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Complexity and Knowledge Management Understanding the Role of Knowledge in the Management of Social Networks (Hardcover, New)
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Complexity and Knowledge Management Understanding the Role of Knowledge in the Management of Social Networks (Hardcover, New)
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A volume in I.S.C.E Book Series: Managing the Complex Series
Editors Kurt Richardson and Michael Lissack, ISCE Research It seems
as if attempts to use knowledge to understand and manage social
networks are everywhere. Millions, if not billions, of dollars are
being spent in an attempt to derail terrorist networks, with much
of it being invested in making sense of massive data streams. There
is growing concern that much of this money is being squandered on
approaches that will never deliver on their promises. Our armed
forces are being prepared to combat terrorist threats by the
introduction of "network centric approaches" and "digital
battlefields" - basically attempts to provide warfighters with a
complete picture of the battlespace. However, the experience of
practitioners suggests that the "data smog" this creates is
actually counterproductive. From the arena of politics, the recent
invigorating battle between senators Clinton and Obama has thrown
the spotlight on the deficiencies in political polling (Economist,
2008b). Changes in the structure of the situation (e.g. high
turnouts) have thrown the whole industry into chaos. Complexity is
being discounted and the results are stark. The conclusion formed
in the media was that the situation was wildly unpredictable (so
anyone's to win), and ended up having real consequences for the
Democratic challenger in November 2008 (Baldwin, 2008). Turning to
business, we find that Societe Generale recently lost $7.2bn as the
result of a single rogue trader making a series of bogus
transactions amid turbulent markets in 2007 and 2008. There has
been much speculation on what was known, when it was known, and who
knew it. In other words, we have speculation that this is an
example of the role of knowledge in the mismanagement of social
networks - with spectacular effect. At a glance, the problems
highlighted above seem positively overwhelming. Where do you start?
But start we must. Simple "causal and effect" thinking doesn't seem
to be able to cut the mustard. There is broad agreement that even
if the Kyoto targets were fully met, on schedule, by 2100 it would
only delay the warming of the planet by six years (Parry et al.,
1998). We need to utilize knowledge in new ways...or maybe uncover
insights from old ways. It is hard to think of something more
worthy of attention that the role of knowledge in the management of
complex systems. In Volume 4 of the Managing the Complex Series we
have brought together seventeen essays from authors around the
globe to explore the complex systems view of knowledge and its role
in social networks. Contributors explore such topics as: the
limitations to our knowledge of complex systems, the transfer of
knowledge from local to global levels, collaborative knowledge
generation, decision making in complex multi-stakeholder
situations, organizational learning and innovation, all through the
lens of the emerging field of complexity science. The editors hope
that this volume will give theorists further avenues to explore in
their attempts to understand knowledge creation, maintenance and
distribution, and also provide practitioners with new tools to
apply in the complex and messy real world.
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