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Emergence of Enterprise Mobility
Published in Jithesh Sathyan, Anoop Narayanan, Navin Narayan, K V Shibu, A Comprehensive Guide to Enterprise Mobility, 2016
Jithesh Sathyan, Anoop Narayanan, Navin Narayan, K V Shibu
Wiki web page has been another innovative application of Web 2.0. It designated to enable team work and collaboration by creating a collective knowledge base where members can contribute and modify content. Although Wiki is the shortened form of What I Know Is, with the huge popularity of Wikipedia, which is an online database or encyclopedia of Wiki pages, most web users have started using the term Wiki to mean Wikipedia. Another major application is Really Simple Syndication (RSS), which offers a web-feed format to publish updates like news headlines. An RSS document, which is also known as web feed or channel, is a summarized text and metadata for subscribing to content. By using RSS, a web application can subscribe for updates from single or multiple web sites.
Portal Collaboration, Knowledge Management, and Personalization
Published in Shailesh Kumar Shivakumar, and User Experience Platforms, 2015
The main benefits of collaborative features in the portal are as follows: It enables collaboration among all internal and external portal users. In the intranet portal scenario, employees and support teams can collaborate and share information. For extranet portals, channel users, partners, resellers can collaborate seamlessly in real-time to optimize business processes and the supply chain.The collaborative platform improves the accessibility and availability of the information to all users. It provides an in-built knowledge management process.It enhances collective knowledge through knowledge co-creation. Users can contribute to knowledge assets in the repository and businesses can get views and insights from the end user.It helps in word-of-mouth social marketing through customer blogs and feedback and engages the users actively. It makes their contribution count.Users can use the knowledge repository in their daily activities, improve their productivity, and optimize process completion time. Internal and external users can contribute and leverage solution articles and knowledge artifacts to complete their day-to-day activities more efficiently.It contributes to business goals such as cost optimization and self-service models. A classic example is the reduction of customer support calls or customer incidents due to re-use of knowledge assets. Similarly, self-paced e-learning and web-based trainings also provide a self-service model.
Adapting Information Search Tools for use by Health Consumers: Challenges and Lessons for Software Designers
Published in International Journal of Human–Computer Interaction, 2018
Mario A. Hernández, Joseph Sharit, Peter Pirolli, Sara J. Czaja
Even if one is skilled at identifying relevant information on a webpage, it is often cognitively challenging to ensure that this knowledge remains active and integrated into memory as one continues to search and integrate other information. Spartag.us is a software interface tool (Hong, Chi, Budiu, Pirolli, & Nelson, 2008) that allows a user to build a “notebook” to collect, organize, and save material of interest within web pages, including links to the source website. Therefore, users can build a collective knowledge space on a particular topic. Using this tool, users can browse through web pages in their normal way (e.g., using Google) and collect material of interest by creating “clippings” of information, which get tagged and stored in a notebook.
Frugal innovation for supply chain sustainability in SMEs: multi-method research design
Published in Production Planning & Control, 2018
K. T. Shibin, Rameshwar Dubey, Angappa Gunasekaran, Zongwei Luo, Thanos Papadopoulos, David Roubaud
The KBV – an extension of RBV – argues that knowledge is one of the strategic resources which may be the source of competitive advantage (Grant 1996). The effective management of knowledge, hence, leads to better performance in innovative activities, such as new product development (Ettlie and Pavlou 2006) and leads to organisational transformation (Zahra and George 2002). Within developing countries, firms that follow the paradigm of frugal innovation aim at achieving extreme cost advantage (Zeschky, Widenmayer, and Gassmann 2011). Developing affordable products and services is critical for SMEs in this context, and, to this extend, the role of knowledge management is important. Knowledge management, according to Alegre, Sengupta, and Lapiedra (2013), involves ‘identifying and leveraging the collective knowledge in an organisation to contribute to its performance’ (p. 2). Utilising and managing effectively knowledge can enable SMEs to overcome problems related to the product and service development and develop sustainable businesses (Durst and Edvardsson 2012). Cohen and Levinthal (1990) have argued for the reliance of firms that innovate on their knowledge capabilities, whereas Zahra and George (2002) suggested that it is absorptive capacity – being a capability for processing knowledge – that enhances innovation. In later studies, Von Krogh (1998) acknowledged the importance of mobilising knowledge resources and turning them into value-adding activities, linking thereby knowledge management to innovation and subsequently innovation performance. Such a view was adopted in recent studies (e.g. Alegre, Sengupta, and Lapiedra 2013; Bagnoli and Vedonato 2014).