Titlebook: Change Paradigms in the Setting of Knowledge Management Systems; Hauke Heier Book 2004 Deutscher Universit?ts-Verlag/GWV Fachverlage GmbH,

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Case Discussion: Change Paradigms Revisited,s and their implications. Data examination, i.e. pattern-matching and time-series analysis (Yin, 1994, pp. 106–118), confirmed both theoretical frameworks’ goodness of fit with the case study. Depending on the underlying perspectives of culture, each highlights a sequence of critical success factors

尊重

Conclusions and Implications for Further Research,& Leidner, 2001, p. 127)? When managers were asked to name concerns about KM, the ability to induce people and business units to exchange knowledge always shows up at the top: Alavi & Leidner’s (1999, pp. 21–22) study reports that organizational incentives and rewards are considered effective change

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. . . 1 l. 2 Key Concepts and Significant Prior Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1. 2. 1 Definitions and Basic Concepts in Knowledge Management . . . . . . . . . . . . . 6 1. 2. 2 Refining the Research Question . . . . . . . . . . . . . . . . . . .

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Integration and System Aspects,al rollout”, “operation, expansion and further development”, and “shifting to a multi-community concept”. The report pays explicit attention to the change paradigms’ conceptual variables/factors introduced in the theoretical foundations of this study.

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