Projects Goldman Sachs JP Morgan Wall Street Hedge Funds Quant Finance Book Princeton Presentation Research Publications Ventures
Future of Risk Cyber Risk Insurance Cyber Finance Bitcoin Protocol Bayesian vs. VaR Markov Chain Monte Carlo Model Risk Management
Princeton Quant Trading Conference: Future of Finance Beyond 'Flash Boys': Invited Research Presentation: Computational Quantitative Risk Analytics.
SSRN's Top Ten Papers: 20 Quantitative Finance-Risk Analytics Top-10 Rankings in 11 Weeks... Stochastic, Econometric, Mathematical Risk Modeling.
Advancing Computational Quantitative Analytics Finance & Risk Modeling to post-HFT era Cyber Finance for Information-based Uncertainty Arbitrage.
Advancing Cybersecurity Risk Insurance Modeling Practices in Quantitative Finance, Model Risk Management & Advanced Data Science Analytics.
(CIO Magazine interview of Yogesh Malhotra).
What is Knowledge Management?
From Recent Peer-Reviewed Journals and Books
Download Our Articles and Interviews
[Guru Interviews] [Real Time Business Processes] [IT Adoption and Utilization] [Managing and Measuring Knowledge Assets] [The Real Competitive Advantage] [Why IT and KM Systems Fail] [Myths About Expertise Management] [How 'Best Practices' Become 'Worst Practices'] [Beyond Information Ecology to Knowledge Ecosystems] [Knowledge Exchanges and Social Networks] [Why Expert Systems Aren't Enough] [KM for E-Business Performance] [Does KM=IT? Not!] [Other Articles and Interviews]
- Knowledge Management for the New World of Business "Knowledge Management caters to the critical issues of organizational adaption, survival and competence in face of increasingly discontinuous environmental change.... Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings." (Journal for Quality & Participation, Hewlett-Packard Executive Intelligence, and Asian Strategy Leadership Institute Review).
- Knowledge Management for E-Business Performance: Advancing Information Strategy to ‘'Internet Time' Unlike most conceptions of knowledge management proposed in information systems research and in trade press, this conception is better related to the new model of business strategy discussed earlier. Its primary focus is on How can knowledge management enable business strategy for the new world of business? and What strategic outcomes should knowledge management try to achieve? rather than What goes into the nuts and bolts of the machinery that supports knowledge management? It relates more closely to the dynamic view of business strategy as driver of the corporate information strategy. Furthermore, unlike most prevailing definitions, this interpretation explicitly addresses the strategic distinction between knowledge and information explained earlier. (Information Strategy: The Executive's Journal)
- Intellectual Capitalism: Does KM=IT? Knowledge management is in danger of being perceived as so seamlessly entwined with technology that its true critical success factors will be lost in the pleasing hum of servers, software and pipes. As vendors label their document management, database or groupware products "knowledge management solutions," executives can be excused for mistaking the software for the solution. It's not.
More perspectives are available in:
Policies, procedures and technologies employed for operating a continuously updated linked pair of networked databases (Anthes 1991).
Bringing tacit knowledge to the surface, consolidating it in forms by which it is more widely accessible, and promoting its continuing creation (Birkett 1995).
Ensuring a complete development and implementation environment designed for use in a specific function requiring expert systems support (Chorafas 1987).
Processes of capturing, distributing, and effectively using knowledge (Davenport 1994).
Creation, acquisition and transfer of knowledge and modification of organizational behavior to reflect new knowledge and insights (Garvin 1994).
Identification of categories of knowledge needed to support the overall business strategy, assessment of current state of the firm's knowledge and transformation of the current knowledge base into a new and more powerful knowledge base by filling knowledge gaps (Gopal & Gagnon 1995).
Finding out how and why information users think, what they know about the things they know, the knowledge and attitudes they possess, and the decisions they make when interacting with others (Hannabuss 1987).
Mapping knowledge and information resources both on-line and off-line; Training, guiding and equipping users with knowledge access tools; Monitoring outside news and information (Maglitta 1995).
Understanding the relationships of data; Identifying and documenting rules for managing data; and Assuring that data are accurate and maintain integrity (Strapko 1990).
Facilitation of autonomous coordinability of decentralized subsystems that can state and adapt their own objectives (Zeleny 1987).
Anthes, G.H. "A Step Beyond a Database," Computerworld, 25(9), 1991, p. 28.
Birkett, B. "Knowledge Management," Chartered Accountants Journal of New Zealand, Feb 1995, 74(1), pp. 14-18.
Chorafas, D.N. "Expert Systems at the Banker's Reach," International Journal of Bank Marketing, 5(4), 1987, pp. 72-81.
Davenport, T.H. "Coming Soon: The CKO," InformationWeek, September 5, 1994.
Garvin, D.A. "Building a Learning Organization," Business Credit, 96(1), January 1994, pp. 19-28.
Gopal, C. & Gagnon, J. "Knowledge, Information, Learning and the IS Manager," Computerworld (Leadership Series), 1(5), 1995, pp. 1-7.
Hannabuss, S. "Knowledge Management," Library Management, 8(5), 1987, pp. 1-50.
Maglitta, J. "Smarten Up!," Computerworld, 29(23), June 5 1995, pp. 84-86.
Strapko, W. "Knowledge Management," Software Magazine, 10(13), 1990, pp. 63-66.
Zeleny, M. "Management Support Systems," Human Systems Management," 7(1), 1987, pp. 59-70.