
  • common methods and characteristics
  • IS-controlling as a holistic coordination process from idea to data- processing product
  • IM-Benchmarking to locate the position within the competition
  • decision-making ability and - speed counts more than technical “correctness”